Instructions

Carefully review the case below. Afterward, identify a total of3 perceptual errors you find throughout anyportion of the case. Based on your reading from the text, discuss how each identified perceptual errormight impact the hiring manager, the candidates, and eventhe organization.

Finally, share your recommendations around next steps (i.e., what needs to happen onthe part of either the candidates or the hiring managerto effectively move forward in a way that createsthe best possibleoutcome fortheaffectedparties?).

Case

Interview Scenario

A hiring interview was conducted by Mr. Black,Vice-President of Sales for Paragon Ltd.He was hiringfor a supervisory position in the marketing department of the company.Mr. Black was respected by all employees for his fairness and for his high expectations related to productivity.Two external candidates, Mary and Brian, were invited to be interviewed.Mr. Black reviewed the resumes of both candidates with his previous experiences in mind.Both candidates appeared equally experienced and qualified.

His previous supervisor, Jane, had left the company after a period of high frustration dealing with the difficult personalities in the marketing department.The sales repscomprised a very cohesive group of six middle-aged men with sales experience going back20 years.Clearly, the new supervisor would have to provide leadership and motivation, as sales were falling.Mr. Blackassumed Jane's abilities were the cause of her failure to motivate the sales force and wondered if a female could really take command of the department.

Mary's Interview

Mary was dressed in a bright women's business suit and immediately became the centre of focus.She displayed confidence and directness.Mr. Black was somewhat reserved but friendly in his initial interaction.When posed with tough questions, Mary answered with decisiveness and assertiveness.Generally, Mary answered questions well.However, on one question, she clearly did not respond effectively.Mr. Black made special note of this.From that point on, he concentrated on looking for weak responses.When asked about her future plans, Mary responded with excellent and specific answers that covered the next three or four years but nothing beyond that.Mr. Black assumed that children might be in her plans after the four-year period.

Brian's Interview

Brian entered in a conservative gray business suit and made little eye contact.Mr. Black's immediate impression was that Brian was a person who was cautious by naturecareful in thought and expression.Mr. Black assumed that Brian was just a bit nervous and discounted any concern about Brian's apparent reserved nature.Generally, Brian answered the questions well but not as convincingly as Mary had.When asked about his future plans, Brian was vague but indicated that he enjoyed new challenges every five years or so.Mr. Black reflected to himself that he also enjoyed change over a period of time and concluded that Brian could progress up the corporate ladder just as he had.

At the end of the interview, Mr. Black was satisfied that the result of Brian's interview supported the impressions he got while reviewing Brian's resume and ignored the very reserved and quiet nature Brian displayed throughout the interview.

Decision

Mr. Black decided to give the job to Brian and went to the HR office to communicate his decision.Mr. Black indicated that while he was impressed with both candidates, but the deciding factor was his concern for the ability of the person to handle the sales staff.He acknowledged the positive interview and confident assertiveness of Mary, but he defended the decision by expressing the belief that Brian was "just a bit nervous and therefore reserved" because of the interview environment.