Shiran Danoch, Ph.D. is the CEO and founder of Informed Decisions Interview Intelligence focused on monitoring and disrupting interview bias
getty
Many treat interviewing as an art, but in fact, it's a science, backed with over 100 years of research on what works and what doesn't. In the realm of hiring, where decisions shape the trajectory of companies and careers, it's essential to separate fact from fiction.
Let's delve into the truth behind the curtain of interview practices, debunking five common myths that have persisted over time.
Myth No. 1: Interviews should be conversations.
While some HR professionals advocate for interviews conducted as conversations to foster openness and honesty, I believe it's important to differentiate between a conversation and an interview.
A conversation involves the exchange of news and ideas in an informal, unstructured manner, with both parties on equal footing. Conversely, an interview is a structured encounter, where the interviewer employs relevant questions to evaluate job-related skills within a limited time frame. The onus rests on the interviewer to efficiently manage time and extract pertinent information. Thus, an interview isn't a casual exchange; it serves a specific purpose.
However, this doesn't imply interviews must be devoid of warmth. Some believe that structured interviews are basically interrogations, but you can definitely establish rapport and build trust during structured interviews. To foster rapport while keeping the focus on the interview's goals, employ techniques like mirroring, asking follow-up questions and drawing connections with the candidate's responses ("You mentioned your love for challenges. Since this position involves constantly addressing new problems, could you tell me about a complex problem you've recently solved?").
Remember during your next interview: You can strike a balance between maintaining structure and fostering a conversational atmosphere to glean valuable insights from candidates.
Myth No. 2: 'I am a great judge of character.'
Many of us harbor the belief that we possess an innate knack for assessing someone's character. How often have we heard assertions like "I can tell a good candidate as soon as I see one," or "My gut never lies"?
But can we truly rely on our supposed talent for judging character? The answer, bluntly put, is no. As the bell curve distribution suggests, most individuals cluster around the average. What's more, we're often susceptible to the Overconfidence bias—a tendency to overestimate our judgment's accuracy.
Research indicates that hiring processes boast an average failure rate of 50% (subscription required). Meaning, half of all hiring decisions yield outcomes that fall short of expectations. This stark reality underscores the importance of tempering our confidence in our judgment and adopting a more objective approach to hiring.
Remember during your next interview: Acknowledging the limitations of your judgment and embracing a more objective perspective can lead to more effective hiring decisions and better outcomes for both your company and candidates.
Myth No. 3: The more interviews, the more accurate the hiring decision.
Many companies subscribe to the notion that conducting multiple interview rounds mitigates the risk of hiring mistakes. However, data from Google reveals a different story. Historically, Google subjected applicants to exhaustive series of interviews, sometimes exceeding 25 rounds, with the hiring process lasting up to nine months.
Finally, Google's people analytics team decided to scrutinize this practice. They meticulously analyzed five years' worth of interview data, and their findings were startling: four interviews yielded an 86% confidence level for predicting a suitable candidate. Beyond that threshold, the increase in accuracy was marginal.
Remember during your next interview: A longer interview process may not enhance the accuracy of hiring decisions. Focus on achieving alignment among interviewers to make the process as effective as possible.
Myth No. 4: 'I can tell whether a candidate's a good fit in the first five minutes.'
In a study by a psychology journal, a staggering 30% (registration required) of interviewers reported forming their opinions about a candidate within the initial five minutes of an interview. It's tempting to believe that this brief window provides enough insight to accurately gauge a candidate's suitability. However, let's delve deeper.
Those initial moments are typically dedicated to introductions and establishing rapport, offering scant time to gather meaningful information. Moreover, snap judgments based on factors like body language, handshake strength or overall confidence may introduce bias, skewing perceptions—not all positions demand the same level of confidence or extroversion, for instance. Rushing to judgment in these early moments can lead to confirmation bias, causing interviewers to seek evidence to support their initial impressions.
Remember during your next interview: Forming an accurate candidate assessment within minutes is highly unlikely. Adopt a researcher's mindset rather than that of a judge. Document your initial impressions with a question mark, not an exclamation point, to mitigate the influence of biases and ensure fair evaluation.
Myth No. 5: Human skills and hard skills should be assessed separately.
Conventional wisdom often dictates separating assessments: Technical skills like data analysis, sales techniques and programming are scrutinized in professional interviews, while human skills like communication, teamwork and adaptability undergo evaluation in HR interviews. However, this practice may not be as efficient as presumed.
You can learn a lot about a candidate's human skills from the way they perform in professional interviews—for example, observing how meticulous and methodological they are in tackling challenges, their ability to devise innovative solutions, the clarity of their communication and how they respond to feedback throughout the interview. Additionally, exclusively reserving human skills assessment for HR interviews squanders resources.
Remember during your next interview: Integrating talent acquisition professionals into professional interviews enables a comprehensive evaluation encompassing both technical and human skills.
In Summary
As you embark on your next round of interviews, remember the importance of a fair, balanced and effective hiring process. Challenge your assumptions, embrace objectivity, and prioritize alignment among interviewers. By adopting a critical mindset and rethinking traditional practices, we can revolutionize the way we identify top talent and build successful and diverse teams.
Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify?
