How We See What We Expect to See ? the Biggest Trap When Hiring New Employees

There is evidence that psychological profiling to improve employee retention and productivity. However, most organizations do not fit the psychological profile of their selection or development, because they think is too expensive, or only to senior positions. Align attitude candidates, personality and mental capacity, work is a must for all positions – and would not get an investment of only $ 45 U.S. dollars worth to the right person for the first time? Why so many personnel managers resistant psychological profiles and other sources of information more objective? There is often a lack of understanding, but in most cases, because our expectations and beliefs before almost always influence our interpretation of the new information. Experiments on several occasions by social psychologists have shown that we see what we expect to see, and conclude what we expect to conclude. In other words, we have a strong dependence “mental shortcuts. Tom Gilovich, a psychologist at Cornell University, writes: “The information, which is in line with our existing beliefs is often accepted uncritically as proof that it is critical and opposed to discount.” So if we see an interview and a candidate that we “like” and “feel” them a lot of our pre-existing conditions of employment to be fair, we have already hired / her in our minds. Therefore, it is also related notice is discountable, it is usually a last thought, with a negative reaction controlled or described as being formed. Here is something I see often – we present you with a task manager with scientific findings from a psychological test to earn their “candidate does not clearly possess character traits and innate mental capacity to succeed in this position . The manager will then support their own preconceived ideas to the statement that the test is incorrect or the candidate must have a bad test day. If we have a preconceived positive acceptance of the candidate, we tend to excuse or minimize the importance of finding the results of tests we have already made the decision to terminate. On the other hand, if the person has not responded to our initial conditions of pre-existing employment, we would accept a simple, the results of psychological tests have been correct. There are countless examples of how we deceive ourselves in the process of interviewing and selecting candidates. We tend to ask questions leading to answers that we want to trigger (“You have made presentations to the Commission, is not it?”). We ask the referee the same kind of leading questions. Not that we do not examine the data critically. In fact, experiments have shown that we see all the evidence very carefully, but we subtly massaged it to support our preconceived ideas or requests. If the evidence seems to be against our will, we find excuses for why the information is wrong, or we cut our priorities for a decision. We are doing exactly the opposite of positive information. We will find data to validate our decisions later. If a successful person in the labor market, we are inclined to attribute that is available on our superior selection skills (“I can pick em”), but when the failure to new employees, the rest of us why they failure have been assigned, said the staff. In fact, we were those who did not, not the workers. We chose a simple person who does not “fit” at work. Managers and recruiters are experts in the art of “scapegoat” for their poor attitude decisions. In fact, what is particularly interesting is how often someone from the process of hiring predicted the final outcome far ahead, because they see things more clearly and not have to suffer that password. Usually, these people are here with our team AssessSystems, or a person in the organization that had little or no impact on the decision of the hiring manager (I can see many HR managers signed today!). The bottom line is that unstructured, face-to-one interviews are very poor tools for selecting people for specific tasks. It is almost impossible to enforce the objectivity of the interview process, especially if the interview is completely unstructured. In this sense, here are three things you can do to be effective as a personal chef. The first step to a better solution is awareness. Although we can not prevent our perception of turbidity can ask our advice, we remedy the situation. We provide criteria for the job based on competence, not vague personal characteristics based on the development of gut feelings (they have clean shoes, they must be organized!). We can use scientific method, apply to the recruitment process, as we do with most other aspects of the manufacture, production, research and development. I recommend you read the book, as we know, what is not, by Thomas Gilovich. It is easy to read and is an eye opener, how easily we are deceived and misled by apparently objective information and our own human nature. Second, we can remind ourselves that the circumstantial evidence may be very superficial and wrong. Each court has developed rules to develop evidence to ensure they see a clear and well balanced with a situation as possible. But even with all the rules and procedures convicted, innocent people in revenge. We may use third more objective tools, such as psychological tests of personality, attitude and mental faculties. We can refine and refine until these instruments in the prediction of success (which we call the analysis are excellent). Many of our customers have a strong “build profiles of success” to test the candidates by comparing them with the role of jobs. Many researchers have stressed the need to collect a variety of data on a candidate. establish agencies in the rule for a CV and unstructured interview. This combination is only professional knowledge, experience and skills – What is a person – what they can do. What is observable and recyclable. Whoever this person is also of paramount importance, they will work? This is justified by the candidate’s innate personality, attitude and mental skills. You can not have that information from the interview or resume. Many believe that nativity scenes, they can, it is “good” sense of taking a dangerous path to a decision of the employment. Psychological Profiling is the only scientific method to obtain this information. In most cases, managers’ hiring, what one person to be arrested, but always (or problems), who they are, even if none of us will never be a perfect objectivity, taking a serious look on how to make your selection and target selection as well as predictive as possible, at least you get a lot closer to hiring the right person for the first time.