"Tricia Prickett and Neha Gada-Jain, two psychology students at the University of Toledo, collaborated with their professor Frank Bernieri and reported in a 2000 study that judgments made in the first 10 seconds of an interview could predict the outcome of the interview.
The problem is, these predictions from the first 10 seconds are useless.
They create a situation where an interview is spent trying to confirm what we think of someone, rather than truly assessing them. Psychologists call this confirmation bias, “the tendency to search for, interpret, or prioritize information in a way that confirms one’s beliefs or hypotheses.” Based on the slightest interaction, we make a snap, unconscious judgment heavily influenced by our existing biases and beliefs. Without realizing it, we then shift from assessing a candidate to hunting for evidence that confirms our initial impression."
"In other words, most interviews are a waste of time because 99.4 percent of the time is spent trying to confirm whatever impression the interviewer formed in the first ten seconds."
"In 1998, Frank Schmidt and John Hunter published a meta-analysis of 85 years of research on how well assessments predict performance. They looked at 19 different assessment techniques and found that typical, unstructured job interviews were pretty bad at predicting how someone would perform once hired.
Unstructured interviews have an r2 of 0.14, meaning that they can explain only 14 percent of an employee’s performance. This is somewhat ahead of reference checks (explaining 7 percent of performance), ahead of the number of years of work experience (3 percent)."
"The best predictor of how someone will perform in a job is a work sample test (29 percent). This entails giving candidates a sample piece of work, similar to that which they would do in the job, and assessing their performance at it."
"The second-best predictors of performance are tests of general cognitive ability (26 percent). In contrast to case interviews and brainteasers, these are actual tests with defined right and wrong answers, similar to what you might find on an IQ test. They are predictive because general cognitive ability includes the capacity to learn, and the combination of raw intelligence and learning ability will make most people successful in most jobs."
"Last year’s Wall Street Journal story on the legal implications of personality testing received substantial circulation. And it shed light on some of the limitations of personality testing: an employee’s personality does not predict whether the person can learn the job tasks quickly or think critically.
With the average length of an employee’s job tenure at three (3) years for employees between the ages of 25-34, it’s increasingly important to identify job applicants who can be effective on the job, quickly.
Hiring managers will turn to objective pre-employment tests that can evaluate whether a candidate can do the job or learn the job quickly, such as Cognitive Tests and Work Sample (Simulation) tests.
Personnel Testing Council presenter Dr. Scott Highhouse reminded a group of practitioners in November that cognitive assessments are even more reliable than structured interviews at predicting employee success."
The problem is, these predictions from the first 10 seconds are useless.
They create a situation where an interview is spent trying to confirm what we think of someone, rather than truly assessing them. Psychologists call this confirmation bias, “the tendency to search for, interpret, or prioritize information in a way that confirms one’s beliefs or hypotheses.” Based on the slightest interaction, we make a snap, unconscious judgment heavily influenced by our existing biases and beliefs. Without realizing it, we then shift from assessing a candidate to hunting for evidence that confirms our initial impression."
"In other words, most interviews are a waste of time because 99.4 percent of the time is spent trying to confirm whatever impression the interviewer formed in the first ten seconds."
"In 1998, Frank Schmidt and John Hunter published a meta-analysis of 85 years of research on how well assessments predict performance. They looked at 19 different assessment techniques and found that typical, unstructured job interviews were pretty bad at predicting how someone would perform once hired.
Unstructured interviews have an r2 of 0.14, meaning that they can explain only 14 percent of an employee’s performance. This is somewhat ahead of reference checks (explaining 7 percent of performance), ahead of the number of years of work experience (3 percent)."
"The best predictor of how someone will perform in a job is a work sample test (29 percent). This entails giving candidates a sample piece of work, similar to that which they would do in the job, and assessing their performance at it."
"The second-best predictors of performance are tests of general cognitive ability (26 percent). In contrast to case interviews and brainteasers, these are actual tests with defined right and wrong answers, similar to what you might find on an IQ test. They are predictive because general cognitive ability includes the capacity to learn, and the combination of raw intelligence and learning ability will make most people successful in most jobs."
"Last year’s Wall Street Journal story on the legal implications of personality testing received substantial circulation. And it shed light on some of the limitations of personality testing: an employee’s personality does not predict whether the person can learn the job tasks quickly or think critically.
With the average length of an employee’s job tenure at three (3) years for employees between the ages of 25-34, it’s increasingly important to identify job applicants who can be effective on the job, quickly.
Hiring managers will turn to objective pre-employment tests that can evaluate whether a candidate can do the job or learn the job quickly, such as Cognitive Tests and Work Sample (Simulation) tests.
Personnel Testing Council presenter Dr. Scott Highhouse reminded a group of practitioners in November that cognitive assessments are even more reliable than structured interviews at predicting employee success."
Bock, Lazlo. (2015). Here's Google's Secret to Hiring the Best People. Wired Business, Retrieved on March 21, 2017 from https://www.wired.com/2015/04/hire-like-google/
Appelman, Shoa. (2015). 5 Pre-Employment Test Trends You Need To Know About. TLNT Talent Management and HR, Retrieved on March 21, 2017 from https://www.eremedia.com/tlnt/5-pre-employment-test-trends-you-need-to-know-about/
No comments:
Post a Comment