Alternate routes for deciding about others frequently permit us to cause precise perceptions to quickly and give legitimate information to make predictions. A portion of the Errors in perceptual judgment made by interviewers are selective perception, first impression error, contrast error, halo effect, stereotyping, horns effect, and similarity error. (Robbins & Judge, 2018)
Any trademark that makes an individual, an item, or an occasion stand apart will build the likelihood we will see it. Why? Since it is inconceivable for us to acclimatize all that we see, we can take in specific boosts. (Robbins & Judge, 2018) Along these lines, you are bound to see vehicles like your own, and your manager may censure a few people, yet not others, for doing likewise. Since we can’t watch everything going on around us, we utilize specific observation. We don’t pick arbitrarily: we select as per our inclinations, foundation, experience, and perspectives. Seeing what we need to see, we, in some cases, reach outlandish determinations from an uncertain circumstance. (Robbins & Judge, 2018)
It is very well known that the first impression is very important as people often judge others by their first impression. Mainly It is imperative to create a positive first impression while going for an interview. The most important part of the interview is the first three minutes. As soon as we enter the room, people start to judge by our looks, dressing code, shoe hairstyle, and how do we interact with the interviewer the first time. (Robbins & Judge, 2018) The initial introduction is the picture an interviewer shapes about an up-and-comer at the very beginning of the interview. It tends to be sure or negative. Early introduction, if positive, can be changed during the interview; however, it is generally hard to change harmful early introduction. (Robbins & Judge, 2018)
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Contrast error happens if there are numerous candidates to interview. The candidates with different potentials, skillset, academic background, prior experience, and senior-level expert come to give interviews. There are chances that a good level candidate gets an interview after senior-level experts. This scenario creates a negative impression of a candidate who is suitable for the job. Still, due to getting a chance of an interview after a senior-level expert, he ruins his chance for getting that job, and the interviewer makes a mistake.
At the point when we draw an impression about a person based on a solitary trademark, for example, insight, friendliness, or appearance, a corona or the halo impact is working. The halo impact is anything but difficult to illustrate. If you realized somebody was, state, gregarious, what else would you surmise? You most likely wouldn’t state the individual was withdrawn, isn’t that so? You may expect the individual was uproarious, glad, or ingenious when in truth, gregarious does exclude those different traits. As supervisors, we should be mindful so as not to draw surmisings from little signs.
Sometimes an interviewer gets impressed by the communication skills and the way he or she presents themselves during the interview. In this kind of situation, the interviewer likes one of the traits and tends to ignore the rest or more critical skills to perform the job and gives him or her that job. This kind of situation creates an error called the halo effect. (Robbins & Judge, 2018)
Stereotyping. Some interviewers tend to make a viewpoint about people and how well they perform on their job based on caste, gender, race, and religion. Interviewers create a stereotype in their mind and then judge other candidates. (Robbins & Judge, 2018)
Horns’ effect is just the opposite of the halo effect. Here the interviewer judges on a single negative trait of the candidate and think he or she not the perfect fit for the job. For instance, a candidate is not fluent in English but is very technologically sound gets rejected and never gets a chance to prove his ability. (Robbins & Judge, 2018)
Similarity can sometimes work in favor and sometimes against us. The interviewer can think that the candidate is just like him and thinks like him, so this creates a positive impression, and there is more chance for him or her to get hired. It can go haywire when the interviewer thinks he is just like me, and one day, he may replace me. (Robbins & Judge, 2018)
References
- Robbins, S. P., & Judge, T. A. (2018). Essentials of organizational behavior (Fourteenth edition). Pearson.
- Frieder, R. E., Van Iddekinge, C. H., & Raymark, P. H. (2016). How quickly do interviewers reach decisions? An examination of interviewers’ decision-making time across applicants. Journal of Occupational & Organizational Psychology, 89(2), 223–248. https://doi.org/10.1111/joop.12118
