DOI link for Decision time
Decision time book
Making a good decision can help recruit talented individuals who will contribute to the future success of the organization. Making a bad decision, however, can have extremely costly and damaging consequences. Unfortunately, industrial and organizational psychology research on interviewer decision-making has accumulated extensive empirical evidence showing that interviewers’ decisions are often suboptimal. Intuitive decisions are more often associated with various types of errors or biases as well as stereotypes, which may sometimes lead to discrimination against candidates who belong to minority or protected groups. The warmth characteristics, although potentially positive, are usually overlooked, and interviewers may use the perceived lack of competence as a justification for their decision. The stereotypes against older applicants thus translate into lower evaluations by interviewers and lower chances of being offered a job. If organizations also provide information and training to their interviewers, it can make them even more vigilant regarding biases and more likely to recognize the superior value of the interviewing techniques.