For years, the job interview has been the cornerstone of the hiring process. It’s where employers “get a feel” for candidates, assess skills and decide whether they’re the right fit.
But the problem is that traditional interviews often don’t work.
Research shows that unstructured interviews, the kind where questions vary widely and conversations drift, are poor predictors of job performance. They’re vulnerable to bias, often favour the most confident talkers over the most capable workers and can leave hiring managers making decisions based on gut feeling rather than evidence.
Is it time to admit the interview is broken? And if so, what comes next?
Why traditional interviews fall short:
Bias creeps in: Unconscious bias plays a huge role in interviews. Whether it’s preferring someone who went to the same university or who shares similar hobbies, personal bias can cloud objective decision-making.
Confidence ≠ competence: Interviews often reward the most articulate candidates, not necessarily the best performers. Great talkers can shine in the room, while more introverted candidates (who may excel in the role) risk being overlooked.
Hypotheticals vs. reality: Asking “What would you do if…?” doesn’t always reflect what a candidate actually does when faced with a real-world challenge.
Stress distorts performance: Nerves can cause candidates to underperform in interviews, especially if the format is rigid or high-pressure. That doesn’t mean they’d struggle in the role, just that they struggle in an artificial setting.
What to do instead:
There are better ways to assess candidates. Many forward-thinking employers are rethinking interviews entirely, blending them with practical, inclusive, and evidence-based assessments.
Structured interviews: When interviews are carefully planned with the same set of questions for each candidate, they’re far more reliable. Scoring answers against clear criteria reduces bias and creates fairer comparisons.
Work samples & job simulations: Asking candidates to complete a task that mirrors real work gives you a far clearer picture of how they’ll perform. For example, a marketing hire might create a short campaign outline; a project manager might review a mock timeline.
Skills-based assessments: Instead of filtering by CVs alone, test for the actual skills needed. Online platforms can assess technical ability, problem-solving, or even critical thinking in ways that are harder to “wing.”
Panel or collaborative interviews: Including multiple perspectives reduces the chance of one person’s bias dominating. It also gives candidates a better feel for the team culture.
Focus on potential, not just past experience: Look at learning agility, curiosity, and transferable skills. The best future performers may not have the exact background you imagined.
The interview doesn’t have to disappear altogether, but it does need to evolve. By combining structured conversations with practical assessments and a more holistic view of candidates, employers can make fairer, smarter, and more future-proof hiring decisions.
At the end of the day, recruitment isn’t about who interviews best; it’s about who will thrive in the role and drive your business forward.
