Managers hire people depending on whether or not they like it personally and may cause some important problems at work

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Contracting managers are supposed to select the perfect candidate based on any number of criteria, of Combination of skills into Leadership potential. But new data Shows the amount of personal relationships of an applicant with his interviewer.

Candidates receiving job offers are 12 times more likely to be described as a “great personality” report of the Textio Human Resource Software Company, which analyzed 10,377 evaluations of documented interviews for more than 3,900 candidates. People who were eventually hired were five times more likely to be described as “kind” and four times more likely to be described as “having a great energy”, in the written feedback.

“When these recruiters decided to hire someone, a large part of the consideration was whether or not they liked the person,” says Kieran Snyder, co -founder and main scientist in Textio Fortune.

Bringing “great energy” to an interview could be a bonus for those who have more people oriented to people like sales, but it is certainly not a necessary trait for all jobs. And it should not be a determining factor on whether or not someone hires, says Snyder. To deepen this type of vague and personality -based comments for a new rent, it can also be unable to both the person and the workplace in general.

“For high interpreters, when they get these kinds of generic comments, albeit positive, they are much more likely to leave 12 months later, because it is difficult to see a path to growth if no notes are given to what you can continue to develop,” he says.

According to the report, there is also a gender bias when it comes to how men and women who seek work are judged. Successful men’s candidates were more likely to be described as “level heads” and “confident” during their interview, while successful women were much more likely to be called “bubbles” and “pleasant”. Seeing this type of comments should propose a red flag for Chros, says Snyder: Managers based on their gut instincts may have some serious blind points when it comes to sexism.

In order for entrepreneurs to avoid biases when hiring sympathetic people, Snyder suggests that Chros will ensure that job descriptions have between three and four essential skills listed. In this way, there is a rubric to follow and human resources professionals are more likely to focus on whether this individual has the experience he needs.

“These are all the functional skills we want to look for and that they have to take primary,” says Snyder. “And if you want to comment on the personality, it is the work of the human resources manager to translate these requirements, the activities that someone must do at work, in these skills and behaviors that you can value.”

Brit Morse
brit.morse@fortune.com

This story originally presented to Fortune.com

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