When gut feelings skew hiring decisions : Beware of premature biases in interviews

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings An 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 implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The 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.