I don't see why you should. If there's anything I've learned, emotions are probably the best indicator when hiring. A lot of bad decisions were made by trusting the paper and trying to give the person a chance because of it.
I don't try to turn it off. Instead I just write empathic rejection emails when necessary. I always reject with a reason, sometimes it's inexperience, sometimes it's a sloppy cover letter, sometimes there was just someone better. It's a bit mean to say I rejected someone because of typos in their resume, so a nicer way is to reject all resume screens with a link: https://www.joelonsoftware.com/2006/09/08/sorting-resumes-2/
Interview as many people as you have the stamina for. Often the best people are those who barely passed the bar, so a wider bar could help. But try to keep the screening brief. Maybe a half hour chat and then rejection letter to those who didn't make the cut that day.
Comments
I don't see why you should. If there's anything I've learned, emotions are probably the best indicator when hiring. A lot of bad decisions were made by trusting the paper and trying to give the person a chance because of it.
I don't try to turn it off. Instead I just write empathic rejection emails when necessary. I always reject with a reason, sometimes it's inexperience, sometimes it's a sloppy cover letter, sometimes there was just someone better. It's a bit mean to say I rejected someone because of typos in their resume, so a nicer way is to reject all resume screens with a link: https://www.joelonsoftware.com/2006/09/08/sorting-resumes-2/
Interview as many people as you have the stamina for. Often the best people are those who barely passed the bar, so a wider bar could help. But try to keep the screening brief. Maybe a half hour chat and then rejection letter to those who didn't make the cut that day.