Thursday, August 12, 2021

Model for Predicting Job Interview Results



The ability to predict interview outcomes can help voters decide whether to attend a job interview or more importantly, perhaps not ask which job interview questions they need to improve in order to increase the job offer for the position. where they have the associated skills, competencies and confidence.


The interviewer makes interview choices based on the interview - the job analysis process is designed to predict future performance.


Decision making, however, is a two-system process. partially logistic - slower analytical process and emotional - quick judgment based on stereotypes and judgments.


Therefore, an employee applying for the same position, in the same organization, providing the same detailed explanation for the same interview question may receive different scores if interviewed by two different managers.



There is a two-step process for forming an opinion in a job interview


  • Subconscious bias
  • Interview Identity
  • Job interview bias.


The initial impression is made after the interviewee is introduced to the employer. Emotional impressions - hunches, where stereotypes and subconscious about the formation of the interviewer's perception.


Many varied stimuli trigger unconscious biases, some advocates being supportive, while others creating negative opinions. Research has shown how weight, ethnicity, age, religion, attractiveness or background can be used subconsciously to shape interviewees' opinions.


Having something in common can increase the liking between the employer and the search, increase the likelihood of developing job inquiries (affinity base) and mutual liking, being liked by someone because they like you, and building rapport.


Seen as a 'raising manager' view of challenges, even to the point of increasing the level of trust they hold in applicants.


And hearing how one promotion candidate is a strong candidate, for an internal interview, can give you an idea of ​​the offer by creating a 'halo effect'.


Association is a strong bias. Research on religious bias found how attractively changing his name to 'Mo' increased the number of interview offers he received. And age, race, and gender match well to add or subtract each applicant for their advertised old position.


An example is how women apply for traditional male roles that are incompatible with men.


The power of the subconscious in a job interview.


This opinion is the conscious mind. Entrepreneurs, in most cases, are not aware of the subconscious biases that come into play.


The interviewer, in the example of a woman applying for a job in a male role, is not sexy. In contrast, subconscious bias affects, to a lesser extent, how judged during a job interview. With so many promises made with little difference between a successful and a second choice, therefore, combining these points can make all the difference.


Entrepreneur's reaction to stereotypes.


some people have 'problems'; sexist, ageist, racist, and many other issues. We classify these individuals as Conscious and Unconcerned - if the applicant has a stimulus that the employer does not like, it will be difficult to change the initial opinion even when evidence to the contrary has been presented.


Conscious and Caring - when subconscious biases become apparent (interviewers realize they like and dislike for no reason). Consciously, interviewers can challenge themselves.


If for example, a recruiter makes a negative opinion about a candidate based on obsession (a study was completed in which applications were sent with a candidate's image. Half were sent with obsessive imagery and the other half were sent with obsessive imagery.


image of an 'average' weight candidate. The experimenter found that being overweight was less likely to get a job interview offer), they could ask whether weight was important for the job in question? Or find examples of overweight employees who are very successful in their fields.

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