Social sensing for psychology: Automated interpersonal behavior assessment

In this article, we show how the use of state-of-the-art methods in computer science based on machine perception and learning allows the unobtrusive capture and automated analysis of interpersonal behavior in real time (social sensing). Given the high ecological validity of the behavioral sensing, the ease of behavioral-cue extraction for large groups over long observation periods in the field, the possibility of investigating completely new research questions, and the ability to provide people with immediate feedback on behavior, social sensing will fundamentally impact psychology.

Nonverbal social sensing in action: Unobtrusive recording and extracting of nonverbal behavior in social interactions illustrated with a research example

Nonverbal behavior coding is typically conducted by "hand". To remedy this time and resource intensive undertaking, we illustrate how nonverbal social sensing, defined as the automated recording and extracting of nonverbal behavior via ubiquitous social sensing platforms, can be achieved. More precisely, we show how and what kind of nonverbal cues can be extracted and to what extent automated extracted nonverbal cues can be validly obtained with an illustrative research example. In a job interview, the applicant's vocal and visual nonverbal immediacy behavior was automatically sensed and extracted. Results show that the applicant's nonverbal behavior can be validly extracted. Moreover, both visual and vocal applicant nonverbal behavior predict recruiter hiring decision, which is in line with previous findings on manually coded applicant nonverbal behavior. Finally, applicant average turn duration, tempo variation, and gazing best predict recruiter hiring decision. Results and implications of such a nonverbal social sensing for future research are discussed.

Hire me: Computational inference of hirability in employment interviews based on nonverbal behavior

Understanding the basis on which recruiters form hirability impressions for a job applicant is a key issue in organizational psychology and can be addressed as a social computing problem. We approach the problem from a face-to-face, nonverbal perspective where behavioral feature extraction and inference are automated. This paper presents a computational framework for the automatic prediction of hirability. To this end, we collected an audio-visual dataset of real job interviews where candidates were applying for a marketing job. We automatically extracted audio and visual behavioral cues related to both the applicant and the interviewer. We then evaluated several regression methods for the prediction of hirability scores and showed the feasibility of conducting such a task, with ridge regression explaining 36.2% of the variance. Feature groups were analyzed, and two main groups of behavioral cues were predictive of hirability: applicant audio features and interviewer visual cues, showing the predictive validity of cues related not only to the applicant, but also to the interviewer. As a last step, we analyzed the predictive validity of psychometric questionnaires often used in the personnel selection process, and found that these questionnaires were unable to predict hirability, suggesting that hirability impressions were formed based on the interaction during the interview rather than on questionnaire data.

Emergent power hierarchies and group performance (Published online: 7 Oct. 2014)

In newly formed groups, informal hierarchies emerge automatically and readily. In this study, we argue that emergent group hierarchies enhance group performance (Hypothesis 1) and we assume that the more the power hierarchy within a group corresponds to the task-competence differences of the individual group members, the better the group performs (Hypothesis 2). Twelve three-person groups and 28 four-person groups were investigated while solving the Winter Survival Task. Results show that emerging power hierarchies positively impact group performance but the alignment between task-competence and power hierarchy did not affect group performance. Thus, emergent power hierarchies are beneficial for group performance and although they were on average created around individual group members' competence, this correspondence was not a prerequisite for better group performance.