Better hiring leads to better work environments, less turnover, and more innovation and productivity. When you understand the limitations and pitfalls of the job interview, you improve your chances of hiring the best possible person for your needs.
The job interview is a ritual just about every adult goes through at least once. They seem to be a ubiquitous part of most hiring processes. The funny thing about them, however, is that they take up time and resources without actually helping to select the best people to hire. Instead, they promote a homogenous workforce where everyone thinks the same.
If you have any doubt about how much you can get from an interview, think of what’s involved for the person being interviewed. We’ve all been there. The night before, you dig out your smartest outfit, iron it, and hope your hair lies flat for once. You frantically research the company, reading every last news article based on a formulaic press release, every blog post by the CEO, and every review by a disgruntled former employee.
After a sleepless night, you trek to their office, make awkward small talk, then answer a set of predictable questions. What’s your biggest weakness? Where do you see yourself in five years? Why do you want this job? Why are you leaving your current job? You reel off the answers you prepared the night before, highlighting the best of the best. All the while, you’re reminding yourself to sit up straight, don’t bite your nails, and keep smiling.
It’s not much better on the employer’s side of the table. When you have a role to fill, you select a list of promising candidates and invite them for an interview. Then you pull together a set of standard questions to riff off, doing a little improvising as you hear their responses. At the end of it all, you make some kind of gut judgment about the person who felt right—likely the one you connected with the most in the short time you were together.
Is it any surprise that job interviews don’t work when the whole process is based on subjective feelings? They are in no way the most effective means of deciding who to hire because they maximize the role of bias and minimize the role of evaluating competency.
What is a job interview?
“In most cases, the best strategy for a job interview is to be fairly honest, because the worst thing that can happen is that you won’t get the job and will spend the rest of your life foraging for food in the wilderness and seeking shelter underneath a tree or the awning of a bowling alley that has gone out of business.”
— Lemony Snicket, Horseradish
When we say “job interviews” throughout this post, we’re talking about the type of interview that has become standard in many industries and even in universities: free-form interviews in which candidates sit in a room with one or more people from a prospective employer (often people they might end up working with) and answer unstructured questions. Such interviews tend to focus on how a candidate behaves generally, emphasizing factors like whether they arrive on time or if they researched the company in advance. While questions may ostensibly be about predicting job performance, they tend to better select for traits like charisma rather than actual competence.
Unstructured interviews can make sense for certain roles. The ability to give a good first impression and be charming matters for a salesperson. But not all roles need charm, and just because you don’t want to hang out with someone after an interview doesn’t mean they won’t be an amazing software engineer. In a small startup with a handful of employees, someone being “one of the gang” might matter because close-knit friendships are a strong motivator when work is hard and pay is bad. But that group mentality may be less important in a larger company in need of diversity.
Considering the importance of hiring and how much harm getting it wrong can cause, it makes sense for companies to study and understand the most effective interview methods. Let’s take a look at why job interviews don’t work and what we can do instead.
Why job interviews are ineffective
Discrimination and bias
Information like someone’s age, gender, race, appearance, or social class shouldn’t dictate if they get a job or not—their competence should. But that’s unfortunately not always the case. Interviewers can end up picking the people they like the most, which often means those who are most similar to them. This ultimately means a narrower range of competencies is available to the organization.
Psychologist Ron Friedman explains in The Best Place to Work: The Art and Science of Creating an Extraordinary Workplace some of the unconscious biases that can impact hiring. We tend to rate attractive people as more competent, intelligent, and qualified. We consider tall people to be better leaders, particularly when evaluating men. We view people with deep voices as more trustworthy than those with higher voices.
Implicit bias is pernicious because it’s challenging to spot the ways it influences interviews. Once an interviewer judges someone, they may ask questions that nudge the interviewee towards fitting that perception. For instance, if they perceive someone to be less intelligent, they may ask basic questions that don’t allow the candidate to display their expertise. Having confirmed their bias, the interviewer has no reason to question it or even notice it in the future.
Hiring often comes down to how much an interviewer likes a candidate as a person. This means that we can be manipulated by manufactured charm. If someone’s charisma is faked for an interview, an organization can be left dealing with the fallout for ages.
The map is not the territory
The representation of something is not the thing itself. A job interview is meant to be a quick snapshot to tell a company how a candidate would be at a job. However, it’s not a representative situation in terms of replicating how the person will perform in the actual work environment.
For instance, people can lie during job interviews. Indeed, the situation practically encourages it. While most people feel uncomfortable telling outright lies (and know they would face serious consequences later on for a serious fabrication), bending the truth is common. Ron Friedman writes, “Research suggests that outright lying generates too much psychological discomfort for people to do it very often. More common during interviews are more nuanced forms of deception which include embellishment (in which we take credit for things we haven’t done), tailoring (in which we adapt our answers to fit the job requirements), and constructing (in which we piece together elements from different experiences to provide better answers.)” An interviewer can’t know if someone is deceiving them in any of these ways. So they can’t know if they’re hearing the truth.
One reason why we think job interviews are representative is the fundamental attribution error. This is a logical fallacy that leads us to believe that the way people behave in one area carries over to how they will behave in other situations. We view people’s behaviors as the visible outcome of innate characteristics, and we undervalue the impact of circumstances.
Some employers report using one single detail they consider representative to make hiring decisions, such as whether a candidate sends a thank-you note after the interview or if their LinkedIn picture is a selfie. Sending a thank-you note shows manners and conscientiousness. Having a selfie on LinkedIn shows unprofessionalism. But is that really true? Can one thing carry across to every area of job performance? It’s worth debating.
Gut feelings aren’t accurate
We all like to think we can trust our intuition. The problem is that intuitive judgments tend to only work in areas where feedback is fast and cause and effect clear. Job interviews don’t fall into that category. Feedback is slow. The link between a hiring decision and a company’s success is unclear.
Overwhelmed by candidates and the pressure of choosing, interviewers may resort to making snap judgments based on limited information. And interviews introduce a lot of noise, which can dilute relevant information while leading to overconfidence. In a study entitled Belief in the Unstructured Interview: The Persistence of an Illusion, participants predicted the future GPA of a set of students. They either received biographical information about the students or both biographical information and an interview. In some of the cases, the interview responses were entirely random, meaning they shouldn’t have conveyed any genuine useful information.
Before the participants made their predictions, the researchers informed them that the strongest predictor of a student’s future GPA is their past GPA. Seeing as all participants had access to past GPA information, they should have factored it heavily into their predictions.
In the end, participants who were able to interview the students made worse predictions than those who only had access to biographical information. Why? Because the interviews introduced too much noise. They distracted participants with irrelevant information, making them forget the most significant predictive factor: past GPA. Of course, we do not have clear metrics like GPA for jobs. But this study indicates that interviews do not automatically lead to better judgments about a person.
We tend to think human gut judgments are superior, even when evidence doesn’t support this. We are quick to discard information that should shape our judgments in favor of less robust intuitions that we latch onto because they feel good. The less challenging information is to process, the better it feels. And we tend to associate good feelings with ‘rightness’.
Experience ≠ expertise in interviewing
In 1979, the University of Texas Medical School at Houston suddenly had to increase its incoming class size by 50 students due to a legal change requiring larger classes. Without time to interview again, they selected from the pool of candidates the school chose to interview, then rejected as unsuitable for admission. Seeing as they got through to the interview stage, they had to be among the best candidates. They just weren’t previously considered good enough to admit.
When researchers later studied the result of this unusual situation, they found that the students whom the school first rejected performed no better or worse academically than the ones they first accepted. In short, interviewing students did nothing to help select for the highest performers.
Studying the efficacy of interviews is complicated and hard to manage from an ethical standpoint. We can’t exactly give different people the same real-world job in the same conditions. We can take clues from fortuitous occurrences, like the University of Texas Medical School change in class size and the subsequent lessons learned. Without the legal change, the interviewers would never have known that the students they rejected were of equal competence to the ones they accepted. This is why building up experience in this arena is difficult. Even if someone has a lot of experience conducting interviews, it’s not straightforward to translate that into expertise. Expertise is about have a predictive model of something, not just knowing a lot about it.
Furthermore, the feedback from hiring decisions tends to be slow. An interviewer cannot know what would happen if they hired an alternate candidate. If a new hire doesn’t work out, that tends to fall on them, not the person who chose them. There are so many factors involved that it’s not terribly conducive to learning from experience.
Making interviews more effective
It’s easy to see why job interviews are so common. People want to work with people they like, so interviews allow them to scope out possible future coworkers. Candidates expect interviews, as well—wouldn’t you feel a bit peeved if a company offered you a job without the requisite “casual chat” beforehand? Going through a grueling interview can make candidates more invested in the position and likely to accept an offer. And it can be hard to imagine viable alternatives to interviews.
But it is possible to make job interviews more effective or make them the final step in the hiring process after using other techniques to gauge a potential hire’s abilities. Doing what works should take priority over what looks right or what has always been done.
While unstructured interviews don’t work, structured ones can be excellent. In Thinking, Fast and Slow, Daniel Kahneman describes how he redefined the Israel Defense Force’s interviewing process as a young psychology graduate. At the time, recruiting a new soldier involved a series of psychometric tests followed by an interview to assess their personality. Interviewers then based their decision on their intuitive sense of a candidate’s fitness for a particular role. It was very similar to the method of hiring most companies use today—and it proved to be useless.
Kahneman introduced a new interviewing style in which candidates answered a predefined series of questions that were intended to measure relevant personality traits for the role (for example, responsibility and sociability). He then asked interviewers to give candidates a score for how well they seemed to exhibit each trait based on their responses. Kahneman explained that “by focusing on standardized, factual questions I hoped to combat the halo effect, where favorable first impressions influence later judgments.” He tasked interviewers only with providing these numbers, not with making a final decision.
Although interviewers at first disliked Kahneman’s system, structured interviews proved far more effective and soon became the standard for the IDF. In general, they are often the most useful way to hire. The key is to decide in advance on a list of questions, specifically designed to test job-specific skills, then ask them to all the candidates. In a structured interview, everyone gets the same questions with the same wording, and the interviewer doesn’t improvise.
Tomas Chamorro-Premuzic writes in The Talent Delusion:
There are at least 15 different meta-analytic syntheses on the validity of job interviews published in academic research journals. These studies show that structured interviews are very useful to predict future job performance. . . . In comparison, unstructured interviews, which do not have a set of predefined rules for scoring or classifying answers and observations in a reliable and standardized manner, are considerably less accurate.
Why does it help if everyone hears the same questions? Because, as we learned previously, interviewers can make unconscious judgments about candidates, then ask questions intended to confirm their assumptions. Structured interviews help measure competency, not irrelevant factors. Ron Friedman explains this further:
It’s also worth having interviewers develop questions ahead of time so that: 1) each candidate receives the same questions, and 2) they are worded the same way. The more you do to standardize your interviews, providing the same experience to every candidate, the less influence you wield on their performance.
What, then, is an employer to do with the answers? Friedman says you must then create clear criteria for evaluating them.
Another step to help minimize your interviewing blind spots: include multiple interviewers and give them each specific criteria upon which to evaluate the candidate. Without a predefined framework for evaluating applicants—which may include relevant experience, communication skills, attention to detail—it’s hard for interviewers to know where to focus. And when this happens, fuzzy interpersonal factors hold greater weight, biasing assessments. Far better to channel interviewers’ attention in specific ways, so that the feedback they provide is precise.
One way to make job interviews more effective is to find ways to “blind” the process—to disguise key information that may lead to biased judgments. Blinded interviews focus on skills alone, not who a candidate is as a person. Orchestras offer a remarkable case study in the benefits of blinding.
In the 1970s, orchestras had a gender bias problem. A mere 5% of their members were women, on average. Orchestras knew they were missing out on potential talent, but they found the audition process seemed to favor men over women. Those who were carrying out auditions couldn’t sidestep their unconscious tendency to favor men.
Instead of throwing up their hands in despair and letting this inequality stand, orchestras began carrying out blind auditions. During these, candidates would play their instruments behind a screen while a panel listened and assessed their performance. They received no identifiable information about candidates. The idea was that orchestras would be able to hire without room for bias. It took a bit of tweaking to make it work – at first, the interviewers were able to discern gender based on the sound of a candidate’s shoes. After that, they requested that people interview without their shoes.
The results? By 1997, up to 25% of orchestra members were women. Today, the figure is closer to 30%.
Although this is sometimes difficult to replicate for other types of work, blind auditions can provide an inspiration to other industries that could benefit from finding ways to make interviews more about a person’s abilities than their identity.
What’s the best way to test if someone can do a particular job well? Get them to carry out tasks that are part of the job. See if they can do what they say they can do. It’s much harder for someone to lie and mislead an interviewer during actual work than during an interview. Using competency tests for a blinded interview process is also possible—interviewers could look at depersonalized test results to make unbiased judgments.
Tomas Chamorro-Premuzic writes in The Talent Delusion: Why Data, Not Intuition, Is the Key to Unlocking Human Potential, “The science of personnel selection is over a hundred years old yet decision-makers still tend to play it by ear or believe in tools that have little academic rigor. . . . An important reason why talent isn’t measured more scientifically is the belief that rigorous tests are difficult and time-consuming to administer, and that subjective evaluations seem to do the job ‘just fine.’”
Competency tests are already quite common in many fields. But interviewers tend not to accord them sufficient importance. They come after an interview, or they’re considered secondary to it. A bad interview can override a good competency test. At best, interviewers accord them equal importance to interviews. Yet they should consider them far more important.
Ron Friedman writes, “Extraneous data such as a candidate’s appearance or charisma lose their influence when you can see the way an applicant actually performs. It’s also a better predictor of their future contributions because unlike traditional in-person interviews, it evaluates job-relevant criteria. Including an assignment can help you better identify the true winners in your applicant pool while simultaneously making them more invested in the position.”
If a company relies on traditional job interviews as its sole or main means of choosing employees, it simply won’t get the best people. And getting hiring right is paramount to the success of any organization. A driven team of people passionate about what they do can trump one with better funding and resources. The key to finding those people is using hiring techniques that truly work.