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A Model for Predicting the Outcome of a Job Interview
A model to predict the outcome of a job interview.
Career professionals, once offered an appointment for a job interview, want to know the likelihood of being offered the advertised role.
The ability to predict the outcome of a job interview can help a candidate decide whether or not to participate in the job interview or, more importantly, allows the candidate to reflect on what aspects of the job interview they need to improve to increase offers work for positions they have the skills, competencies and related confidences to.
The interviewer makes hiring choices based on logic: The analytical process of a job interview is designed to predict future job performance.
Decision making, however, is a two system process. Logical part – a slower and more emotional analytical process – quick judgments based on stereotypes and prejudices.
Thus, an employee applying for the same position, within the same organizations, providing the same level of detailed response to the same set of job interview questions may receive different scores when interviewed by two different hiring managers.
There is a two-step process for forming opinions about a candidate in a job interview;
Job interview distortions.
A first impression of a candidate is created once the interviewee is introduced to the employer. The impression is emotional – a gut feeling, in which unconscious stereotypes and biases influence the formation of the interviewer’s perception.
Many different stimuli trigger an unconscious bias, some favoring an applicant, while others create a negative opinion. Research has shown how a candidate’s weight, ethnicity, age, religion, attractiveness or background can be used, subconsciously, to form an opinion of the interviewee.
Having commonalities can increase liking between employer and candidate, increasing potential job interview question score (affinity basis) and liking for each other, liking someone more because they like you, also builds rapport .
Being seen as “attractive” improves the hiring manager’s opinion of candidates, even going so far as to increase the level of trust they have in the candidate.
And overhearing how a candidate is a strong candidate for an internal promotion interview can seed the idea of said candidate’s suitability by creating the halo effect.
Association is a powerful bias. Research into religious bias found how an applicant who changed his name from “Mohammed” to “Mo” increased the number of interview offers he received. And age, race, and gender are well documented to raise or lower each candidate’s opinion of the advertised position they are applying for.
An example of this is how women applying for traditionally male roles are seen as less suitable than a male candidate.
The power of the subconscious in a job interview.
This initial opinion is not a conscious thought. The employer is, in many cases, unaware of the unconscious bias that has gone into play.
The interviewer, in the female example applying for a male job role, is not sexist. Instead, unconscious bias affects, slightly, how the candidate is evaluated during the job interview. With many appointments made on the difference of a few minor points between the successful and second choice candidate, therefore, this compound of points can make all the difference.
Employers’ reactions to a stereotype.
Some people have an ‘isum’; sexist, senist, racist and many other isums. We group these people as knowledgeable and unaffected: If an applicant has a stimulus that the employer doesn’t like, it would be difficult to change their initial opinion of the applicant even when contradictory evidence of their conviction has been presented.
Aware and Care – is when an unconscious bias becomes clear (interviewer realizes they like and dislike a candidate not based on logical reasoning). By being aware, the interviewer can challenge himself (or being aware may be enough to adjust the candidate’s score). For example, if a recruiter expressed a negative opinion of a candidate based on the candidate being bony (a study was completed in which applications were submitted with a photo of the candidate. Half were submitted with l candidate and the other half was sent with a picture of an “average” weight candidate. The experiment found that overweight candidates were less likely to get an offer for a job interview), they can ask if a candidate’s weight is important for the job in question?Or find examples of an overweight employee who has been very successful in their field.
In some cases the stimulus has no effect on the interviewer’s decision-making process. Stereotypes and prejudices are formed through the experiences, beliefs and culture of the place where a person grew up. If, for example, an employer grew up in a household where men and women are seen as equals and gender was never questioned, it would be rare for the employer to be sexist – unaware and unaffected. (but the interviewer may suffer from a second bias)
The structured job interview.
Structured job interviewing was designed to use an analytical process to help create a “fair” job interview process.
In a structured job interview, each candidate is asked the same interview questions based on the criteria of the advertised job role. Each interviewer is provided with guidance on how to score each interview question based on the candidates’ perceived level of skills using a numerical scoring system.
It is during their initial interview responses that candidates can help change employers’ perceptions of them. If, for example, the applicant’s dress sense, body language, and communication styles have created an impression of “unprofessional,” the applicant has a short amount of time to ignore this initial impression.
For a “knowledgeable and selfless” employer to change a deeply held belief can be very difficult.
Analyzing people is difficult and stressful. This is why the mind goes back to past patterns, stereotypes and prejudices, to make decision making easier.
Initially, the employer, at the start of the job interview, will consciously analyze the candidate’s verbal and non-verbal communication to guess the interviewee’s suitability based on their perceived level of knowledge/experience and confidence.
Within the first 2 interview questions, the data (opinions) received will create a new interview identity, which becomes the filter for all responses to the next job interview. This is similar to the process behind the “affinity bias” association that changes how the candidate is evaluated during the job interview.
It is the applicant’s perceived level of industry knowledge and industry experience relative to their level of confidence in the interview, when combined, that forms the ‘interview identity’. This has little to do with how well an employee performs in the actual workplace – as this cannot be observed in a job interview, it is therefore how the candidate’s interview performance is measured against the requirements for the job. job role advertised.
Interview Prediction Test:
To verify your identity at the job interview – how an employer sees you, read the 4 statements under each sub-heading and choose the one that sounds the most like you.
LEVEL OF KNOWLEDGE/EXPERIENCE
4 points – over 10 years of experience in the sector; able to draw on industry-related academic research that contributes to the field
3 Points – 3-10 years of industry experience; expert in implementing proven theories and models in business as usual
2 points – 1-3 years of relevant experience; academic level of industry knowledge with no experience applying concepts to day-to-day activities
1 Point – No experience; possesses transversal skills; communication, teamwork, problem solving
4 points – Masters – Doctoral Diploma/Postgraduate Qualifications (Level 7-8) Professional Industrial Qualification (e.g. Licensed Engineer)
3 points – Degree level Qualification up to Bachelor (Level 6)
2 points – Graduate – up to Higher National Diploma (Level 4-5)
1 point – GCSE/A-Level (Level 2-3) or below
Read the next 4 statements under each subheading and choose the one that sounds like you the most. Score both points and for an odd number result, round down to the nearest even number
LEVEL OF CONFIDENCE
4 points – A self-promoter who is fully aware of his own experience. He demands to be treated with authority and respect and will challenge anyone with contradicting opinions
3 points – Believes in own abilities, recognizes own competencies and will discuss strengths when questioned
2 points – Aware of both strengths and areas for development, but can easily reveal weaknesses and mistakes without prompting from others
1 point – He has a negative view of his own abilities and lacks self-esteem
4 points – Attract attention and dominate meetings. Complex ideas are explained clearly and competently by combining statistics and examples. Able to influence others to take a new point of view, using logic and reasoning to overcome barriers to objections.
3 points – Speak with authority, present ideas within structure and use vocal variety to maintain interest. Able to discuss a technical topic, arguing clearly and expressing own ideas.
2 points – Can discuss a familiar topic when asked, but finds it difficult to answer when challenged. He feels tense explaining new concepts, however, with comfortable topics he speaks clearly and varies pitch/volume.
1 point – Feels nervous when being the center of attention. Communication is weak due to hesitations, excessive filler words, low volume, and snappy short sentences
You now own two figures; one indicating your level of knowledge/experience and the second, your level of confidence. Combined, the score indicates the identity of the interviewer.
Once the interview identity has been chosen, a description is provided explaining how the employer views this interview identity, its strengths and areas for development.
To access a complete overview of the interview identity, click on the interview prediction grid.
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