HR interview guide limitations

Limitations and Pitfalls

Having an interview guide will certainly provide the guidance in ensuring the best possible candidate is hired for the required position. Although alone, the process of interviewing potential candidates is susceptible to common pitfalls and rating errors. Not only is it important for human resources to find employees that meet all the requirements, but also it’s imperative for them to train their interviewers to we aware of pitfalls and rating errors to be proactive in eliminating them. Below is a list containing the interview pitfalls and rating errors:

Halo /Horn Effect Forming an overall favourable or unfavourable impression of a candidate based upon his/her responses to only one or two questions.
Leniency Effect or Stringency Effect Also known as the, “hawk-doe” effect, the tendency of the interviewer to give all candidates a high or low rating
Central Tendency Effect Similar to the hawk-doe, where there’s a tendency to rate in the middle of the rating scale.
Warm Body Syndrome Desperate hires ,hiring someone, anyone, as soon as possible.
Oversell
Embellishing the job to attract more appealing and qualified candidates
Friendship Factor Hiring based majority through friend referrals.
Memory Fade Recollection of the first candidate and the rest seem like a blur.
Unfairness to the First Up Research by Robert Half International has shown that the first person interviewed is least likely to get the job. Use the same objective criteria for all candidates.
Talking Too Much (80/20 rule) When the interviewer talks more than the candidate. Ideally the interviewer should only be talking 20% of the time while the candidate should be talking for 80% of the interview.
Rescuing
During periods of silence, the interviewer may misinterpret it as lack of an answer; therefore, will try to help the candidate out by trying to fill the silence with conversation or even answer the question Personal Bias The tendency to allow non job-related prejudices and attitudes about cultural stereotypes, lifestyles, personalities, appearances, or other irrelevant perceptions to affect the rating of candidate responses.
Attractive Person Bias The tendency to select attractive people regardless of their qualifications for the position.
Personal Similarity Bias The tendency to rate individuals with interests, background, or experiences that are similar to the interviewer’s more favorably than other applicants.
Good Interview Bias The tendency to hire someone who can express himself or herself well or interview well.

How to avoid and prevent them we would add in the recommendations section?