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17 Cards in this Set
- Front
- Back
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Contrast or Context Bias |
Where the candidate is only assessed in the context or in contrast with other candidates (all of whom may be poor) rather than an absolute standard of competency |
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Halo/Horn Bias |
Whereby other attributes not required for the job such as looks, athletic achievement or accomplishment favourable or unfavourably influence the interviewer |
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First Impression Bias |
Whereby a characteristics of the candidate creates a favourable impression on the interviewer who then unconsciously leads the interview in a way that support the first impression |
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Negative Emphasis Bias |
Whereby the interviewer is more influenced by unfavourable than favorable information |
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Central Tendency |
Whereby the interviewer clusters the candidate ratings around a central score and does not discriminate enough in the assesssments |
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Similar-to-me Bias |
Whereby the interviewer is more influenced to individuals who share a similar education, experiential, ethnic, religious etc. background |
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Negative/postive Skewing |
Whereby the interviewer views candidates either very positively or very negatively |
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Attribution Bias |
Whereby an acknowledged attribute or competency in an area (e.g. playing chess) results in the interviewer falsely attributing a competency (e.g. strategic planning) to the candidate |
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Stereotyping |
Whereby the interviewer has preconceived notions of beliefs about individuals from a certain social, economic, religion. grouping those individuals according to those beliefs |
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Candidate Order Bias |
when the order of interviews affects the interviewer's objectivity when assessing candidates |
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Selling the Job |
It is important to establish accurate expectations to the candidate about the position. Misrepresentation can lead to turnover and legal liability related to wrongful hire. |
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Clinical Strategy |
Pure judgement approach involving subjective evaluation of all the information to arrive at a decision |
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Statistical Strategy |
using a mathematical model with weights to objectively assess candidate against selection criteria |
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Multiple Regression |
Based on the applicant's scores on each predictor (e.g. tests, interviews, reference checks) |
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Multiple Cutoff Model |
Where scores are collected for each applicant on all predictors and then they are disqualified based on not achieving a minimum threshold on any one of these predictors (e.g. test, interview, references checks) |
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Multiple Hurdel Model |
Where applicants must pass the minimum threshold for each predictor before progressing to the next stage |
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Profile Matching |
where current successful performers are measured on each predictor in order to create an ideal profile for a successful candidate |
