Without clear job requirements, the organization evaluates candidates based on perceived fit ("I'll know it when I see it"), which is subjective, indefensible, ineffective, and often based on prejudices or biases. This often results in hiring the 'likeable' candidate who does not "get it" once they are an employee. It also drives turnover where the new employee leaves because "this isn't the job I hired on for". Without clear job requirements, neither the organization nor candidate knows what to expect nor are there shared expectations.
Most organizations continue to use the perception-based hiring process. When doing this they accept the key variables that drive errors. Let's take a closer look at why these variables drive hiring errors.
If you don't know where you are going - how will you know when you get there?
Cognitive abilities have been shown to be predictive of job performance in a complex, knowledge-based job. Cognitive ability indicates the candidate has sufficient "horsepower" to function well in a complex job and he has the capacity to change and grow within a complex environment. Unfortunately, cognitive ability cannot be discerned using resumes or interviews. Consequently, most hiring processes ignore this vital predictor.
The result is both Type 1 and Type 2 errors, based on an inability to discern the candidate has the capacity to do the job.
If an organization cannot clearly articulate what a candidate will do, set expectations for performance, list criteria for success, or describe the general guidelines for decision-making, how can they objectively evaluate whether a particular candidate can do the job?
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A resume when accurate reflects what a candidate has been allowed to do in prior jobs. On the other side, studies have shown 60% of all resumes are exaggerated. A resume does not predict what a candidate is capable of doing.
The result is both Type 1 and Type 2 errors. The organization hires an unqualified candidate because they believe the bogus resume or the organization never talks to the right candidate, because the resume did not reflect his potential. A resume is not predictive of the candidate's future job success.
Although interviews are a staple of the hiring process, they are usually unstructured, making them subjective and prone to a "like-me" bias. This can eliminate qualified candidates. Interviewers are most comfortable with candidates that share similar views, experiences, and background, which is seldom relevant to job performance.
Interviews have less than a 15% correlation to a candidate's future success on the job. Interviews tend to drive both Type 1 and Type 2 errors because of inaccurate perceptions.Type your paragraph here.