IMPROVING RELIABILITY AND VALIDITY OF THE JOB INTERVIEW Recruiting employees for the right job is a time-consuming process. If the company doesn't get it right at the beginning, it could end up with the wrong person for the wrong task, leading to resentment, decreased morale and having to put the effort into job recruitment again six months to a year later. How, then, does an organization or company increase and improve reliability and the validity of one recruiting tool, the job interview? Bernardin (2007) likes the use of reliability and validity in the job interview process, pointing out that reliability involves consistency of measurement, while validity involves tying in statistical relationships between performance and scores on some predicated or selection method with on-the-job effectiveness. Interestingly enough, while the concepts of reliability and validity are most tied to paper stuff – such as the job applications and test scores – Bernardin notes that the concepts could be tied to what he considers one of the most important tools in job recruiting – the interview. He points out, however, that the interview process tends to be misused during recruitment – though research, he notes, offers clear rules and methods for successful interviewing, how it's actually done is "clearly at odds with the way it is typically done," he notes (p. 157). Even academic institutions, which write reams about the right ways of interviewing, don't do it right (Bernardin, 2007). One way to improve both validity and reliability of the interview process is to take the interviewer out of the process (Bernardin, 2007). Bernardin points out that many issues c