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random interview
not a single interviewer realized that the candidates were giving random answers.
ability to create coherence.
we are capable of finding logic in perfectly meaningless answers.
our interpretation of facts is colored by prior attitudes.
we tend to give too much weight to the interview and too little to other data that may be more predictive, such as test scores.
interviews are not the only source of information about candidates—
should the inputs be combined using judgment (a clinical aggregation) or a formula (a mechanical
aggregation)?
mechanical approach i...
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overwhelming majority of HR professionals favor clinical aggregation. This practice adds yet another source of noise to an already-noisy process.
aggregation.
aggregation works—but only if the judgments are independent.
structuring complex judgments.
defined by three principles: decomposition, independence, and delayed holistic judgment.
decomposition, breaks down the decision into components, or mediating assessments.
acts as a road map to specify what data is needed.
filters out irrelevant information.
defining the key assessments gets difficult for unusual or senior positions,
many interviewers use bloated job descriptions produced by consensus and compromise.
offer no way to calibrate the characteristics or make trade-offs among them.
independence,
structured behavioral interviews.
shared scale
helps reduce noise in judgments.
structured interviews are far more predictive of future performance than are traditional, unstructured
ones.
Research has shown that work sample tests are among the best predictors of on-the-job performance.
delayed holistic judgment,
do not exclude intuition, but delay it.
mechanical combination of data outperforms a clinical one,
not mechanical.
three principles—
do not necessarily provide a template for all organizations trying to improve their selection processes.
formalized an evaluation structure (the list of personality and competence dimensions that had to be evaluated).
structured judgment methods are also less costly—because few things are as costly as face time.
“the persistence of an illusion.”
recruiters and candidates severely underestimate the noise in hiring judgments.
traditional, informal interviews,
irresistible, intuitive feeling of understanding the candidate
We must learn to distrust tha...
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must add structure to our interviews and, more broadly, to our selection processes.
make sure we evaluate the candidates independently on each of these dimensions.”
mediating assessments protocol.
decision hygiene strategies
The protocol can be applied broadly and whenever the evaluation of a plan or an option requires considering an...
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stylized example that is a composite of several real cases: a fictitious
differences are significant, but subtle—
vast amount of research shows that structure in interviews leads to much higher accuracy—unstructured interviews as we used to practice them don’t even come close.
options are like candidates.
