Trustworthy the scoring can be defined as an objective way of evaluating the trustworthiness of candidates in a job application or job interview. It relies on answers to four brief questions (which may be asked individually or may be combined) about personality, values, habits, and other attributes that are relevant to the job they are applying for. The idea behind trustworthy pre scoring trustworthy the scoring is that it validates (rates higher than falsity) candidate eligibility, thereby reducing the risk of hiring and/or accepting incompetent candidates. Although the concept sounds straightforward, there are a number of common problems with the actual practice, some of which are described below. By fixing these problems, we can improve the quality of the way in which pre-scoring is done, leading to more efficient, fair and effective hiring decisions.
In practice, the questions asked are not formulated with specific answers in mind. Each question asks for an answer and the person being asked usually has no idea what they should respond to that question. This means that they are more likely to guess rather than give a specifically truthful answer. As a result, the classifiers assign probabilities to various attributes, but do not necessarily treat them as being relevant to the job. This leads to a problem when trying to evaluate different candidates on the same questions. For example, it is common for a classifier to rate the candidate with a high degree of honesty as “very honest” while classifiers rate the same candidate with a low degree of honesty as “not very honest”.
Another problem arises from the fact that in order to qualify as “trustworthy”, a candidate must be willing to answer the questions being asked. However, some employers take the view that honesty is a desirable trait and therefore it is irrelevant whether or not a candidate is prepared to answer the questions. Alternatively, some employers believe that candidates who are not prepared will be more likely to fib or give fabricated answers. While some employers may treat answers as important indicators of a candidate’s honesty and trustworthiness, others may simply treat them as irrelevant and not take any note of them.
The problem with the above scenario is that those employers who adopt this approach are in effect doing little more than wasting time. In the majority of cases, candidates who are not happy with the way in which they are answering questions will simply refuse to answer them. This may be because they are not answering them with respect, which is required in most cases of pre-scoring. Alternatively, they may simply refuse to answer the questions because they have already been screened. A candidate who is aware that an employer is using a scoring strategy and who is therefore keen to avoid answering questions relating to that strategy will be more likely to take up an offer of employment.
Employers that want to employ a candidate but cannot make up their mind about their trustworthiness will therefore need to consider other indicators. One such indicator is to ask the candidate how they would handle a situation where it was revealed that they were not as truthful as they claimed to be. Based on answers provided, the scorecard may assign a lower weighting to answers that indicate dishonesty. However, given that any candidate who is awarded points for honesty is likely to be trustworthy, then the weighting decision may need to be adjusted.
As well as asking candidates how they would handle situations where it was revealed that they did not tell the truth, questions relating to trustworthiness should also be asked. For example, if the job requires them to give an opinion about a product that has just been launched, they should be asked whether they would be willing to use the product themselves. Alternatively, they should be asked whether they would recommend the product to a family member. It may even be necessary for questions relating to ethics to be asked. In all these cases, the questions should not relate to whether the candidate is trustworthy, but how they would act if pressed to choose between honesty and ethics.
The final question type relates to questions that do not relate to trustworthiness or honesty, but which require a higher level of skill or creativity on the part of the interviewer. This could include questions concerning product knowledge, leadership skills, innovative ideas and their ability to organise. These are all areas that can be highly subjective and in which the scoring techniques can be used. However, it is important to note that these techniques should not be used to create a scoring rubric that will exclude candidates from a job opportunity solely based on their perceived “untrustworthy” qualities.
Instead, the scoring rubric should be used to select candidates based on their actual competence in the relevant tasks. Candidates who are seen as more capable will often be seen as more trustworthy than candidates who are seen as less capable. This makes sense not only in terms of creating an employer’s ideal candidate, but also of ensuring that those selected are those who will do the job properly. Whilst employers may want to know how much a person knows about the product they are hiring for, they will also want to see how much they are able to do should the task come across. This means that a combination of pre-scoring techniques should be used rather than one particular method.