Deceptive effects in recruitment interviews are normal, but easily avoidable with goal-oriented personnel diagnostics
Each era has its own peculiarities. The year 1769: Sturm und Drang, the birth of free genius. The year 2015: postmodern, companies struggle to attract and retain the geniuses. Most of the time, we talk about talent. The question that arises is, what makes a talent recognizable and how does it become identifiable?
The answer is: with the use of instruments from personnel diagnostics. Especially today it is more important than ever to pay attention to quality. It is not only about the quality of the product that is delivered to the customer, be it a material object or a service. More than that, it is about the quality of cooperation, which is crucial for the quality success of the product. Most people in positions of responsibility rely on their knowledge of human nature on this point, but they are not infrequently mistaken. Deceptive effects in the hiring interview are normal. People in positions of responsibility project their expectations into people who seem competent and likeable to them. Already many a talent has turned out to be a “bloom”, counterfeit money, more appearance than reality(more on this topic). How are deceptive effects avoided?
The use of diagnostics begins before the personnel selection process. With the help of position analysis tools (PAT), the requirements for a position can be optimally determined before the profile sought is advertised. If geniuses of today are to be won over, more is needed than a simple recruitment test. An aptitude test alone does not capture the complexity of a person. It is worthwhile to rely on multimethod procedures that make the behavior of people in dynamic situations observable. A combination of targeted position analysis, interviewing and resilient behavioral testing eliminates initial deception effects in personnel selection.
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