The Interview: What History & Science Can Teach Us About Hiring with Jason Wong
summary
Job interviews start with Thomas Edison’s 1921 questionnaire and earlier Woodworth Personal Data Sheet personality screens (116 yes/no items), and decades of research show humans are bad at predicting future performance — FiveThirtyEight finds teams with top five draft picks hit the best-career player only 10.3%. Studies show manager expectations (Pygmalion), team-specific practice (surgeons improve only at the same hospital), and analyst drops after moving. Use structured interviews, divided evaluators, open questions, and mapping the potato to find limits and reduce bias.
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chapters (12)
- 0:00Intro
- 0:28History of Jobs
- 5:41Talent Assessment
- 8:47Individual Performance
- 13:12Lessons Learned
- 15:12The Interview
- 15:46Structured Interview
- 18:45Candidate Experience
- 19:25Building a Confidence Case
- 22:15Asking Questions
- 23:41Soldier vs Scout Mindset
- 25:56Summary
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