Model for Predicting Job Interview Results
A model for predicting job interview outcomes.
Career professionals, after being offered a job interview appointment, want to know the possibility of being offered the advertised role.
The ability to predict job interview outcomes can help candidates decide whether or not to attend a job interview, or more importantly, allow applicants to reflect on which aspects of the job interview they need to improve in order to increase the job offer for the position. where they have the associated skills, competencies 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-system process. Partly logical – analytical processes are slower and emotional – quick judgments based on stereotypes and prejudices.
Therefore, an employee applying for the same position, within the same organization, providing the same level of detailed answers to the same set of job interview questions may receive different scores if interviewed by two different hiring managers.
There is a two-step process for forming an applicant’s opinion in a job interview;
Job interview bias.
The initial impression of the applicant is made after the interviewee is introduced to the employer. Emotional impressions – premonitions, in which subconscious stereotypes and prejudices influence the formation of the interviewer’s perception.
Many varied stimuli trigger subconscious biases, some favor the applicant, while others create negative opinions. Research has shown how an applicant’s weight, ethnicity, age, religion, attractiveness or background can be used, subconsciously, to shape interviewees’ opinions.
Having similarities can increase liking between employers and applicants, increase the likelihood of job interview questions being assessed (affinity basis) and mutual liking, like someone more because they like you, and build rapport.
Being seen as ‘attractive’ increases the hiring manager’s opinion of applicants, even to the point of increasing the level of trust they hold in applicants.
And hearing how one applicant is a strong candidate, for an internal promotion interview, can sow the idea of that applicant’s suitability creating a ‘halo effect’.
Association is a strong bias. Research on religious bias found how an applicant changing his name from ‘Mohammed’ to ‘Mo’ increased the number of interview offers he received. And age, race, and gender are well documented to add to or subtract from each applicant’s opinion for the advertised position for which they are applying.
An example is how women applying for traditional masculine roles are seen as less suitable than male applicants.
The power of the subconscious in a job interview.
This initial opinion is not conscious thought. 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 masculine role, is not sexist. In contrast, subconscious bias affects, to a lesser extent, how applicants are assessed during job interviews. With so many appointments being made based on the few minor differences between successful applicants and second choice applicants, therefore, the combination of 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 applicant’s initial opinion even when evidence to the contrary has been presented.
Conscious and Caring – is when a subconscious bias becomes apparent (the interviewer realizes that they like and dislike the applicant for no logical reason). Consciously, interviewers can challenge themselves (or consciously it can be enough to adjust how they rate applicants). If for example, a recruiter makes a negative opinion about a candidate based on the candidate’s obsession (a study was completed in which applications were sent with a picture of the candidate. Half were sent with an image of an obsessive applicant and the other half was sent with an obsessive picture of an ‘average’ weight candidate. find that applicants who are overweight are less likely to get job interview offers), they can ask whether the applicant’s weight matters for the job in question? Or find examples of overweight employees who are very successful in their fields.
In some cases, the stimulus has no effect on the interviewer’s decision-making process. Stereotypes and prejudices are formed through experiences and beliefs and the culture in which a person is raised. If, for example, the employer is raised in a household where men and women are seen as equal, and gender is never questioned, it is rare for the employer to become sexist – Unaware and Uninfluenced. (but interviewers can be influenced by second prejudice)
Structured job interview.
Structured job interviews have been designed to use an analytical process 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 role criteria. Guidance is given to each interviewer on how to rate each interview question based on the applicant’s perceived competency level using a numerical scoring system.
During the initial interview answers, applicants can help change the employer’s perception of them. If, for example, the applicant’s dress sense, body language and communication style have created an ‘unprofessional’ impression, the applicant has the opportunity to override this initial impression.
For a ‘conscious and unconcerned’ employer changing deeply held beliefs can be very difficult.
Analyzing people is difficult and stressful. This is why the mind defaults to past schemas, stereotypes, and prejudices, to make the decision-making process easier.
Initially, the employer, when the job interview begins, will consciously analyze the candidate’s verbal and non-verbal communication to guess the suitability of the interviewee based on the level of knowledge/experience and perceived trustworthiness.
In the first 2 interview questions, the data (opinions) received will create a new interview identity, which becomes a filter for all future job interview answers. This is similar to the process behind ‘affinity bias’, an association has been created that changes the way applicants are assessed in job interviews.
Applicant’s perceived level of industry knowledge and sector experience vs. their interview credentials, together, form the ‘interview identity’. It has nothing to do with how well an employee performs in the actual workplace – as this cannot be observed in a job interview, therefore, how an applicant’s interview performance is measured against the requirements for the advertised job role.
Interview prediction test:
To check the identity of your job interview – how your boss views you, read the 4 statements under each sub-heading and choose the one that most closely resembles you.
LEVEL OF KNOWLEDGE/EXPERIENCE
4 Points – 10 years+ sector experience; able to build industry-related academic research that contributes to the field
3 Points – 3-10 years of sector experience; Experienced in applying proven theories and models to business as usual
2 Points – 1-3 years of relevant experience; academic level of industrial knowledge without experience applying concepts to everyday tasks
1 Point – No experience; have soft skills; communication, team work, problem solving
4 Points – Master – Doctoral Degree/Postgraduate Qualification (Level 7-8) Professional Industry Qualification (eg.
3 Points – Degree to Bachelor’s Level Qualification (Level 6)
2 Points – Graduate – up to Higher National Diploma (Level 4-5)
1 Point – GCSE/A-Level (Level 2-3) or lower
Read the next 4 statements under each subtitle and choose the one that is most similar to you. Add the two numbers together and round down to the nearest even number
4 Points – A self promoter is fully aware of their craft. Demands to be treated with authority and respect, and will challenge anyone who has a conflicting opinion
3 Points – Believe in their abilities, know their own skills and will discuss strengths when asked
2 Points – Aware of strengths and areas of development, but can easily reveal weaknesses and mistakes without being asked from others
1 Point – Have a negative view of their abilities and lack self-respect
4 Points – Command attention and dominate the meeting. Complex ideas are explained clearly and combine statistics with examples competently. Able to influence others to take a new point of view, use logic and reasoning to overcome objections.
3 Points – Speaks with authority, presents ideas in structure and uses vocal variations to maintain interest. Able to debate technical material, argue points clearly while expressing their own ideas.
2 Points – Can discuss topics that are familiar when asked but difficult to answer when challenged. However, it is tense to explain new concepts, with comfortable topics to speak clearly and with varying pitch/volume.
1 Point – Feeling nervous about being the center of attention. Weak communication due to indecision, excessive filler words, low volume and short sharp sentences
You will now have two numbers; one indicates your level of knowledge/experience and the second, your level of confidence. Combined with your score indicates the identity of your interview.
Once an interview identity is selected, a description is provided explaining how the employer views this interview identity, and its strengths and areas of development.