Hiring for Success - Research Paper Example

Hiring for success Task: Hiring for success The hiring process is vital in organizations; however, it is one of the most difficult managers’ responsibilities. When making decisions throughout the hiring processes, some managers rely on the analysis of computers or their perceptions, which lead to biases. The process can be influenced by some challenges like overconfidence of some managers (Draft & Marcic, 2006). During the hiring process, most people overestimate their abilities to foretell the hiring results.

For instance, some managers hire some people because they know them, and they believe that they will work effectively. Such managers end up choosing the wrong individuals for the jobs. To avoid such problems, the managers should be aware of the consequences of being overconfident during the decision making process. Additionally, they should judge individuals based on their abilities and not their perceptions (Draft & Marcic, 2006). According to Draft & Marcic (2006), some managers also make wrong choices during the hiring process because they “see what they want to see” (Draft & Marcic, 2006).

Such managers already know what is right according to them, and when interviewing people, they look for what support their instincts in the interviewees (Klayman, Larrick & Health, 2000). This form of bias affects evaluation of information because managers focus on what they know than what they do not know. To avoid this, managers have to be honest about their motives meaning that they should study the evidence equally (Draft & Marcic, 2006). The hiring procedure can also be affected by the past impression.

This is because most people focus on the initial information they get when making decisions. The first impressions affect the managers’ subsequent judgments (Klayman, Larrick & Health, 2000). For instance, in most interviews, managers judge the interviewees by their first impression. If they mess during the initial process, this makes them fail the interviews even if they do perfectly in the remaining parts of the interviews. To avoid this, managers should cease relying on the past information to avoid wrong predictions and misguided decisions (Draft & Marcic, 2006).

ReferencesDaft, R. L., & Marcic, D. (2006). Understanding management. Mason, Ohio: Thomson/South- Western.Klayman, J., Larrick, P. & Health, C. (2000). Organizational repairs. Across the Board