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When gut feelings skew hiring decisions

When gut feelings skew hiring decisions PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsAn interview transitions through four naturally occurring stages: the initial impression formed in the first few seconds when the candidate and interviewer first lay eyes on one another; a rapport building stage of several minutes to help each party settle in; the body of the interview in which job skills and culture-fit are assessed; and the close, when the interviewer asks if the candidate has any questions about the job or company.Practical implicationsThe paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Human Resource Management International Digest Emerald Publishing

When gut feelings skew hiring decisions

Human Resource Management International Digest , Volume 25 (3): 3 – May 8, 2017

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0967-0734
DOI
10.1108/HRMID-02-2017-0036
Publisher site
See Article on Publisher Site

Abstract

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsAn interview transitions through four naturally occurring stages: the initial impression formed in the first few seconds when the candidate and interviewer first lay eyes on one another; a rapport building stage of several minutes to help each party settle in; the body of the interview in which job skills and culture-fit are assessed; and the close, when the interviewer asks if the candidate has any questions about the job or company.Practical implicationsThe paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Journal

Human Resource Management International DigestEmerald Publishing

Published: May 8, 2017

References