Decision Traps and Cognitive Biases

Introduction: The Ultimate Challenge of Objectivity

Even after the evidence-gathering phase has concluded, the selection process faces its greatest challenge: objective decision making.

It is at this final stage that the most common cognitive biases and decision traps can invalidate all the previous work.

The most dangerous trap is to give in to the pressure of urgency and end up hiring the "best of the bunch," even though none of the candidates actually meet the essential criteria established.

It is essential to perform a conscious self-assessment to detect these mistakes before finalizing the selection.

Quick Judgment Traps (Halo Effect and Self-Fulfilling Prophecy)

These biases occur when a first impression dominates the entire evaluation.

Self-Fulfilling Prophecy: Numerous studies suggest that many interviewers make their decision (positive or negative) in the first few seconds of the interview.

Unconsciously, they spend the rest of the conversation seeking to justify that initial decision, altering their questioning strategy to confirm their hypothesis rather than uncover the truth.

Halo and Horns Effect: This is the mistake of taking a single characteristic, either positive (Halo) or negative (Horns), and generalizing it to define the candidate as a whole.

For example, if a candidate is very good at two or three aspects, the interviewer mistakenly assumes that he or she will be good at everything else.

The reality is that everyone has strengths and weaknesses; the goal is to find the strengths that align with the job requirements.

Expectation Effect: Similar to the Halo, this bias occurs when undue influence is given to information obtained prior to the interview, such as the CV or application form.

The interviewer "builds a story" about the candidate based on that data and then treats that story as fact.

Comparison and Similarity Traps

These biases are based on the relationship between the interviewer and the candidate, or between the candidates themselves.

Contrast Effect: This is one of the most serious evaluation errors. It occurs when candidates are compared against each other, rather than comparing each candidate against the job specification.

If one exceptional candidate is interviewed, the next candidate, while perfectly competent, is likely to appear deficient in comparison.

Similar to Me Effect: This is the natural tendency to give unwarranted preference to a candidate who shares similarities with the interviewer (same background, hobbies, personality, track record). It is based on the erroneous assumption that "if he/she looks like me, he/she must be good".

Personal Likability Effect: A very common bias where the decision is influenced by whether we "like" the candidate or even if we find them physically attractive, rather than based on their competencies.

Evidence Interpretation Traps.

These errors relate to how we process the information we collect.

Negative Information Bias: The tendency to give much more weight to perceived negatives than positives, discarding valuable information.

The correct goal is not to find someone with no weaknesses, but someone whose strengths meet the requirements and whose weaknesses do not impede performance in the role.

Interpreting Interview Behavior: The interview is an artificial situation that generates stress and anxiety.

The interviewer must be careful not to misinterpret the c