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An assistant professor of management and marketing at the Yale School of Management, Jason Dana, has argued in The New York Times that job interviews are utterly useless even harmful, in identifying the best candidates for the job. try this siteDana claims that interviewers typically form strong impressions about applicants that often turn out to be completely false. He cites the example of a friend of his, who had turned up to an interview five minutes early, was ushered in, had a lively discussion with a panel of interviewers and was promptly offered the job . One of the employers later remarked how impressed she was that the friend had been so calm and composed, despite being 25 minutes late. It turned out the friend had been given the wrong start time. She seemed composed only because she did not realise she was late. Dana writes: The key psychological insight here is that people have no trouble turning any information into a coherent narrative. This is true when, as in the case of my friend, the information (i.e., her tardiness) is incorrect. People who have studied personnel psychology have known this for years, he argues. For example, in 1979, when the University of Texas Medical School was ordered to increase its incoming class size it admitted more than 50 students who had previously been rejected at interview stage. These students subsequently did just as well as their classmates in terms of academic performance, clinical performance and honours earned. In other words the judgement of the interviewers would seem to have no role in discerning the most able applicants. More worryingly still, job interviews can actually detract from other more valuable information about candidates. In one example from Danas own research, 76 students were asked to interview other students.
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