![]() Our minds are programmed to see patterns in order to reduce the cognitive load and make quick decisions. Paul explained this is Hebbian Theory that, “Neurons that fire together, wire together”. ![]() We might think we are basing our decision on logic but in reality we are influenced by our personal heuristics. Interviews invite our unconscious mind into our decisions. This has at least started an internal conversation about how they need to move away from ‘culture fit’ as a crude measure and find other ways to assess someone’s suitability for the role. One company talked about how they ran an exercise to test the meaning of ‘culture’ across the organisation and they found conflicting views, particularly between the perception of senior management and other parts of the business. We debated what ‘culture fit’ even means. Finally, interviewers often use “good culture fit” to justify hiring people from their own in-groups.There is little overlap between the talents people say they have and the ones they actually possess (81% of people lie).Interviews are based on ‘gut-feel’ and typically reward those with charisma and confidence which do not necessarily mean they can do the job.He explained there are many reasons for this: Paul shared research that shows that if you know a candidate’s score of general learning ability, a typical interview will predict just 4 per cent additional information about someone’s job performance. How many times have you hired someone who ‘looked good on paper’ and ‘interviewed well’ but later turned out to perform lower than expected? The session was led by Paul Rein, a business psychologist at Harvey Nash, who really challenged the notion that ‘interviews are the gold standard’ and why other methods of assessment are much better predictors of someone’s capabilities to do the job. With so much investment now going in to attracting a more diverse range of applicants it’s just as important to think about the next stage. We invited employers from across all sectors to discuss hiring for diversity and how to create a more inclusive selection process.ĭiversity in all its forms is clearly a priority for everyone but as we learned in our last sessions on ‘ Inclusive Attraction’, there are so many touch points in a candidate journey where you could lose someone if you are not inclusive. We wanted to know what some of these might be at the second of our Harvey Nash Inclusion 360 event series in Leeds and Birmingham. ![]() Although, some companies are ripping up the rule books and exploring new and different methods that offer a more equal opportunity for all. This is a major problem for organisations because interviews are still the preferred method for many in hiring decisions. And if you have a deeper voice then we assume you have greater strength, integrity and trustworthiness. ![]() If you’re attractive then you are perceived as being more competent, intelligent and qualified. That’s because we all have intrinsic biases that our minds use to make snap judgements and we often make assumptions about people based on their looks.Īccording to research we associate a person’s height with greater leadership skills. ![]()
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