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Many hiring managers does this mistake while taking an interview. Avoid the same. Yes, this is called Halo effect. Halo effect (or Halo error) is a cognitive bias that occurs when an initial positive judgment about a person unconsciously colors the perception of the individual as a whole. Halo effect is not only related to individual attending interview, it can affect customer's perception about a product or brand, a tourist's perception about a place or a country or it tends to happen while we interact with a new person or stranger. But here we stay focused on the detrimental outcome of Halo effect during an interview. Such cognitive bias often causes interviewer to make assumptions about a person's abilities, skills, and characteristics based on limited information or a single positive trait. This is often caused in the interviewer's mind by the candidate's initial impressions, dressing style, opening dialogues. Even sometimes the Halo effect starts from the CV, the layout of CV or the photo which is used in the CV or in the application form. We can understand that many of these starts forming automatically in the interviewer's mind leading to Halo effect, more so, when the interviewer is not experienced to handle such cognitive bias and is not conscious enough on how to overcome the same. Needless to say, Halo effect during interview may cause unnecessary rejection of well capable candidates, as such bias colours the interviewer's mind which leads to rejection of the candidate without properly probing during the interview. The opposite also happens. Due to Halo effect formation in interviewer's mind, less capable candidate may get selected without he or she being evaluated properly for his or her knowledge or level of competencies required for the job. So, it is very much important for hiring managers to tackle Halo effect during interview to do justice to the candidates. The only way we can screen them is by properly probing them during the interview, based on their knowledge, skills and attitude. Selection or rejection decision of candidates should be based on fair judgement of their level of competencies required to perform the job. Through self-reflection and conscious personal awareness, the interviewer can beat the Halo effect. The interviewer must watch out for such biases in their own thinking and decision making: sufficient time should be taken, one should question own thoughts, intentions and motivation; consult with others; in such way can guard themselves against this common thinking traps. So if you, as a hiring manager know about Halo effect and it's detrimental outcome, you will remain conscious to avert the same during interview. Else, you may fall into this trap causing rejection of good candidates or selection of not so deserving candidates. Please share your experience, have you ever experienced occurance of Halo effects when you have been an interviewer or interviewee?

You CAN recover after a bad interview performance. A client was told “off the record” that she had gotten mixed reviews after her first interview putting her candidacy in jeopardy. It was a mental blow. The role had been created with her in mind by the executive who led the division. She qualified for the role and was passionate about their mission. Adding to her angst, she’d turned down a similar role with another organization in favor of this role. This job had to work out. To get her ready for round 2 we had to understand what went wrong, create a plan for round 2 and empower her with a mindset shift. So, what did go wrong? 1) Advice trumped common knowledge My client had gotten bad advice on what to wear from someone on the inside. She wore jeans. This was a big factor in the reviews. 2) Bad interviewers My client went through a marathon session of interviews with inexperienced interviewers and more seasoned interviewers. The inexperienced interviewers asked questions with little relevance to the role putting my client at a disadvantage. The inexperienced interviewers gave her poor ratings. The more seasoned executives, who asked better questions, rated her as a good fit. 3) Possible turf protecting The inexperienced interviewers would be her direct colleagues. They lacked the years of experience my client had. She’d been told they were not convinced this new role was necessary. Four things helped her prepare for round 2. 1) Learn from it. As she reflected, she began to sense that the culture may not be a fit for her. She also realized she had missed some red flags. These were things to explore during round two. This realization also helped her detach from the “must have” desire for the role. 2) If you get advice that counters ALL advice ever given about interviewing, go with the common wisdom. The position is a public-facing role for a prestigious organization dealing with high-level individuals. A tailored suit was the outfit of choice for round 2. 3) Have a strategy for your interviews. This is a great way to visualize the day and get your thoughts sorted so you have more clarity. Start with your goals for the interview. What do want to learn? What do you want to convey? How will you respond if things don’t go as you envisioned? List how you will achieve your goals. 4) Don’t put undo pressure on yourself. She was getting NO external pressure for the job to work out except from herself. What happened in round 2? She did her best and said that is all she could ask of herself. Before ending their conversation the CEO told her, “We need you here.” ++++++++++++++++++++++++++++++++++ I’m Michelle Peters. If you struggle telling your career story and sharing your value proposition on your resume, in job interviews or in high stakes career conversations, let’s talk. You can become better at what you find most challenging. I’ll show you how. #professionalbranding #careeradvancement #conversationsthatcount

Interview As An Equal. Most candidates are faced with anxiety and nerves before and during an interview, wondering if they are saying the right things and reacting quickly enough to the interviewer’s questions. With all this and more going on in a candidate’s head whilst answering tricky questions, they likely feel they are being interrogated which will result in an unsuccessful interview on both parts. No firm or organisation wants an interview to end with both participants feeling that it didn’t go well. The candidate could leave with a bad impression of the firm or company, it could seem like an unorganised, unfriendly place to work. Interviewers can help put candidates at ease during an interview easily by making it their mission to bring shy candidates out of their shells. It only takes a few simple adjustments to their technique and some genuine interest and sincerity in what the candidate is saying. You need to get the best out of the Interviewer to get the best of the candidate.  These few tips will benefit both the interviewer and the interviewee. -Realise the power of the pause – well-timed pauses are good, this will give the candidate time to properly think their answer through and also can act as a silent probe to get more information. -Mirror the candidate’s body language – this will subtly engage with the candidate, and they will unconsciously feel that you are equals. -Research the candidate just like they would you – this will establish a few talking points that will make the candidate more relaxed. -Before the interview ensure that the candidate knows exactly what to expect and there are no surprises – there will be no uncertainty for the candidate before, and they will be fully prepared reducing any pre-interview jitters. -Note to Interviewers – don’t take over the interview. This will automatically make the interview feel like an interrogation and will be uncomfortable. The interview should have the flow of a conversation rather than a question and answer.   Remember that a new employee’s first day isn’t their first official day; their first day is the day they first engage with you in the hiring process, and that’s when their experience with you starts. Make it a good one. Please feel free to get in touch with us on a confidential basis and we would be happy to chat through any aspect of the recruitment process and how we can support you. #interviewpreparation#twowaystreet#fwalegalrecruitment

Red Flags That Interviewers Watch For Astute interviewers are doing several things during the interview. First, they are trying to make you feel comfortable and relaxed so you will enjoy the interview. Second, they are listening carefully to what you are saying to determine if you have the skills and experience to do what the job requires. And, third, they are watching for red flags—warning signs that something may be amiss or at least needs to be questioned further. What are some of those red flags interviewers watch for? I’ve interviewed over 15,000 people during my career. Here are 17 types of red flags I have noted and what they may indicate (shown in brackets): 1.Speaking negatively about former employers (always blames others for problems) 2. Long, rambling answers (disorganized thinking; unpreparedness) 3.Displaying little or no enthusiasm for the company or the job (poor attitude; applying for wrong reasons) 4.A pattern of leaving jobs due to disagreements with their boss (difficult to work with) 5.Ambiguity about why they left a particular job, especially when they weren’t moving to another one (hiding something) 6.Consistently using buzzwords without being able to back them up with real examples (superficial) 7.Starting to answer questions before interviewer has completed asking the question (poor listening skills) 8.Not asking questions at conclusion of interview (lack of curiosity) 9.Not knowing the names and positions of people who are interviewing them (unpreparedness) 10.Poor eye contact (poor listening skills) 11.Unreasonably high levels of self-confidence (arrogance) 12.Particularly brief (or particularly long) answers to interview questions (hiding something) 13.Unreasonable demands around compensation, benefits, perks, and work schedule (focused on self only) 14.Lack of specific work examples to back up answers (doesn’t have the skills) 15.Using inappropriate language during the interview (condescending, racist, sexist) 16.Inconsistent work history such as frequent job changes, questionable career moves, and unexplained gaps in employment (spotty track record) 17.Unsuitable attire (lack of self-awareness)

A piece of advice for interview candidates: When the interviewer gives you an opportunity at the end of their segment with you to ask any questions of them, one thing you should generally NOT ask is about how you did. Questions like "How did I do?", "Did I get X question right?", "What can I expect from here?", etc., are difficult for interviewers to answer on the spot, and sometimes we are forbidden from answering them at all. At least in large companies, trying to answer a question like that can set false expectations on a potential hiring decision - especially when the person trying to answer is not the hiring manager. Different companies of course have different approaches and policies, but in my experience, it's the recruiter's job to communicate the final decision to the candidate, and that only happens after the decision has been made through a thoughtful review process. On multi-person loops, that debrief usually occurs after all of the people on the loop have spoken to the candidate and shared their feedback with the hiring manager. In many cases, different people have different feelings on whether to hire the candidate, hence the need for a consensus. As such, an individual on the loop needs to avoid saying things like "You did well/poorly" or provide much feedback on your performance, as it could come across as a promise to hire or an indication that you won't be hired - neither of which are necessarily true at that moment. The questions I usually look for at the end of my segments are things that show interest in the company, e.g. "How do you like working there?", "What is the culture like?", "What would I be doing on a day-to-day basis?" (That last one may also be hard to answer, but for different reasons.) As I've said in prior posts, good interviews emphasize wanting to work WITH you as a colleague, so showing that you want to work with us means a lot when we assess your fitness for the position.

Valuable Tips When Going For Interviews As a panel member during interview sessions, I have learned some surprising preferences made by different CEOs. Here are some tips to help you succeed in your next interview. * Arrive 30 minutes Before Time With A Physical Copy Of Your CV: Doing so can often give you an advantage and increase your chances of being selected for the job. * Be Concious Of Your Body Language: When you're seated in the lobby, be mindful of your body language and sit in an upright position. Different CEOs interpret body language differently. Keep in mind that your interviewer could be watching you before you even step into the interview room. * Avoid Pressing Your Phone While Waiting: It can be challenging, but putting your phone on silent and refraining from touching it shows professionalism and respect. If you're concerned about getting bored, consider bringing a book to keep yourself engaged. * Dress Professionally: If you're a woman, it's best to avoid wearing toe-revealing shoes and loose blouses. Instead, opt for a corporate look that still allows you to look chic. As a man, make sure your shoes are polished and always match the color of your belt. Don't forget to take care of your hair and nails as well. These small details can make a big difference in how you are perceived during the interview. * Expect To Feel Nervous: It's normal to feel nervous during the first interaction of an interview. However, it's important not to show your nerves. Instead, try to smile to ease the tension and use pauses to your advantage. * Never Be Carried Away by the Most Friendly Interviewer: It's important not to let a friendly interviewer lull you into a false sense of security. More often than not, they are the toughest when it comes to grading you. * Avoid Excessiveness: Be careful about your choice of words, as interviewers might use them against you. Even if the interviewer seems interested and nods along while you're speaking, avoid oversharing or rambling. * Never Speak Ill of your Last Place of Employment: Always respond in a positive light, highlighting the skills and experiences you gained while working there. * Avoid Uncertainty In Your Discussions: Be confident in your responses and use strong, decisive language. If you're unsure about something, it's better to ask for clarification or take a moment to gather your thoughts before responding. * Time And Chance Happens To Us All: Take a moment to say a prayer and ask the Holy Spirit to guide your steps and actions. If you have more to add, please feel free. Save this for your next interview. #PriscaTee

9 Interview Mistakes That Scream 'Don't Hire Me! Interviews can get tricky. Subconsciously the hiring managers start looking for potential red flags in candidates. It's super hard to score an interview these days, so here are 9 red flags you absolutely need to avoid to clear your next interview. 1. Being unprepared: Failing to learn about the company and position you are applying for is a bad way to go into an interview. The interviewer will immediately feel you are lazy and uninterested in the role. 2. Arriving late: "If you are five minutes early, you are already ten minutes late,". The quote suggests that being exactly on time is not enough. First impressions matter in business. Arriving late shows you don’t respect the interviewer’s time. It tells them you struggle with poor time management. 3. Dressing inappropriately: Your attire should match the role you are interviewing for. Rocking a pair of jeans and a T-shirt to a corporate interview immediately puts off your interviewer. 4. Talking too much or too little: This one is a little tricky. If you babble when responding to questions, you risk going off-topic. Or worse, boring your interviewer. If you say too little, you give the impression of lacking knowledge or interest. 5. Sharing Unnecessary Personal Details: While it's important to build rapport, oversharing personal information may distract the interviewer from your professional qualifications. You end up leaving the interview with a lot of question marks. 6. Interrupting the Interviewer: Avoid talking over the interviewer. Constantly interrupting and cutting in before the question is done, shows impatience. Additionally, if you fail to understand the questions before responding, you could answer incorrectly. 7. Having the Wrong Mindset: The company opened the position to solve a need. Failing to focus on how you can solve that need will cause a disconnect between you and the interviewer. 8. Skipping the Opportunity to Ask Questions: “No” is the wrong response when an interviewer asks “Do you have any questions for me?”. It shows a lack of preparation and interest in the role and the company. It always pays to have at least one question prepared for the interviewer. 9. Bashing past/current employers: Being openly critical of your current or past employer only paints you as a difficult employee. It doesn't matter if your claims are valid or not. You could be perceived as a complainer and a potential risk to team harmony.

Here is why some of your favorite interview questions aren’t very effective. Many interviewers like to ask candidates hypothetical questions, starting with something like "What will you do if [you face this problem you are likely to face in this job]"? Many interviewers also don't like asking behavioral questions, starting with, “Tell me about a specific time you [faced this problem you are likely to face in this job]." Interviews often like hypothetical questions because they allow the interviewer to evaluate how the candidate breaks down and solves problems. The answers to hypothetical questions are usually easy to evaluate. As an interviewer, I might think something like this, "I'd solve the problem these three ways, and they mentioned two of the ways plus one other creative solution. That's pretty good." or "They only mentioned one of the ways I'd use to solve it, and the rambled a bit. Not great." Hypothetical questions may illuminate information about the candidate's intelligence, which is a crucial aspect of most complex jobs. However, you likely don't want to hire someone who is just book smart but ineffective or lazy at applying their intelligence in complex situations. Hypothetical questions are typically only marginally effective at showing whether the candidate will effectively solve your challenges. Behavioral questions are harder to evaluate. Interviewers often don't like behavioral questions because many candidates can give a prepared answer that isn’t very illuminating. You must get the follow-up questions right to be effective with behavioral interview questions. You cannot just accept a three-minute rehearsed answer and then move on. You have to listen carefully. You have to wade through understanding complex situations and actions. You need to keep asking for a level of detail that the candidate will only provide if they’ve actually experienced this complex situation. You must ask follow-up questions to ensure you understand the situations presented to you by the candidate, to understand the plan of action they took, the reasons for the plan of action, the lessons they learned, and how they’ve applied those lessons in other situations. You typically need to spend a minimum of 10 to 15 minutes on each question. If it goes well, the result of all of this follow-up is that you'll learn about the candidate’s intelligence. You learn how they approach complex problems. You learn whether they keep going in challenging situations. You learn how determined they are. You learn whether the candidate is both smart and effective at solving problems and achieving results. Hypothetical questions are tempting for an interviewer because they are more straightforward and easier to evaluate. Research shows that for complex jobs, behavioral questions are more effective. They can provide a much richer canvas to go deeper to learn more about the candidate.

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Deciphering Interviews: A Personal Journey – What's Your Story? In the world of hiring, interviews have always been the gatekeepers, But if you ask people in an organization about what exactly we're looking for in these interviews, things can get a bit fuzzy. In my own experience, I have learned that interviews, while important for evaluating candidates, come with their own set of challenges. Looking back, I have noticed these issues, even though I wasn't always aware of them at that time. It makes me wonder if the success of my recruits was due to my skills as an interviewer or the environment created by the organizations. The Power of Personal Views My own preferences, hidden biases, and ideas played a part in my decisions. These biases, which were not always on purpose, may have made the process less fair and accurate. I can recall a time when I thought that the best candidates only came from the top schools. Time Pressure: Racing Against the Clock In interviews, time is always ticking away. Interviews have a limited amount of time, and I often wished I had more time to really understand a candidate's skills, experience, and personality. This was especially true during interviews for new graduates. Nerves and Stress: Seeing the Real Person Candidates' feelings sometimes hide their true abilities, which can lead to wrong judgments. The pressure to do well can make it hard to see a candidate's real skills and qualifications. I have seen candidates transform when I have met them in a more relaxed setting, outside of a formal interview. The Art of Interviewing: A Skill to Develop Interviewing as a skill, is almost like an art. How well an interview goes depends a lot on the skills of the person doing the interview. An inexperienced or untrained interviewer might ask the wrong questions or misinterpret a candidate's answers. My interview skills got better over time, but there was definitely room for improvement at the beginning. Good and Bad Impressions: Shaping Opinions How one good or bad impression can affect my whole view of a candidate. Sometimes, where a candidate went to school or worked before could make me judge them more positively or negatively. This kind of unintentional bias could have made me miss other important things about the candidate. In technical terms it is referred to as a confirmation bias. Why We Need Consistency: Finding the Same Standards From my experiences, I have realized that we need to have the same questions and standards for all interviews. When there's no consistency, things can get confusing and messy, particularly while doing a comparative evaluation. This problem became more obvious over time. Not-So-Perfect Memory: Recalling the Past Even when there was consistency, I couldn't always remember things perfectly. There were times when I couldn't remember what a candidate said or did. This could have affected my judgments. How have been your experiences with interviews?