Avoiding Halo Effect in Employee Selection: Implementing Effective Techniques in Hiring

Year 2022, Volume: 6 Issue: 2, 743 - 758, 28.05.2022

Can Biçer

https://doi.org/10.25295/fsecon.1074425

Abstract

The aim of this conceptual paper is to explore the issues affecting the importance of employee selection processes within the “Halo Effect” context. It’s so obvious that employee selection process will determine the quality of new hires and organizational success, or failure and it is also dependent on the talent pool of the candidates. First, if a total and exact image of a job isn’t developed beforehand, it will be so complex to choose and hire excellent employees. Therefore, if the modern and scientific principles in employee selection applied and the employee selection procedures are properly designed, it can save organizations a lot of money. However, differentiating between applicants to identify and hire those with a greater likelihood of success in a job by avoiding halo effect is very important for organizations for both in daily operations and organizational long-term success. In sum, in this paper, the process of employee selection will be outlined, effective interviewing and recruiting techniques and choosing the right candidate for the vacant job will be discussed.

Keywords

Job Analysis, Job Analysis, Interviewing, Recruiting

İşgören Seçiminde Halo Etkisinden Kaçınma: İşe Almada Etkin Tekniklerinin Uygulanması

Abstract

The aim of this conceptual paper is to explore the issues affecting the importance of employee selection processes within the “Halo Effect” context. It’s so obvious that employee selection process will determine the quality of new hires and organizational success, or failure and it is also dependent on the talent pool of the candidates. First, if a total and exact image of a job isn’t developed beforehand, it will be so complex to choose and hire excellent employees. Therefore, if the modern and scientific principles in employee selection applied and the employee selection procedures are properly designed, it can save organizations a lot of money. However, differentiating between applicants to identify and hire those with a greater likelihood of success in a job by avoiding halo effect is very important for organizations for both in daily operations and organizational long-term success. In sum, in this paper, the process of employee selection will be outlined, effective interviewing and recruiting techniques and choosing the right candidate for the vacant job will be discussed.

Keywords

Job Analysis, Interviewing, Recruiting

References

• Aamodt, M. G. (2015). Industrial/organizational psychology: An applied approach. Cengage Learning.
• Abbasi, S. G., Tahir, M. S., Abbas, M., & Shabbir, M. S. (2020). Examining the relationship between recruitment & selection practices and business growth: An exploratory study. Journal of Public Affairs, e2438.
• Alshenqeeti, H. (2014). Interviewing as a data collection method: A critical review. English linguistics research, 3(1), 39-45.
• Ayre, C., & Scally, A. J. (2014). Critical values for Lawshe’s content validity ratio: revisiting the original methods of calculation. Measurement and evaluation in counseling and development, 47(1), 79-86.
• Baldwin, B., & Cowper, D. (2021). The Halo Effect: the trap that makes you hire the wrong person. https://www.allbusiness.com/the-halo-effect-21374-1.html.
• Bayraktar, C. A., & Ozbek, M. 2011. Cost-Benefit Analysis of the Hiring Process. In 2011 Asia-Pacific Power and Energy Engineering Conference (pp. 1-4). IEEE.
• Blackman, M. (2017). Using interviewing in selection. Pulakos, J. Passmore, & C. Semedo (Eds.), The Wiley Blackwell Handbook of the Psychology of Recruitment, Selection and Employee Retention, 182-201.
• Breaugh, J. A. (2017). The contribution of job analysis to recruitment. Pulakos, J. Passmore, & C. Semedo (Eds.), The Wiley Blackwell handbook of the psychology of recruitment, selection and employee retention, 12-28.
• Cabrera, E. F., & Raju, N. S. (2001). Utility analysis: Current trends and future directions. International Journal of Selection and Assessment, 9(1‐2), 92-102.
• DeVaro, J. (2005). Employer recruitment strategies and the labor market outcomes of new hires. Economic Inquiry, 43(2), 263-282.
• Ekuma, K. J. (2012). The importance of predictive and face validity in employee selection and ways of maximizing them: An assessment of three selection methods. International Journal of Business and Management, 7(22), 115.
• Emans, B. (2019). Interviewing: Theory, techniques and training. Routledge.
• Ingham, S. L. (2015). Applying the Ten Steps of Recruitment. Veterinary Nursing Journal, 30(9), 256-258.
• Kausel, E. E., Culbertson, S. S., & Madrid, H. P. (2016). Overconfidence in personnel selection: When and why unstructured interview information can hurt hiring decisions. Organizational Behavior and Human Decision Processes, 137, 27-44.
• Koivunen, S., Olsson, T., Olshannikova, E., & Lindberg, A. (2019). Understanding decision-making in recruitment: Opportunities and challenges for information technology. Proceedings of the ACM on human-computer interaction, 3(GROUP), 1-22.
• Kumari, N. (2012). A Study of the Recruitment and Selection process: SMC Global, Industrial Engineering Letters, Vol 2, No.1, 34-44.
• Landau, K., & Rohmert, W. (2017). Recent developments in job analysis (Vol. 24). Landau, K., & Rohmert, W. (Eds.). Taylor & Francis.
• MCLELLAN, R. A. (1999). Theoretical expectancies: replacing classic utility tables with flexible, accurate computing procedures. Journal of Human Resource Costing & Accounting.
• Nayak, S., & Pakrashi, D. (2020). Are we rational voters? A study of" halo-effects. Indian Institute of Technology, Kanpur.
• Niessen, A. S. M. (2018). New rules, new tools: Predicting academic achievement in college admissions.
• Putka, D. J. (2017). Reliability. Handbook of employee selection. Farr, J. L., & Tippins, N. T. (Eds.). Taylor & Francis.
• Radeke, M. K., & Stahelski, A. J. (2020). Altering age and gender stereotypes by creating the Halo and Horns Effects with facial expressions. Humanities and Social Sciences Communications, 7(1), 1-11.
• Rosenzweig, P. (2007). The halo effect, and other managerial delusions. McKinsey Quarterly, 1, 76.
• Russell, C. J., Colella, A., & Bobko, P. (1993). Expanding the context of utility: The strategic impact of personnel selection. Personnel Psychology, 46(4), 781-801.
• Seijts, G., Espinoza, J. A., & Carswell, J. (2020). Utility analysis of character assessment in employee placement. Leadership & Organization Development Journal.
• Schmidt, F. L., & Oh, I. S. (2021). Select on intelligence. Available at SSRN 3961855.
• Taherdoost, H. (2016). Validity and reliability of the research instrument; how to test the validation of a questionnaire/survey in a research. How to test the validation of a questionnaire/survey in a research (August 10, 2016).
• Taylor, C. M. (2005). Interviewing. Qualitative research in health care. Ed. Holloway, I., McGraw-Hill Education (UK).
• Westby, C., Burda, A., & Mehta, Z. (2003). Asking the right questions in the right ways: Strategies for ethnographic interviewing. The ASHA leader, 8(8), 4-17.
• Woods, S. A., Ahmed, S., Nikolaou, I., Costa, A. C., & Anderson, N. R. (2020). Personnel selection in the digital age: A review of validity and applicant reactions, and future research challenges. European Journal of Work and Organizational Psychology, 29(1), 64-77.
• Woods, A. S., & Hinton, P.D. (2017). An Introduction to Work and Organizational Psychology: An International Perspective. Fraccaroli, F., & Sverke, M. (eds.), Wiley Backwell.
• Wyse, A. E. (2019). Analyzing job analysis data using mixture Rasch models. International Journal of Testing, 19(1), 52-73.