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<br />Eleven Common Traps of Evaluation <br /> <br />Rater Errors <br /> <br />The Blind Spot Ef1ect <br /> <br />An interviewer is unable to see some attributes of a candidate due to their own personality <br />traits. The interviewer who thinks big may not appreciate a detail-oriented candidate. <br /> <br />The Innocent-Until-Proven-Guilty Effect <br /> <br />An interviewer assumes that "no news is good news" when evaluating candidates. <br /> <br />The First Impression <br />A candidate is evaluated within the first four minutes of the interview. <br /> <br />The Leniency Effect <br />An interviewer sees all candidates in a positive light. <br /> <br />The Toughness Ef1ect <br />An interviewer sees all candidates in a negative light. <br /> <br />The Central Tendency Effect <br />An interviewer sees all candidates as average. <br /> <br />Impressions <br /> <br />The Contrast Effect <br /> <br />An average candidate is seen just after a weak candidate and they are rated above average <br />due to the contrast between the weak candidate. <br /> <br />The Compatibility Factor <br /> <br />A candidate is highly rated because they are compatible with the interviewer, not because <br />they are highly skilled. <br /> <br />The Halo/HoI71s Effect <br /> <br />A candidate strong in one area is seen by the interviewer as strong in all areas. Similarly, a <br />candidate that is seen as weak in one area may be considered by the interviewer to be weak <br />in all areas. <br /> <br />Miscellaneous <br /> <br />The High Potential Effect <br /> <br />An interviewer evaluates a candidate based upon their possible potential rather than their <br />actual behaviors. <br /> <br />The Dramatic Incident Effect <br /> <br />An interviewer places a disproportionate emphasis on specific incidents at the expense of <br />other information. <br /> <br />12 <br />