However, it is food for thought. Think about it, if you have ever found yourself in this type of situation, about the plausibility of this model and whether the intangibles are significant enough to be addressed by an organization.
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So what did I do? Yes, I went with option A and I eagerly locked arms with this strange man that I'd never met before in my life, as if saying 'yes, good sir, let's go for that stroll'. And then we just stood there! Arm in arm, halfway up the stairs, sheepishly staring at each other. I wanted the earth to swallow me whole. I just didn't know what to do next and I don't think he'd fully understood what'd happened, so neither of us moved. When he'd finally gathered his senses, he said 'I eh.. meant to give you an elbow-bump? ', after which I quickly put as much distance between us as I could and mumbled 'Right! Right, yes, that makes much more sense'. Because it did, let's face it. And then we had the interview. TL;DR I got so nervous that I misjudged the CEO's arm gesture during a job interview, and locked arms with him as if we were Best Friends 4Ever. Why am I like this? EDIT (1): Typo's EDIT (2): I don't know if I got the job - I'm not hopeful, but I'll keep you guys updated.
However, where there is a seemingly homogenous population, this kind of behavior becomes more difficult to tease out. Those in entry-level hiring markets who have roughly similar skills as peers are more likely to have experienced this. As well as, recessionary periods when large numbers of people with roughly the same level of ability are looking for work. Now for the possibly valuable advice: How can someone who thinks they are facing this situation tackle this problem? For one, seek to differentiate yourself from your peers. Become "heterogeneous. " In other words, if you have a particular strength or unique experience in a certain area, look for positions that need and demand that skill. This will make it hard for you to be denied a position by an intermeddling decision-maker. Next, be sure to deeply understand the need of the employer. Remember that even job descriptions are filtered through people and the people may not accurately convey what the employer is in need of. So, understand the industry, the role, the typical duties, and determine for yourself at the end of the day what needs to be accomplished.
Next, look at your skills, experience, and education, and objectively and quantitatively enumerate those abilities you have and tie them to the position need. This will drive home that you are a heterogeneous and exceptional candidate that should not be subordinated in favor of another candidate who will not be able to meet the need of the organization. On the flip-side: How can an enlightened organization address this potential problem? It is important to have broad policies that go beyond disallowing family-based nepotism. Additionally, requiring post-interview rubrics that are quantitative and require articulation of concrete skills, education, and experience based reasons with citation will make it challenging for an intermeddler to justify why they want an inferior candidate. In turn, the organization will be less likely to lose value by hiring sub-par candidates and existing employees will be relieved of picking up slack in instances where this happens. This is obviously one theory based on anecdotal evidence.