In today's competitive talent landscape, interviews remain the cornerstone of successful hiring decisions, yet many employers fail to extract maximum value from them. Research shows that employers who employ structured interview processes and behavioural interview techniques can significantly improve the quality of the hire, and experience reductions in turnover.
Traditional interview methods are falling short, costing employers a substantial loss. Data from the Recruitment and Employment Confederation (REC) highlight that “a poor hire at mid-manager level with a salary of £42,000 can cost a business more than £132,000”, with “four in ten employers (39 per cent) [admitting] that the interviewing and assessment skills of their staff should be improved” (REC: Hiring mistakes are costing UK businesses billions each year). Additionally, the Recruitment Employment Confederation also report that “around 85 per cent of HR decision-makers admit their organisation has made a bad hire” and “four in ten employers (39 per cent) admit that the interviewing and assessment skills of their staff should be improved” (REC: Hiring mistakes are costing UK businesses billions each year). On a global scale, in some cases there appears to be a lack of investment and training to improve interview techniques, with many employers not mandating it. According to Russ Riendeau, Senior Partner and Chief Behavioural scientist with New Frontier Search Company, “The lack of interview training for hiring managers in America has been the number-one assassin of great business strategic plans over the past 35 years or more, yet rarely discussed as a critical missing piece” (Hunt Scanlon Media: Lack of interview skills).
.png)
Unfortunately biases still exist throughout the interview process. A survey conducted by Muse, showed that women continue to experience gender bias during the interview process, in fact “42% of women said they had personally experienced gender-biased or inappropriate questions during a job interview” and “when there was only one woman in a pool of four finalists for a job, the odds of the woman being hired were statistically zero” (Forbes: How to reduced hiring bias against women). Odds increased when there were at least two women in the final selection. When considering discrimination biases more closely, a poll by the American Staffing Association showed that “74 of Hispanic Americans feel the need to modify their appearance before job interviews, compared to 65% of white candidates” (American Staffing Association: Vast majority of Americans prefer in-person job interviews).
With many employers conducting interviews in the same way they have done for years, it’s crucial that businesses take the time to review their practices and invest in more structured approaches to enhance their chances of a long-term good hire.
Below we explore some strategies and tactics to help employers revolutionise their interview processes.
Use a structured behavioural framework
Employers who adopt a competency-based approach to interviews are 86% more likely to make successful hires according to research published in the Journal of Applied Psychology (American Psychological Association: Journal of applied psychology). These frameworks help to evaluate professionals against specific job-relevant behaviours rather than relying on gut feelings.
Using pre-defined questions provides people with the same opportunity to demonstrate their skills, knowledge and suitability for the role.
Multi-method assessment integration
The most effective hiring processes combine traditional interviews with job-specific work simulations and cognitive assessments. According to Schmidt and Hunter's landmark meta-analysis, this combined approach can improve hiring decision accuracy by 54% compared to unstructured interviews alone (Research Gate: The validity and utility of selection methods in personnel psychology).
Many leading organisations incorporate technical challenges, cultural fit assessments, and structured behavioural questions throughout the hiring process, which helps to avoid mis-hires and poor decisions.
Diverse interview panels
Research by McKinsey shows that diverse interview panels using standardized evaluation criteria help to reduce unconscious bias by under 50% and significantly improves candidate selection (McKinsey: Attracting and retaining the right talent).
Evidence shows that when interviews are conducted by a range of people from diverse backgrounds, cultures and levels of seniority individual biases are often cancelled out, helping to provide a more thoughtful and thorough consideration of each candidate, resulting in better hiring outcomes.
Use technology and AI to optimise interviews
AI-powered hiring tools are reshaping how employers prepare for interviews and evaluate candidates. Research by Gartner highlights that interview intelligence platforms that analyse language patterns and response quality have significantly grown in market adoption since 2022 (Gartner: HR technology imperatives).
Companies using AI interview preparation tools report higher interviewer confidence and better candidate experience scores, as well as faster screening processes.
Active listening and observation
It might sound easier than said and done but active listening and observation is key during the interview process. It’s essential for employers to pay particular attention to:
How people articulate their thoughts and experiences
Body language and non-verbal cues
Questions people ask about the role and company
Whether there is evidence that preparation and research has been conducted in advance
How people respond under pressure or to unexpected questions
A professional’s general view of the market and geo-political climate, and whether they keep up to date with trends and developments
Views on technology and AI developments which is key to all business practice for the future
Key tips for employers
We recommend that all employers should adopt the following steps during the interview process:
Conduct a thorough job analysis to identify predictive competencies for the role
Develop structured standardised questions linked directly to the competencies
Train all interviewers on bias mitigation and effective evaluation techniques
Organise a diverse interview panel, if possible, if not try and include diversity throughout the interview stages
Implement calibration sessions to ensure consistent scoring across interviewers
Continuously measure hiring outcomes against interview assessments to refine the process
As talent competition intensifies, interviews remain an invaluable assessment tool to ensure the right professional is chosen for the role. By implementing evidence-based techniques, leveraging appropriate technology, and balancing structure with authentic human connection, employers can maximise the interview process and secure long lasting top talent.
Employers who take the time to master this approach will create sustainable competitive advantage in an increasingly skills-driven economy.
If you’re looking for support with your hiring strategy and / or interview approach don’t hesitate to contact one of our consultants who will be happy to support you.
Sources
American Staffing Association: Vast majority of Americans prefer in-person job interviews
American Psychological Association: Journal of applied psychology
REC: Hiring mistakes are costing UK businesses billions each year
Research Gate: The validity and utility of selection methods in personnel psychology
.png)
.png)
.png)
