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The hiring managers should choose Ideal candidate based on any number of criteria from Coincidence of skills by The potential of the guide. But new data shows how much value the applicant’s personal connection with his interviewers.
According to the new report From the HR Textio software, which analyzed 10 377 documentary interview assessments for more than 3,900 candidates. People who eventually hired to work were five times more likely to describe as “friendly”, and in writing is four times more likely to be called “great energy”.
“If these recruits decided to hire anyone, most of the consideration was whether they liked them,” – says that Kiran Snyder, co -founder and chief scientist in Textio, say, Wealth.
The introduction of “great energy” on the interview can become a bonus for those who are in more people, such as sales, but this is definitely not a trait needed for all jobs. And this should not be a determining factor around whether someone should hire, Snyder says. Leaning to this kind of vague, based on feedback for a new hire, may also not be characteristic of both the person and the workplace ultimately.
“For high performers, when they receive such a common feedback, even if it is positive, they are much more likely that in 12 months they will go out because it is difficult to see the way to growth if you did not give any notes that you can continue to develop,” she says.
There is also a gender prejudice in the game when it comes to what they are looking for men and women looking for work, the report said. Successful male candidates were most likely called “head level” and “confident” during the interview, while successful women are much more likely to be called “bubble” and “pleasant”. Seeing such comments, they must create a red flag for the temples, the notes of Snyder – the executives who rely on their bowel instincts, can have serious blind spots when it comes to sexism.
In order for the employers to avoid prejudice when it comes to taking people, based on the predominance, Snyder suggests that the temples make sure that there are three -four important skills in each of them. So, there is a rubric that needs to be followed, and the personnel experts are likely to focus on whether the person they need.
“These are all such functional skills that we want to seek, and which must accept the paramount ones,” says Snyder. “And if you want to comment on the person, it is the task of the head of the staff to translate these requirements, the activity that someone needs to do at work into these skills and behavior that you can evaluate then.”
BRIT MORZ
Brit.morse@fortune.com
Originally this story was presented on Fortune.com
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2025-04-29 12:34:00
Brit Morse
