The candidate interview is one of the most important exercises in the recruitment selection process. It is through this process where the interviewer has an opportunity to assess a candidate’s skills, abilities and fit for the position in which they are interviewing. The ultimate goal is to select the best candidate for the job. One way to increase the likelihood of making the right hiring decision is recognizing and avoiding interview errors. It is important to understand that there are several errors and biases that can occur along the way that may cause one to select the wrong candidate for the role. When unintended bias creeps into the selection process, the manager no longer judges a candidate based on skills but instead on unspoken criteria, which can lead to making a bad hire.
In this article, we will explain, with examples, the most common interview errors that managers unconsciously make.
Stereotyping: Stereotyping involves making generalized opinions about an individual, particularly individuals from protected classes such as gender, religion, age, race, etc. An example of stereotyping in the interview and selection process is presuming a woman would prefer a desk job over performing a construction role in the field.
Inconsistency in Questions: It is advised to have a set of predetermined question that is asked of everyone. Now, it is understandable that you may ask probing questions that may differ amongst interviewees, but as a general rule, it is recommended that you use standard interview questions for each role. An example of inconsistent questioning would be only asking Caucasian male candidates to describe their successes on previous jobs, but not asking that same question to a Caucasian female.
First Impression Error: We’ve all heard the cliche, first impressions make lasting impressions. This is true even in the interview and selection process. Sometimes interviewers may take the first thing (positive or negative) he or she notices about a candidate and allows that to overshadow the remainder of the interview. An example of this error is learning that the candidate graduated from the interviewer’s alma mater and giving more credence to the candidate based on the information learned.
Halo/Horn Effect: With the halo effect, the interviewer finds one good trait the candidate possesses, or he/she values and allows this information to dominate all other information discussed during the interview. Conversely, with the horn effect the interviewer judges a candidate unfavorably in all areas based on one negative trait they have observed. An example of the halo effect is interviewing an attractive, well-spoken candidate and based on this positive trait, the interviewer assumes that the candidate is smart, competent, and successful. An example of the horn effect is interviewing an overweight person and assuming they are lazy.
Contrast Effect: This is a common error that is quite easy to make as it involves comparing each candidate against the other, rather than assessing them individually. This error occurs when the interviewer fails to evaluate the candidate based on the job requirements. An example of contrast effect is a strong candidate interviewing after weak ones appearing even more qualified, when in fact they may not be that much more qualified.
Similar to Me Error: This error occurs when the interviewer identifies with a candidate on personal level and subsequently evaluates them on that versus on job-related criteria. Once an interviewer finds common ground with a candidate, they may unconsciously hold them in a more positive light. They then convince themselves that the candidates they like the most are the most qualified, when in fact that may not be the case at all. An example of the “similar to me” error is an interviewer who played college football selects a candidate who did also, even if the candidate’s qualifications are not the best fit.
Cultural Noise: Cultural noise occurs when an interviewer fails to recognize that the candidate is answering questions based on information that they think will get them the job or what they think the interviewer wants to hear. An example of cultural noise is when a candidate says that they prefer to work on project teams when in fact they thrive more as an individual contributor.
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