Introduction / Context:
This recommendation concerns what interviews should assess. For the recommendation to be meaningful, two premises must hold: personality matters for job performance, and interviews are a suitable context for assessing it. Without either, the prescription fails.
Given Data / Assumptions:
- Prescription: Measure personality in interviews.
- Assumption I: Job success depends, at least partly, on personality.
- Assumption II: Interviews can validly and reliably measure personality traits.
Concept / Approach:
- “Should measure” implies relevance to performance (I) and feasibility of measurement (II).
- If either fails, the “should” collapses—either it is irrelevant or impractical.
Step-by-Step Solution:
If I is false, assessing personality is pointless for hiring decisions; thus I is necessary.If II is false, interviews are the wrong tool; the recommendation lacks feasibility; thus II is necessary.
Verification / Alternative check:
Remove I or II: The policy becomes either irrelevant or unworkable, confirming both are needed.
Why Other Options Are Wrong:
Only I or only II, Either, Neither: Each misses a crucial leg (relevance or feasibility).
Common Pitfalls:
Assuming that because something is measurable elsewhere (e.g., psychometrics), interviews automatically suffice without stating feasibility.
Final Answer:
Both I and II are implicit
Discussion & Comments