Interviewing Strategy to Reduce Employee Turnover at CWH
This paper proposes a revised employment interviewing strategy for CWH Corporation, a global management consulting firm facing persistent high employee turnover attributed to poor job fit. Drawing on communication strategy frameworks, the paper outlines practical improvements to the interview process, including eliminating information concealment through salary transparency, reducing interviewer bias by using paired interviewers, identifying nonverbal deception cues, and adopting open-ended, long-term-focused questioning. The goal is to equip CWH's human resource division with a structured yet flexible approach to selecting candidates who are genuinely aligned with the organization's needs and culture, thereby improving retention.
- Introduction to the Workplace: CWH's turnover problem and interview strategy need
- Core Interviewing Strategy: Open-ended interview design and salary transparency
- Reducing Bias and Inferences: Paired interviewing and bias review techniques
- Detecting Deception Through Nonverbal Cues: Reading body language to identify dishonest candidates
- Interview Structure and Question Design: Setting, rapport, objectives, and question frameworks
- Recommended Interview Questions: Sample questions targeting long-term candidate intentions
- Conclusion: Expected outcomes from improved interview strategy
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What makes this paper effective
- Grounds every recommendation in a specific organizational problem — high turnover — giving the proposal practical coherence from start to finish.
- Balances theoretical citation (Smeltzer et al.) with applied, actionable suggestions such as paired interviewing, salary disclosure requirements, and a concrete question bank.
- Uses a clear cause-and-effect logic: poor interview practices → bad job fit → turnover, making the argument easy to follow.
Key academic technique demonstrated
The paper demonstrates applied recommendation writing: it takes a defined workplace problem, draws on communication theory to diagnose its causes, and translates that theory into a numbered, actionable proposal. Each recommendation is explicitly linked back to the turnover problem, showing how theory informs practice rather than existing in the abstract.
Structure breakdown
The paper opens by introducing CWH Corporation and its turnover problem, then moves into the proposed interview strategy, working through bias reduction, nonverbal assessment, and structural tools before closing with a sample question set and desired outcomes. The progression moves from diagnosis to intervention to expected results, following a classic problem–solution report format.
Introduction to the Workplace
The organization for which this interviewing strategy is proposed is CWH Corporation, a global management consulting firm that handles environmental wastewater management and construction services. The critical problem the human resource division has faced for the last several years is a high rate of turnover, attributed in part to hiring the wrong employees. From exit interviews, management has determined that this high turnover is due in part to job dissatisfaction stemming from improper job fit. What can the company do better? Hire the right employees from the start. This will require a modification in the current interview strategy.
There are many different types of interviews that can be conducted within an organization. The interview strategy proposed for CWH is an intensive and open-ended employment interview. The employment interview process should be an intensive communication transaction "designed to obtain or share predetermined information" (Smeltzer, Leonard & Hynes, 2002, p. 227) — in this case, information about a candidate's skills, qualifications, and abilities. In an employment interview, the interviewer attempts to gather knowledge about the strengths and weaknesses of the candidate, while the candidate attempts to present only their most favorable qualities (Smeltzer, 2002, p. 227).
References
Smeltzer, L. R., Leonard, D. J., & Hynes, G. E. (2002). Managerial communication strategies and applications (2nd ed.). McGraw-Hill Irwin.
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