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A Model for Predicting the Outcome of a Job Interview

A model for predicting job interview outcomes.

Career professionals want to know the likelihood of landing an advertised position once they have an interview opportunity.

The ability to predict job interview outcomes can help job seekers decide whether to attend a job interview or, more importantly, allow job seekers to reflect on what aspects of the job interview they need to improve in order to increase their chances of working for a position for which they do possess the relevant skills , ability and confidence.

Interviewers make hiring choices based on logic – the analytical process of a job interview is designed to predict future job performance.

However, decision-making is a two-system process. Part logic – slower analytical process and emotion – quick judgment based on stereotypes and biases.

Therefore, employees applying for the same position within the same organization may receive different scores if they are interviewed by two different hiring managers and give the same level of detailed answers to the same set of job interview questions.

The process of forming a candidate’s opinion during a job interview is a two-step process;

• unconscious bias

• interview status

Job interview bias.

Once a candidate is introduced to an employer, an initial impression of the applicant is made. Impressions are emotional – a gut feeling, unconscious stereotypes and biases that shape the interviewer’s perception.

Many different stimuli can trigger unconscious bias, some in favor of candidates, while others create negative opinions. Research has shown how an applicant’s weight, race, age, religion, attractiveness or background can be subconsciously used to form perceptions of interviewees.

Having commonalities increases goodwill between employer and applicant, increases potential score on job interview questions (affinity basis) and mutual liking, liking someone more because they like you, also builds rapport.

Being seen as “attractive” can improve a hiring manager’s perception of an applicant and can even increase their trust in the applicant.

Overhearing how an applicant is a strong candidate for an internal promotion interview can sow ideas about the applicant’s suitability, creating a “halo effect.”

Association is a powerful bias. A study of religious bias found that changing an applicant’s name from “Mohammed” to “Mo” increased his chances of receiving an interview. And age, race, and gender are well documented and can add or subtract to each applicant’s opinion of the advertised position for which they are applying.

An example of this is when women applying for traditionally male roles are considered less suitable than male applicants.

The Power of the Subconscious Mind in a Job Interview.

This initial opinion is not a conscious thought. In many cases, employers are unaware of the unconscious biases that are at play.

In the example of a woman applying for a male job role, the interviewer is not sexist. Conversely, unconscious bias slightly affects a candidate’s score throughout the interview process. Since some small differences between successful applicants and second-choice applicants are made based on many appointments, this composite point can make a big difference.

Employer responses to stereotypes.

Some people have an “isum”; sexist, ageist, racist and many other issues. We classify these people as know and don’t care – if a job candidate has a stimulus that the employer doesn’t like, it’s hard to change their initial perception of the job candidate even if evidence contradicting their belief is presented.

Aware and caring – when unconscious bias becomes clear (interviewers realize their likes and dislikes about applicants are not based on logical reasoning). Realizing this, interviewers can challenge themselves (or be aware enough to adjust how they grade applicants). For example, if a recruiter judges a candidate negatively based on their obesity (completed a study in which applications were sent with photos of candidates. Half of the images sent were images of obese applicants and the other half were “average “weight job applicants. The experiment found that overweight job applicants were less likely to get job interviews), and they could ask job applicants whether their weight matters for the job in question. Or find examples of overweight employees who have been very successful in their fields.

In some cases, the stimulus had no effect on the interviewer’s decision-making process. Stereotypes and prejudices are formed through a person’s upbringing experiences, beliefs and culture. For example, if an employer was raised in a home where men and women were equal and gender was never questioned, it is rare for an employer to be sexist – unaware and influenced. (But the interviewer may be influenced by second bias)

Structured job interviews.

Structured job interviews are designed to use an analytical process to help create a “fair” job interview process.

In a structured job interview, every applicant is asked the same interview questions based on the criteria for the job being hired. Each interviewer will be instructed on how to rate each interview question based on the perceived level of the applicant’s ability using a numerical scoring system.

It is in the initial interview responses that applicants can help change how employers perceive them. For example, if an applicant’s dress code, body language and communication style create an impression of being “unprofessional,” the applicant has a brief window to overturn that initial impression.

For employers who “know but don’t care,” changing deeply held beliefs can be very difficult.

Analyzing people is difficult and stressful. This is why the mind defaults to past patterns, stereotypes, and biases to make the decision-making process easier.

Initially, employers consciously analyze a candidate’s verbal and non-verbal communications at the start of a job interview to make guesses about the suitability of the interviewer based on their knowledge/experience and confidence level.

The data (opinions) received in the first 2 interview questions will create a new interview identity which will be a filter for all upcoming job interview answers. This is similar to the process behind “affinity bias,” an association that changes how candidates are scored in job interviews.

interview status

An applicant’s perceived level of industry knowledge and experience combined with their interview confidence level forms the “interview identity”. It has nothing to do with how the employee performed in the actual workplace – as this cannot be observed during job interviews, it is therefore how the applicant’s interview performance is measured against the requirements of the advertised position.

Interview Prediction Test:

To check who you are for a job interview – how employers see you, read the 4 statements under each subheading and choose the one that most resembles you.

Knowledge/Experience Level

Expertise/Experience

4 points – 10+ years of industry experience; ability to contribute to the field based on industry-relevant academic research

3 points – 3-10 years of industry experience; experienced in putting proven theories and models into practice

2 points – 1-3 years of relevant experience; academic level of industry knowledge with no experience applying concepts to day-to-day tasks

1 point – no experience; possesses soft skills; communication, teamwork, problem solving

Academic ability

4 points – Masters – Doctorate/Postgraduate qualification (Level 7-8) Professional industry qualification (eg Chartered Engineer)

3 points – Degree level qualification up to Bachelor degree (Level 6)

2 points – Postgraduate – Highest National Diploma (Level 4-5)

1 point – GCSE/A-Level (Grade 2-3) or below

Read the next 4 statements under each subheading and choose the one that best describes you.Adds two points, rounding down to the nearest even number for odd results

Confidence

self worth

4 points – The self-promoter has a good understanding of what he does best.Demands to be treated with authority and respect and will challenge anyone who holds a contrary opinion

3 points – Believes in own abilities, recognizes 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 prompting from others

1 point – Negative perception of own abilities, lack of self-appreciation

communication style

4 points – Gains attention and dominates the meeting. Combining statistics with examples, complex ideas are explained clearly and effectively. Ability to influence others to adopt new perspectives, using logic and reasoning to overcome opposing obstacles.

3 points – Speaks with authority, presents ideas within structure, and uses a variety of voices to maintain interest. Ability to debate technical topics with clear arguments and expressive ideas.

2 – Can discuss familiar topics when asked, but finds it difficult to answer when challenged. Feeling nervous when explaining new concepts, however, using comfortable themes to articulate and change pitch/volume.

1 point – Nervous when being the center of attention.Poor communication due to hesitation, excessive filler words, low volume, and short snappy sentences

You will now have two numbers; one indicating your level of knowledge/experience and the second indicating your level of confidence. Combined your scores indicate your interview status.

Once an interview position is selected, a note is given explaining how the employer views the interview position, their strengths and areas of development.

To access a full overview of interview status, click on the interview prediction grid.

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