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A Model for Predicting the Outcome of a Job Interview
A model for predicting job interview outcomes.
Career professionals, once presented with a job interview, want to know how to offer a published role.
The ability to predict the outcome of a job interview can help a candidate decide whether or not to attend a job interview, or more importantly, it allows the applicant to reflect on areas of the job interview that they need to improve in order to to increase job offers for those positions. they have the relevant skills, expertise and confidence.
Interviewers make hiring choices based on logic – the analytical process of job interviews is designed to predict future job performance.
Decision making, however, is a two-step process. Logical part – a slower and emotional analytical process – emerges judgments based on stereotypes and prejudices.
Therefore, an employee applying for the same position, within the same organization, giving the same detailed answers to the same questions in a job interview can get different scores if they are interviewing a manager. two different ones.
There are two steps in developing an applicant’s opinion for a job interview;
Job interview bias.
The first impression of an applicant is created when the interviewer is introduced to the employer. Feelings are emotions – gut feelings, which influence the interviewer’s perception of stereotypes and unconscious prejudices.
Many different emotions create unconscious biases, some favoring applicants, others creating negative opinions. Research has shown how an applicant’s weight, ethnicity, age, religion, attractiveness or background can be used to create an impression of a person.
Having something in common can increase the love between the employer and the applicant, increasing the right score on job interview questions (relationship basics) and mutual love, loving someone more than they love you, is building relationships.
Being perceived as ‘attractive’ improves the hiring manager’s opinion of the applicant, even by increasing their confidence in the applicant.
And hearing how an applicant can be a strong candidate, for an internal promotion interview, can shape the opinion of the applicant’s legitimacy creating the ‘halo effect’.
Organizational bias is strong. Research into religious bias has found how applicants changing their name from ‘Mohammed’ to ‘Mo’ increased the number of interview offers they received. And age, race and sex are carefully recorded to increase or decrease the opinion of each applicant in the position they are published.
An example of this is the perception of women who apply to gender roles as unsuitable for male applicants.
The power of the unconscious in the job interview.
This first thought is not a conscious thought. Employers, in many cases, are not aware of the unconscious biases that occur.
The interviewer, to a woman applying for a job for a man, is not sexist. In fact, unconscious bias has little effect on how applicants fare during job interviews. With many appointments being made with the difference of a few minor points between the successful applicant and the second choice, therefore, this combination of points can make all the difference.
Employers react to stereotypes.
Some people have ‘isum’; sexist, ageist, racist, and many other isum. We group these people to be aware and Ignore – if the applicant has a motivation that the employer does not like, it is difficult to change the first opinion about the applicant even if there is evidence that contradicts his belief.
Aware and Care – is when the unconscious bias is evident (the interviewer feels likes and dislikes about an applicant not based on logical thinking). Knowing, the interviewer can contradict himself (or knowing can be enough to correct the applicant’s way). If, for example, a recruiter made a negative impression about a candidate based on the fact that the candidate was obese (a study was completed where the application was sent with a photo of the candidate. photo of the candidate of ‘average’ weight .experiments have shown that overweight applicants are less likely to receive job interview offers), they can ask if an applicant’s weight is important for the job in question? Or find an example of an overweight employee who was very successful in his field.
In some cases, motivation does not affect the interviewer’s decision-making process. Stereotypes and prejudices are formed through experiences, beliefs, and the culture a person grew up with. If, for example, an employer grew up in a household where men and women were found to be equal, and sex was never questioned, the employer is less likely to have sex – Don’t Know and not affected. (but the interviewer may be influenced by prejudice)
The structured job interview.
Structured job interviews are designed to use analytical methods to help create a ‘fair’ job interview process.
In a structured job interview, each applicant is asked the same interview questions based on the advertised job requirements. Each interviewer is instructed on how to score each exam question based on the applicants’ ability level using a point scoring system.
It is during the first interview that the applicant can help change the employer’s perception of them. If, for example, the applicant’s sense of dress, body language and communication style has created an impression of ‘unprofessional’, the applicant has a short window to overcome this initial impression.
For the ‘informed and unconcerned’ user, it can be very difficult to change deeply held beliefs.
Analyzing people is difficult and frustrating. This is why the mind does not abandon the schemes, stereotypes and prejudices, to make the decision easier.
Initially, the employer, at the start of the job interview, will carefully analyze the candidate’s verbal and non-verbal communication to determine the suitability of the interviewer based on their level of knowledge/experience and confidence.
In the first 2 interview questions, the data (feedback) received will create a new interview signal, which becomes the filter for all future job interview results. This is similar to the process behind the ‘relationship bias’ that an organization is made to change the way applicants are interviewed for a job.
The level of industry knowledge and experience in the field and the level of interview confidence, when combined, make up the ‘interview identity’. It has little to do with an employee’s ability in the actual workplace – because it can’t be seen in a job interview, so how interview performance is measured in these applicants for the requirements of the announced job duties.
Test prediction analysis:
To check who you are in a job interview – how employers see you, read the 4 statements under each heading and choose the one that most closely matches you.
Special knowledge / experience
4 Points – 10+ years of field experience; able to build academic research related to the industry participating in the field
3 points – 3-10 years of field experience; experienced in applying proven theories and models to business as usual
Point 2 – 1-3 years of relevant experience; academic level of industry knowledge without experience in applying concepts in daily work
1 Comment – No experience; have soft skills; communication, collaboration, problem solving
Point 4 – Masters – Doctoral Degree/Postgraduate Qualification (Level 7-8) Professional industrial qualification (eg selected engineer)
Point 3 – Attainment of a Bachelor’s Degree (Level 6)
Point 2 – Graduated – up to a higher national diploma (Level 4-5)
1 point – GCSE/A-Level (Levels 2-3) or below
Read the following 4 statements under each heading and choose the one that best suits you. Multiply two numbers and for odd numbered products round down to the nearest whole number
LEVEL OF CONFIDENCE
Point 4 – A promoter who is fully aware of his skills. It demands to be governed with authority and respect, and to oppose all those who have opposing views
Point 3 – Believe in their abilities, know their abilities and talk about strengths when asked
Point 2 – Knows strengths and development areas, but can easily reveal weaknesses and mistakes without prompting from others.
1 Opinion – Has a negative view of his own abilities and does not appreciate himself
Point 4 – Dominate the mind and dominate the meeting. Difficult concepts are explained clearly and skillfully combining statistics with examples. Able to persuade others to adopt new perspectives, using logic and reasoning to overcome obstacles of resistance.
Key Point 3 – Speak with authority, present ideas in a structured manner and use a variety of voices to maintain interest. Able to debate technical topics, argue clearly and express opinions.
2 Points – Can talk about common topics when asked but difficult to answer when challenged. It’s difficult to explain new ideas, however, with a comfortable subject, his voice/volume is clear and varied.
1 Comment – Anxiety when the center of attention. Communication is weak due to hesitation, excessive filler words, loudness and short sentences
You will now get two figures; one indicating your level of knowledge/experience and the second, your level of confidence. Add up your scores and the interview will tell you who you are.
When the interview profile is selected, a description is given that explains the user’s view of this indicator, its strengths and development areas.
To access a comprehensive overview of your interview personality, click on the Interview Prediction Grid.
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