Jensen & Johnson, an accounting firm, has hired Blake as its new human resource manager. Blake is charged with improving the firm’s hiring practices. He meets with the firm’s partners and learns that they value smart people who can think on their feet. To choose the most intelligent candidates, their selection process has emphasized bringing in graduates from prestigious universities for interviews. There, the partners grill the candidates with tough brain teasers and other difficult questions. Blake concludes that the partners are not using interviews as effectively as they should be. Which of the following recommendations would be most relevant in this situation?

A.Interviews should focus less on intelligence and more on qualities that are not readily observable.

B.Interviews should last longer, so the partners can address a wide variety of goals.

C.Interviews should focus on skills that can be measured in an interview better than on a test.

D.The interviewers need training to develop their use of subjective judgments.

E.The interviewers need more latitude in how they take notes and score responses.

E.It is a measure of validity based on showing a substantial correlation between test scores and job performance scores.

The reason is that the person's intelligence is though in problem solving skills but this can also be done by questioning the person in areas where they can better extract information out of the person rather than using tests and by noticing his reactions and problem solutions offered. This means that the tests though helps in finding the intelligent person but it doesn't helps much because the willingness, eager to do things done and a pro-activeness of the person is everything. And these skills comes out when the person speaks in front of a recruiter which analyzes his behavior, his beliefs about things and many other things which gets clear overtime. So the basic mistake here by the management was poor way of extraction of information out of candidates.