But its all for nothing, it turns out. An assistant professor of management and marketing at the Yale School of Management, Jason Dana, has argued in The New York Times that job interviews are utterly useless even harmful, in identifying the best candidates for the job. Dana claims that interviewers typically form strong impressions about applicants that often turn out to be completely false. He cites the example of a friend of his, who had turned up to an interview five minutes early, was ushered in, had a lively discussion with a panel of interviewers and was promptly offered the job . One of the employers later remarked how impressed she was that the friend had been so calm and composed, despite being 25 minutes late. It turned out the friend had been given the wrong start time. She seemed composed only because she did not realise she was late. Dana writes: The key psychological insight here is that people have no trouble turning any information into a coherent narrative. This is true when, as in the case of my friend, the information (i.e., her tardiness) is incorrect. People who have studied personnel psychology have known this for years, he argues. For example, in 1979, when the University of Texas Medical School was ordered to increase its incoming class size it admitted more than 50 students who had previously been rejected at interview stage. These students subsequently did just as well as their classmates in terms of academic performance, clinical performance and honours earned. In other words the judgement of the interviewers would seem to have no role in discerning the most able applicants. More worryingly still, job interviews can actually detract from other more valuable information about candidates. In one example from Danas own research, 76 students were asked to interview other students. Using information gleaned from the interview along with previous academic results and an upcoming course schedule, the interviewer was then asked to predict the future success of the interviewee.
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Keep your resume lean. This means that you should keep it as short as possible. Your resume should never be more than one page long. Employers typically don’t look at a resume longer than a few seconds. Make it concise and effective.
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Partner up. Swenson admits that its much easier for a company to grow when its founder is a personality force who drives the brand. But, while Mooser may have a Rolodex full of Hollywood stars and C-level innovators, there was still a learning curve when it came to who RYOT teamed up with. Part of what helped RYOT gain notoriety was its partnerships with nonprofit organizations and the clients it worked with on film projects. Lending its talent and content creation to other organizations not only helped bring in money but also spread its work on a wider scale. However, the team always made sure it was staying on brand and focused on their mission to change the news industry. Weve definitely learned that the people that youdontpartner with is just as important as the people you do partner with, Swenson explains. Related: Why Business Leaders Make the Best Social Entrepreneurs RYOT now not only enjoys the massive dissemination of AOL, but has also positioned itself as ago-to companyin the virtual reality space; Apple, Samsung, Google and Facebook now come to RYOT to introduce their new technology and encourage the company to use it. RYOT was the first company to film a documentary usingthe iPhone 6S’s 4kvideo capabilities and have alsobeen named Google VRs official breaking news partner. These mutually beneficial relationships withincredible companies arrived because RYOT was among thefirst on the virtual reality sceneand created a strong reputation for producing powerful content.
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