The recruitment process is a highly competitive process with hundreds, sometimes thousands, of applicants applying for each vacancy. Having an edge is key, and every little improvement can help you land that all-important job offer.
Here is a list of 70 easy-to-implement changes to help you succeed in the job interview.
The tips will include advice on structured job interviews, video interviews, preparation, and answering questions.
Top Tips
Understand the structured job interview process (how job applicants are scored during the interview) as this will help you in terms of how you answer questions
Detailed and relevant answers score higher than short and snappy replies
Using examples in an interview answer helps employers understand your value, knowledge, and experience
Speaking confidently creates authority – this includes pace, pauses, volume, and tonality
Fully understand the essential job criteria (job duties, skills, qualities required) and reference three of these per interview answer
Be a self-promoter; talk up your experiences, use power words, and explain actions you took in tasks
Rhythmic breathing helps to relax you
If you sit confidently, you will feel confident due to the mind-body cycle
Practice saying your interview answers out loud, as this technique helps improve memory more than just writing down your answers
Ask questions to clarify what the employer is asking,g as this will help you to give the most relevant answers
Pre-interview preparation
Research the organisations values, vision, and mission, and this will highlight the employers way of working
Use Google Maps on the day of the interview as this will help you avoid traffic jams
Bring an umbrella, there is nothing worse than turning up to the interview wet
Carry pocket-sized wet wipes to clean your shoes before you arrive at the interview
Carry out mock interviews to practice answering questions
Write down your ten unique selling points to boost your confidence and to be used during the interview
For video interviews, check your down/upload speed on your internet
Re-read your CV/application as employers will ask questions based on what you wrote
Check the interview panel’s LinkedIn profile as this helps you feel like you know them, which makes it easier to talk to the interviewers
Familiarity creates confidence; get to know the company. Visit the premises, check out the website, and read news articles to get a feel for the company
Virtual job interviews
Ensure you have a clear background
Test your lighting – a light above the head often works best, but this depends on the darkness/brightness of the room
Ensure you won’t be interrupted, a sign on the door works best
Test the microphone/headset – and double-check your mic isn’t on mute (we have all done this)
Place the camera so it shows the stomach to the top of your head – this allows the interviewer to see your face, and gestures
Check if there is any construction or other noisy activities happening on the day of the interview
For some online interviews, you will need to pre-register
Put animals in a different room. I have seen cats jump on people’s laps during online interviews
Reduce your vocal pace during a virtual interview to ensure you are understood
Look towards the camera not the screen as this creates virtual eye contact
Interview arrival
Arrive in plenty of time, in some large organisations you may have to walk up flights of stairs to a second reception area
Ensure you have all required documents (ID, qualifications, DBS, etc)
Bring a copy of the interview invitation to show to the receptionist
Be polite on arrival, even if you are stressed through running late as there have been many cases of the person at reception being part of the interview panel
While in the waiting area, sit with a confident and professional posture to help improve your first impression
Use the waiting time to re-read your CV/interview preparation notes
Ensure you relax your body (through breathing/positive posture) as the mind/body cycle can help you feel calm
When you meet the interviewer, give a confident handshake while maintaining strong eye contact
Smile and ask questions to help create rapport
Give compliments to create likeability (people like people who like them)
Interview Answers
Start answers with a confirmation statement; “Yes I have lots of experience in this area…” as a confirmation statement encourages the interview panel to listen to the rest of your answer
For technical questions, as well as giving an example, explain the theory relating to the question (project management process, stakeholder matrix, engineering reasoning, etc) Stating a theory highlights a high level of knowledge
Always, always, where possible give an example
When giving an example 1) state the situation 2) discuss actions you took and the reason why 3) share the positive outcome and/or lessons learnt
Relate answers to the organisations vision and mission; “…I know that your company is interested in expanding into X, I have been through this process in a previous company where I was….”
Use positive power words/language throughout the interview
Nod along when an employer is talking about their company/projects to build rapport and likeability
Be aware of the structure of your interview answer. Waffle turns people off, and a lack of an easy to digest sequence losses peoples interest
Ask (on some questions), does that answer your question or is there anything else you would like to know
At the end of each answer, summaries what you have discussed; “in summary…”
Be seen as an authority
What you wear says a lot about. Dress powerfully, be seen as powerful
Quote industry experts creates authority via association
State data, percentages, quotes, ask this makes information easy to digest
Smiling, eye contact, gestures, mirroring, and mimicking language creates high levels of rapport
Discuss reasons behind decisions to highlight high levels of knowledge “…there were two options, option would have X, and option two would have Y, I choose option two because….”
Build on what an employers states. As an example if they mention about expanding into a new industry discuss the pros and pitfalls, and when possible give advice
Praise employers for recently business successes. Hiring mangers subconsciously associate positive feelings with the person they are communicating with
Reframe perceived problems. As an example if the employer states they want to expand into a new competitive market, and they make reference to the difficulties on this venture, give them a new frame of reference; “yes it can be difficult, but with my experience of entering new markets I can make the process much easier by…”
Prior to job searching, write articles for industry websites as this help you to be seen as an industry expert
Give detailed interview answers. Within one answer give several examples to show your breadth of experience
Post job interview
Reflect on your interview answers. Which answers worked well, which got lost, which answers could be improved
Write down any new examples, improved answers, or engaging ‘lines’ that hit the mark
If you have an interview coach book an interview review coaching session to continue to improve your interview answers
Continue to job search until you have a job offer(s)
For any gaps in your knowledge, undertake some research
Think about your non-verbal’s, did your body language, gestures, and facial expressions have a positive impact?
Reflect on your tonality, volume, pace. Did these reinforce the words you used?
On a scale of 1-1,0 how confident were you? Could your confidence level improve?
Write down any of the unexpected or tricky interview questions
Ask yourself if you actually want this job role (sometimes an interview tells us this isn’t the company I want to work for)
With tax increases, cuts backs, and a freeze in recruitment drives, finding a new job is becoming more difficult.
The light at the end of the doomy tunnel is the truth that there are still jobs being advertised.
The number of vacancies has decreased: “Overall vacancies declined to 736,000 over the period from March to May 2025.” Source: Economics observatory, which means competition for each job role is high.
With more people applying for fewer vacancies, who will get hired?
Some say ‘the best person for the role’ will be offered the position, but who is the best person?
The person with the most experience?
The candidate with the highest qualification?
The applicant with a persuasive personality?
Experience, qualifications, or a persuasive personality alone are never enough to guarantee a job offer.
The Interview prediction grid explains how it’s a mixture of perceived experience/qualifications X confident (persuasive) communication that creates a successful interviewee (source: Interview Identity)
Understanding the Rules for a Successful Job Interview
Relevance is king in a job interview.
The biggest mistake experienced career professionals make is discussing experiences that are low on the organisation’s hierarchy of criteria for the advertised position.
For each company, and for each role within the organisation, there is a hierarchy of experiences, skills, knowledge, and qualities that are required for the position being advertised.
Speaking generically, in a structured job interview, each of the hierarchy of criteria will be asked in one of the job interview questions.
If the company values stakeholder management, they may ask, “Give me an example of influencing multiple stakeholders to actively engage them in a multiagency project”.
For a lower-skilled job, where ‘teamwork’ is valued highly, the question may be “Can you share a time you worked successfully within a team?”
Being able to foresee the hierarchy of criteria, therefore predict the interview questions, allows a savvy applicant to rehearse their interview answers.
In a structured job interview, a scoring system is used, where applicants’ answers are graded by being cross-referenced against a list of criteria and/or example answers.
The scoring system is often 1(low) to 4 (high). The interviewee with the highest score, the person who references more of the essential criteria, is offered the role.
Job criteria can be easy to predict. For some roles, finance, as an example, mathematics, and financial knowledge, will be on the hierarchy of criteria.
The company values, mission, and vision will also give clues to how the organisation operates, which links directly to their operational styles.
As an example, the company may be proactive or reactive, innovative or process-driven, and they may be a large corporation or a small family business.
The wording of the interview question also gives clues to the hierarchy of criteria. “Give me an example of influencing multiple stakeholders to actively engage them in a multiagency project,” compared to “give me an example of successfully working with multiple stakeholders.”
Even though the questions are similar, the word “influencing” is key here. The interviewee may discuss stakeholder theory, such as the stakeholder matrix, to explain the reason behind their actions, helping to acquire a higher scoring interview answer.
The key to a successful job interview is only discussing relevant information in your interview answer.
Language influences
Self-promotion is not only key for a successful job interview, but it is also expected.
Research has proven that detailed (relevant) interview answers score higher than simple and short replies.
What is important when selling yourself is the promotional language that is used. Words have power.
Synonyms are important here; imagine your answers use the word ‘good’ to describe your work ethic.
At an emotional level, how does the word ‘good’ feel? If ‘good’ was replaced with ‘strong’, ‘excellent’, ‘outstanding’, ‘brilliant’, or even ‘exceptional’, would this feel better?
Remember, employers often have a ‘gut’ feeling about an applicant, which influences how they score their answers.
A big barrier, often caused by interview anxiety, is the lack of detail given during an interview answer. It’s common for candidates to answer behavioural interview questions (give me an example of…) by saying “yes this is something I have a lot of experience in” or something similar in length. The answer may confirm the required experience, but doesn’t actually say anything.
How much experience? What level of knowledge? What active role did you have? Do you have the underpinning knowledge for this task?
Employers need to know the breadth of an applicant’s experience and knowledge. A strong way to answer behavioural interview questions is with the ‘theory X experience’ interview answer formula.
First, the interviewee discusses the theory behind the job criteria (explaining the stakeholder matrix theory) and then gives a real-life example.
All examples should state the situation (what was being asked of them), actions taken (be specific here), and the positive outcome of the actions taken.
Employers will only know how good you are if you tell them
Confident communication is the icing on the interview answer
People like to hire confident professionals.
We like and admire confidence in others.
Confident communication is powerful in a job interview. If answers are self-promoting and relevant to the job criteria, speaking like a professional orator will add those vital extra points on the interview scorecard.
Public speakers know the value of confident communication and use the following techniques to be viewed as strong speakers:
Pause after each sentence and paragraph – the pause allows the interview panel to catch up (they will be busy scribbling down notes) and shows confidence as nervous people speak quickly without a break, losing the interest of the audience
Reduce filler words (urms and arghs) – filler words are the way your brain fills silences, as anxious people hate silences. But filler words are viewed as an annoying habit, and remove the vital pause that allows the interviewer to listen intently to the applicant’s interview answer
Non-verbal’s are key – smiling, eye contact, and positive gestures add volume to the words spoken. People always use non-verbal’s, even nervous interviewees, but their non-verbal’s highlight fear and weakness (looking away, head down, cold and damp handshake, pulling at imaginary threads)
Rhetoric devices – the use of rhetorical devices embedded into interview answers is an advanced technique. The best orators throughout history use rhetorical devices, as they help residents their story to an audience, influencing them at a subconscious level.
Common rhetorical devices:
Logos: Appeals to logic and reason, using evidence, statistics, and facts to support an argument.
Pathos: Appeals to emotion, using strong language, vivid imagery, and stories to connect with the audience on an emotional level.
Ethos: Appeals to credibility and authority, establishing the speaker or writer as knowledgeable and trustworthy.
Metaphor: A figure of speech that compares two unlike things without using “like” or “as”.
Simile: A figure of speech that compares two things using “like” or “as”.
Hyperbole: Exaggerated statements not meant to be taken literally.
Alliteration: The repetition of the same sounds or syllables at the beginning of words.
Anaphora: The repetition of a word or phrase at the beginning of successive clauses.
Anadiplosis: The repetition of the last word or phrase of a clause at the beginning of the next.
Antithesis: The contrast of opposing ideas in parallel form.
Rhetorical question: A question that does not require an answer, used to make a point.
Career progression is only possible by overcoming the hurdle that is the job interview.
Why does the job interview seem such a barrier? Surely, a 45 minute 1-2-1 talking about one’s own workplace achievements must be easy?
Three psychological traps are the reason why most people fear the recruitment process.
Humans hate the unknown
For many, job interviews are rare. Career professionals, research shows, only tend to apply for a new role every 3-5 years.
Even during this brief period of active searching, most job seekers only attend 2-3 job interviews.
Comfort comes from routine, and nervousness from the unknown. Attending a job interview activates the flight or fight response, in most cases its ‘flight’ rather than ‘fight’.
Unknown processes, unknown interviewers, unknown interview questions, so many unknowns that the mind reacts like it would to any threat – flight or fight.
2. The spotlight is blinding
Only a small group of people like being in the spotlight.
Most career professionals hate the thought of the focus being fully on them. In the job interview, the spotlight is fully on the job applicant, and shining bright. The interview panel, often 2-3 managers and HR personnel, spends the whole of the job interview fully focused on the interviewee:
Questions are asked, answers are queried, and eyes are focused fully on the applicant.
The number one fear in the world is ‘being the centre of attention’ And the interview is public speaking to a small group of strangers, all eyes are on you.
3. Worthy or worthless
At a psychological level, humans need to feel that they belong. This is because we evolved as a species that survives as a tight-knit group. Tribes survived longer than individuals when we roamed the earth as hunter-gatherers.
At some level humans still have this need to belong and hate the thought of being rejected. In the job interview we naturally think that we are not worthy for the role: others may be better, maybe I’m not as good as I thought I was, have I been faking my ability to do my role?
Will I get rejected if I apply for the advertised position?
This limiting belief of not being good enough claws away at our self-esteem, often resulting in interview answers that lack substance, detail, and enough self-promotion to generate a job offer.
With all the negativity, most people believe its easier to give up (not apply for the job) on job searching rather than going through the pain of having to attend a process that will uncover their weaknesses, resulting in a big rejection – a job decline letter, making them feel worthless.
Master Motivation, Master Job Advancement
The truth is, job motivation is easy to encourage. When motivated and confident, the job application becomes a clear communicator who can talk the talk and walk the walk. They can sell themselves, build rapport, and enjoy the job interview process.
When it comes down to it, the job interview is only a 45-minute process, 5-10 minutes of this is the employer talking about their organisation (to sell the job role/organisation to the applicant). The first interview question is always an open question that is easy to answer, and the final question is normally ‘do you have any questions for us?’
So, out of 45 minutes, it’s really about 30 minutes of the ‘tough’ interview questions.
Tough? Not really, these days the interview questions are based on the job role, ‘do you have experience of doing (task)?’
This makes it easy to predict the interview questions, allowing the career professional to prepare and practice their interview answers.
Practice creates motivation.
It is well documented that familiarity makes a task easier. By practising job interviews with an interview coach, interview AI videos, even by attending public speaking workshops, talking more about yourself, or by practicing the interview questions and answers on your own increases motivation because the process of question/answer becomes familiar.
Speaking improves communication. Sounds silly, I know, but the more someone practices communication, the better their oration skill become. This is key in a job interview as every answer needs to be clear, concise, and to be understood by the interview panel.
Often overlooked, confident communication is powerful in a job interview as helping another person see your version of a story, not their perception, helps you to sell your unique selling point.
In the job interview, there is an additional step to gaining a job offer.
Answering questions confidently isn’t enough to guarantee a successful interview outcome. What is needed is self-promotion. As referred to earlier, the need to avoid rejection is powerful. If a job applicant has low self-esteem, they need to turn this emotion around into something more powerful and useful.
Confidence and motivation are key to interview success. Employers use a structured job interview process where each job interview question is asked to all applicants and answers a scored depending on how they meet the job criteria. An interview answer that ticks all the boxes scores high, whereas an answer or example that seems irrelevant or lacks specifics will always score low.
To self-promote, the candidate must understand the organization, their vision, and the day-to-day duties. This needs detailing: is the organization process-driven or innovative? What specific tasks does the role entail? Is the goal quality, financial, or something else? The more an interviewee understands the brief of the role, the more they can detail how they meet the specific criteria in their interview answers, resulting in a high-scoring application.
To pass a job interview
Get motivated by a strong self-belief that you will succeed
Get familiar with job interviews (through practice)
Get confident in answering interview questions
Get skilled at selling yourself
Get knowledgeable about the job role you are applying for
System 1 is the fast, automatic, and intuitive way of thinking. It’s fast, effortless, and often operates below our conscious awareness. This system is responsible for making quick judgments and decisions based on heuristics or mental shortcuts. It’s also highly influenced by emotions and experience.
System 2, on the other hand, is slower, more deliberate, and requires conscious effort. It’s responsible for more complex reasoning, logic, and decision-making that requires effortful thought. System 2 thinking comes into play when we need to solve puzzles, make thoughtful decisions, or engage in tasks that require focus and concentration.
The book argues that while System 1 is efficient and often effective, it can also lead to biases and errors in judgment because it relies on heuristics (mental shortcuts) that can be flawed. System 2, although slower and more resource-intensive, is better for making reasoned decisions.
The central theme of Thinking, Fast and Slow is that our thinking is a blend of intuitive, automatic judgments (System 1) and deliberate, effortful reasoning (System 2).
Kahneman emphasizes how understanding the interplay between these systems can improve decision-making and help people become more aware of the biases that affect their choices.
His work highlights the importance of recognizing these biases in both personal and professional life and encourages more reflective, slower thinking to mitigate errors.
How the Book Thinking, Fast and Slow Can Be Applied in a Job Interview
Job interviews are high-stakes events where candidates are assessed on their skills, experience, and ability to fit within an organization.
However, the decision-making process in an interview is influenced not just by the qualifications of the candidates, and their interview answers, but also by cognitive biases and the ways in which both the interviewer and the candidate process information.
Daniel Kahneman’s Thinking, Fast and Slow provides key insights into the mental processes behind these judgments. By understanding these concepts, candidates and interviewers alike can improve their decision-making and interview performance.
Here’s how the theories from Thinking, Fast and Slow can be applied during a job interview:
System 1 and System 2 Thinking in the Interview Process
System 1 (Fast Thinking): This is the intuitive, automatic, and subconscious system. In an interview, both the interviewer and the candidate might rely on System 1 to make snap judgments. Interviewers may form quick impressions of candidates based on initial cues such as appearance, tone of voice, or body language. Candidates might respond instinctively to questions without fully thinking through their answers. While these instinctive impressions can be helpful for gauging chemistry or comfort, they can also lead to mistakes. A candidate who appears nervous might be unfairly judged as unqualified, or a strong first impression might cloud an interviewer’s judgment later on.
System 2 (Slow Thinking): This system involves more deliberate, analytical, and effortful thought. When interviewers engage System 2 thinking, they are more likely to focus on the content of the candidate’s answers, the relevance of their experience, and their critical thinking skills. As a candidate, it’s essential to engage System 2 to think carefully about each question, avoiding knee-jerk responses and taking a moment to consider the best way to convey your strengths.
Tip for Candidates: When answering questions, try to slow down and resist the urge to immediately answer from instinct. Take a few seconds to think through your response logically to avoid relying too heavily on your first instinct.
Tip for Interviewers: Be mindful of your initial impressions. To combat the bias of System 1, take notes and refer to specific examples or skills mentioned in the interview, instead of letting the initial impression guide the entire evaluation.
Heuristics and Biases
Kahneman highlights that people often rely on mental shortcuts, known as heuristics, when making decisions. These heuristics are not always rational and can lead to biased decisions. In a job interview, several heuristics can come into play:
Anchoring Effect: Interviewers may be influenced by an early piece of information, such as a candidate’s educational background or an initial response. For example, if a candidate mentions having graduated from a prestigious university early in the interview, this could anchor the interviewer’s perception of their capabilities, regardless of the candidate’s actual performance.
Availability Heuristic: If an interviewer has recently hired a candidate with a particular skill set, they may overweight the importance of that skill in future hiring decisions, even if other candidates are more qualified.
Representativeness Heuristic: Interviewers may judge a candidate based on how closely their traits match those of an “ideal” employee, which could lead them to overlook the diversity of skills that other candidates bring to the table.
Tip for Candidates: Be aware that interviewers may be unconsciously influenced by these heuristics. Don’t assume that a single detail or part of your resume is what’s driving the interviewer’s decision. It’s important to highlight a range of your skills and achievements throughout the interview to avoid being pigeonholed by a single characteristic.
Tip for Interviewers: Counteract heuristics using a structured interview and a consistent evaluation framework. Focus on specific skills and accomplishments, rather than first impressions or stereotypes.
Prospect Theory and Risk Aversion
Prospect Theory, as outlined by Kahneman, suggests that people are loss averse—they feel the pain of losses more acutely than the pleasure of gains. This can influence how both candidates and interviewers approach the interview process.
For the Candidate: If a candidate is asked to discuss a previous failure, they may be reluctant to admit mistakes because they fear the “loss” of their chance at the job. However, framing failures as learning experiences and showing how they led to growth can demonstrate resilience and maturity.
For the Interviewer: Interviewers might also display risk aversion. If they’re unsure about a candidate, they may be more likely to reject them out of fear that the potential “loss” (hiring the wrong person) outweighs the potential “gain” (finding a great hire). This could lead interviewers to rely on safer, more familiar choices.
Tip for Candidates: Emphasize your learning process from past mistakes and show how overcoming challenges makes you more capable. Acknowledge that setbacks are a natural part of growth.
Tip for Interviewers: Focus on a candidate’s ability to learn and adapt rather than simply looking for perfection. Acknowledge that taking calculated risks can lead to rewarding hires.
Loss Aversion and the Interviewer’s Decision-Making
Loss aversion also plays a role in how interviewers make decisions. They may tend to overvalue candidates who seem to fit the mold perfectly and hesitate to hire someone who doesn’t fit exactly into the desired profile. This bias can cause interviewers to focus on avoiding losses rather than gaining the best possible hire.
Tip for Interviewers: Focus on the potential benefits of a candidate’s unique strengths, even if they don’t meet every single criterion. Resist the urge to dismiss candidates because of minor mismatches.
Cognitive Ease and Cognitive Strain
Kahneman’s idea of cognitive ease and cognitive strain can influence both the interviewee’s performance and the interviewer’s judgment.
For the Candidate: If you’re able to present your qualifications in a clear, straightforward manner, it will create cognitive ease for the interviewer, allowing them to process your information quickly and form a favorable judgment. On the other hand, if your answers are convoluted or difficult to follow, it can create cognitive strain and may lead to a less favorable impression.
For the Interviewer: If the interviewer experiences cognitive ease when speaking with a candidate—if the conversation flows smoothly—they might form a positive impression of the candidate’s competence and fit. However, cognitive strain might cause the interviewer to become more critical or overly cautious in their decision-making.
Tip for Candidates: Be clear and concise in your answers, and organize your thoughts before speaking. This will help reduce cognitive strain for the interviewer and improve the clarity of your responses.
Tip for Interviewers: Try to remain aware of the ease or difficulty in understanding a candidate’s responses. Recognize that cognitive strain can sometimes be a result of the interview format, and not necessarily the candidate’s qualifications.
The Planning Fallacy and Interview Preparation
The Planning Fallacy refers to the tendency to underestimate the time and resources required to complete a task. For candidates, this might manifest in overconfidence when preparing for an interview, believing that they don’t need to spend much time practicing or researching the company. Conversely, interviewers might underestimate how long the interview process will take, leading to rushed decisions or incomplete evaluations.
Tip for Candidates: Avoid the planning fallacy by adequately preparing for the interview—research the company, practice your responses, and anticipate potential questions. Proper preparation will help you avoid underestimating the challenges of the interview process.
Tip for Interviewers: Allow enough time in the interview schedule to fully evaluate the candidate’s fit. Rushed decisions are often poor decisions.
Conclusion
Incorporating insights from Kahneman’s Thinking, Fast and Slow into job interviews can help both candidates and interviewers make more informed, less biased decisions.
Candidates should be aware of how cognitive biases and heuristics can influence their performance and strive to engage in more deliberate, System 2 thinking. Interviewers, on the other hand, should recognize their own biases and take steps to create a fairer, more thoughtful evaluation process. By understanding and applying these theories, both parties can improve their chances of a successful, rational outcome
A study ‘What does job applicants’ body art signal to employers?’ by Stijn Baert, Jolien Herregods, Philippe Sterkens, investigates how visible body art (e.g., tattoos and piercings) affects the hiring decisions of job recruiters.
The focus of the study was on how body art interacts with various candidate characteristics, such as gender, obesity, and qualifications.
In the experiment the researchers used a state-of-the-art scenario approach, where participants assumed the role of recruiters assessing job candidates.
They evaluated candidates based on vignettes that varied by body art type, obesity, and other factors like gender, academic performance, and job-related skills.
Key Findings:
Overall Impact of Body Art: The presence of body art did not significantly reduce the likelihood of being invited for an interview or hired, suggesting body art doesn’t universally affect hireability. However, there were some notable nuances.
Gender Differences: Body art negatively impacted male candidates’ hireability. Men with body art had a lower probability of being invited to an interview and scored worse on hireability measures compared to men without body art. No such effect was found for women. This highlights the interaction between body art and gender, with men facing greater stigmatization.
Obesity and Other Factors: Obesity also lowered hireability, and its effect was stronger than that of body art. Obese candidates were rated lower on hireability, collaboration, and personality traits like emotional stability, but higher on traits related to productivity (e.g., manageability).
Perceived Personality and Collaboration: Candidates with body art were viewed as less honest, emotionally stable, agreeable, and conscientious, although they were also seen as more extroverted and open to new experiences. This suggests body art may signal certain personality traits to recruiters, but these signals vary by gender.
Recruiter Characteristics: The study controlled for factors like recruiters’ experience, education, and tendency to provide socially desirable responses. It found no evidence that these factors influenced the overall results, suggesting that the effects were not due to bias from participants’ personal experiences or social desirability.
The study shows that body art does influence hiring decisions, particularly for male candidates, who are judged more harshly for wearing body art compared to females.
The impact of obesity on hireability was more pronounced than body art, which suggests that physical appearance plays a significant role in recruitment decisions.
While body art did not have a strong effect on hiring outcomes overall, it did influence perceptions of personality and collaboration, and its impact varied by gender.
The Impact of Body Art on Job Recruitment: What Employers Need to Know
In today’s rapidly evolving job market, one might assume that professional qualifications and experience are the sole determinants of hiring decisions, espcially with the increase in the use of a structured job interview
However, appearances and personal traits, including body art, can still play a significant role in shaping hiring outcomes.
The Research Behind the Stigma
A recent experiment conducted by Van Borm et al. (2021) sought to explore the effect of body art on recruitment decisions. The study was based on the methodology established by Auspurg and Hinz (2014) but expanded to cover a broader range of job sectors and candidate characteristics.
Participants in the study were placed in the role of recruiters and tasked with evaluating applicants for one of eight job groups, including professions such as software developers, travel agents, and poets. These jobs varied in terms of required educational level, customer contact, creativity, and reliability.
By presenting a diverse set of job applicants with varying levels of body art, weight, and gender, the experiment aimed to uncover any potential biases related to these factors in the hiring process.
Key Findings from the Experiment
Body Art Does Not Necessarily Lower Hireability Overall
One of the key insights from the experiment is that the presence of body art (whether tattoos or piercings) did not significantly lower the overall likelihood of being hired or invited for an interview. Across all participants, candidates with body art were not found to have lower odds of being selected for an interview or hired compared to candidates without body art.
Gender Differences in Perception of Body Art
The study revealed an important gender interaction. While body art had little impact on the hireability of female candidates, male candidates with visible body art were less likely to be invited for an interview or hired. Specifically, male candidates with body art saw a 5.4% decrease in the probability of being invited for an interview and a similar drop in hiring appropriateness scores. This suggests that body art may carry a more significant stigma when worn by men, possibly due to ingrained societal perceptions about masculinity and professionalism.
Body Art Impacts Perceived Personality and Collaborativeness
Another crucial finding was that job candidates with visible body art were often perceived as less desirable colleagues. Recruiters rated these candidates as less pleasant to collaborate with, both as an employer and as a colleague. Interestingly, candidates with body art were also perceived as less honest, emotionally stable, agreeable, and conscientious. However, they were seen as more extroverted and open to new experiences, which may be beneficial in certain roles.
Obesity as a Parallel Stigma
In addition to body art, the study also explored the effects of obesity on hiring decisions. Similar to body art, candidates who appeared obese were rated lower in terms of hireability and personality, though they were seen as more productive in certain contexts. This finding emphasizes that physical appearance—whether in the form of body art or weight—can significantly influence hiring decisions, despite the lack of a direct link to job performance.
Actionable Points for Job Seekers
If you’re applying for jobs and have visible body art, the research suggests there are some important factors to consider in order to improve your chances of being hired:
1. Choose the Right Role
Not all jobs perceive body art the same way. For instance, positions that demand high levels of customer interaction or roles that are more traditionally “corporate” may have stricter standards around appearance. On the other hand, creative fields, such as graphic design, marketing, or the arts, are likely to have a more lenient view of body art. Consider whether the company’s culture aligns with your style and appearance before applying.
2. Understand the Gender Dynamics
The study showed that body art had a more significant negative effect on male candidates. This suggests that male candidates may need to be more strategic about when and how they showcase body art, especially if applying for roles in conservative industries. While it’s important to be authentic, understanding the cultural context of a given industry or organization can help mitigate any biases.
3. Leverage Your Other Strengths
If you have body art and are concerned about biases, you can proactively showcase other strengths that may counterbalance any perceived negative traits. Highlight your qualifications, relevant experience, and skills that align with the job description. Additionally, demonstrating your ability to collaborate and your commitment to the job can help break down stereotypes associated with body art.
4. Prepare to Address the Issue Directly
If you suspect that body art might be a concern during an interview, be prepared to address it directly and confidently. You could frame it as a form of self-expression or creativity, depending on the role you’re applying for. In some cases, explaining the significance of your tattoos or piercings might help hiring managers see them as a reflection of your individuality rather than as a hindrance.
Actionable Points for Hiring Professionals
As an employer, it’s essential to be aware of potential biases that may influence your hiring decisions. Here are some steps you can take to ensure a more inclusive and fair recruitment process:
1. Focus on Skills, Not Appearance
While body art may influence first impressions, it should never overshadow a candidate’s qualifications and experience. Instead of letting visible body art dictate your decision, focus on assessing candidates based on their skills, qualifications, and fit for the role.
Create a structured interview process that emphasizes job-relevant criteria, and avoid making judgments based on physical appearance alone.
2. Standardize Evaluation Criteria
The presence of body art can easily trigger implicit biases, leading recruiters to make assumptions about a candidate’s personality or work ethic. One way to counteract this is to use a standardized evaluation system. For instance, rate candidates on a consistent scale using objective criteria related to job performance. This helps ensure that all applicants are evaluated fairly and consistently, regardless of their appearance.
3. Educate Your Hiring Team on Bias
Hiring managers and recruiters should receive training to help them recognize and mitigate biases, including those related to body art.
Conducting regular workshops on unconscious bias, and educating your team on the impact of appearance-based discrimination, can improve decision-making and create a more inclusive recruitment process. ***other research shows how unconcious bias training is only effective if employees volunteer to attend the training
4. Adopt a Culture of Diversity and Inclusion
A company’s culture plays a significant role in shaping attitudes toward body art. To create a more inclusive workplace, foster a culture that values diversity in all its forms, including self-expression.
Encourage employees to be themselves and show that you embrace diversity in your hiring process. This sends a positive message to potential candidates and ensures that your organization attracts a wide range of talent.
The research reveals that body art, such as tattoos and piercings, can influence hiring decisions, but the impact is not universal. Gender, job type, and societal perceptions all play a role in how body art is viewed in the hiring process. While men may experience a greater stigma, body art does not always hinder a candidate’s chances, especially in creative industries or roles that emphasize individuality.
For job seekers, being strategic about the roles they apply for, understanding how their appearance may be perceived, and leveraging their strengths can help mitigate any biases. For employers, focusing on qualifications, providing bias training, and fostering an inclusive culture can ensure that recruitment practices are fair and equitable.
By adopting these actionable steps, both job seekers and hiring professionals can navigate the complexities of body art in the hiring process, ultimately creating a more inclusive, diverse, and fair work environment.
The recruitment process is found to be unfair to women who are viewed as being at an age where they are likely to become pregnant therefore needing to take maternity leave.
Across industries and around the world, interviewers often ask inappropriate, sometimes illegal, questions that hint at concerns about parental status, future family plans, or caregiving responsibilities.
Although it’s illegal to discriminate based on parental status in many countries, questions that aim to gather such information still emerge, often indirectly throughout the recruitment process.
Knowing how to respond to inappropriate parental (job interview) questions can help candidates protect their job prospects and, ultimately, contribute to reducing discriminatory practices in hiring.
In recent research, ‘How to respond to inappropriate questions in job interviews: Personal and social consequences of truth-telling, deflection and confrontation’ solutions to this common bias have been looked into.
Why do hiring managers ask questions about pregnancy?
Employment discrimination against women based on their potential for motherhood stems from deep-seated cultural biases and stereotypes.
Research shows that assumptions about women’s roles and availability can impact perceptions of their commitment, “fit,” and dedication to a job.
Often, women are expected to prioritize family responsibilities over work, a stereotype that rarely affects men in the same way even though many males now take paternity leave for long periods of time.
The belief feeds into a cycle where women may be asked inappropriate questions during the job interview, putting female applicants in the position of either awkwardly disclosing personal information or having to find a way to sidestep the question.
This scenario places women at a crossroads where they must carefully weigh how to respond, balancing their desire for authenticity with a pragmatic approach that supports their chances of being hired.
Conflict Management Strategies for Dealing with Illegal Job Interview Questions
Kahalon, R., Ullrich, J. and Becker, J.C. (2024) ‘How to respond to inappropriate questions in job interviews: Personal and social consequences of truth-telling, deflection and confrontation’, European Journal of Social Psychology research paper found three conflict management strategies that can be used to deal with inappropriate parental status interview questions.
The results from three experiments that attributed to the research suggest that ‘deflection’ (i.e., responding with another question) is the superior strategy when asked questions about future family planning as the strategy increases the chance of being hired compared to applicants who opt for truth telling (which can play into the employers biases).
Another option is ‘confrontation’ (i.e., saying that the question is inappropriate). The confrontation method was found to be superior in terms of a social level and leads to a decrease the probability that the same interviewer will asked similar questions to women in future interviews but is highly unlikely to result in a job offer for the candidate confronting the employer.
The 3 common strategies to approach the illegal interview question:
The Strategy of Truthful Disclosure
The first strategy is to answer the interviewer’s question honestly, even if it touches on sensitive topics.
For example, if asked about family plans, one might say, “Yes, I do plan on having children in the future,” or “I currently have two young children.”
Pros of Truthful Disclosure
Authenticity: This approach demonstrates openness and honesty, qualities that can sometimes foster trust.
Avoids Risk of Misinterpretation: With a direct answer, there’s no ambiguity, and interviewers cannot misinterpret your words.
Strengthens Personal Confidence: Answering directly can feel empowering, especially for those who value transparency.
Cons of Truthful Disclosure
Reduced Hiring Chances: Disclosing parental status or plans can sometimes play into biases, leading interviewers to view you as less committed to the job.
Reinforces Biases: By answering these questions, you inadvertently accept them as valid, which can perpetuate the belief that parental status is a legitimate consideration in hiring.
When to Use Truthful Disclosure
Truthful disclosure can be an appropriate response if:
You believe that the company genuinely supports work-life balance and doesn’t penalize employees for family commitments.
You feel comfortable sharing and believe your response will not affect your hiring chances.
Example Response: “Yes, I do have children, but I have a strong support system that allows me to be fully committed to my role.”
Practical Tip: Reframe the Disclosure
If you choose to disclose, use it as a segue to emphasize your strengths. For instance, mentioning a support system or flexibility plan demonstrates your commitment to managing both professional and personal responsibilities.
Confrontation as a Strategy for Social Change
Confronting the interviewer about the inappropriateness of the interview question is a more direct strategy that can go either way.
The direct approach challenges the interviewer and brings attention to the issue, signalling that inappropriate questions are not acceptable – sometimes the hiring manager isn’t aware of the appropriateness of the questions until their attention is drawn to it.
For example, if asked about your plans to start a family, you might respond, “I’m not sure how that’s relevant to my ability to perform in this role.”
Pros of Confrontation
Sets Boundaries: Directly addressing inappropriate questions helps set professional boundaries and demonstrates self-advocacy.
Promotes Social Change: Confrontation can have a ripple effect, discouraging interviewers from asking similar questions in the future.
Establishes Respect: This approach can also communicate that you are confident and unwilling to accept discrimination.
Cons of Confrontation
Perceived as Aggressive: Confrontation can sometimes be perceived as combative, especially for women, who may face backlash for challenging authority.
Risk of Not Being Hired: By directly opposing the interviewer, you might reduce your chances of securing the position.
When to Use Confrontation
Confrontation is ideal if:
You value setting a strong precedent against discrimination.
You’re willing to take a risk for the potential reward of encouraging more equitable practices.
Example Response: “I think questions about family status are generally unrelated to my professional abilities and commitment. I’m happy to discuss my relevant skills and experiences for this role.”
Practical Tip: Use a Neutral Tone
When confronting, aim to maintain a neutral tone to reduce the likelihood of being perceived as overly defensive. This can help frame your response as an assertion rather than an accusation.
Deflection: A Polite and Practical Response
Deflection is an indirect way of responding by sidestepping the question without providing a direct answer.
This strategy, which was found to be best approach in terms of becoming hired, can help avoid disclosing unnecessary personal information while keeping the conversation professional.
For example, if asked about family planning, you could respond with, “I’m curious, do many team members make use of the daycare facility you mentioned?”
Pros of Deflection
Protects Privacy: Deflection allows you to keep personal matters private without seeming evasive.
Maintains Likability: By using a neutral question, you keep the tone positive and professional, which can boost your appeal as a candidate.
Reduces Hiring Risk: This strategy is effective for protecting hiring chances, as it sidesteps the potential biases triggered by direct answers.
Cons of Deflection
Doesn’t Challenge the Bias: By deflecting, you avoid addressing the interviewer’s potentially discriminatory motive, which may not deter them from asking similar questions in the future.
Can Feel Evasive: Some interviewers might sense that you’re not answering directly, which could prompt additional probing.
When to Use Deflection
Deflection is especially useful if:
You want to keep the conversation professional without addressing the question directly.
You feel the interviewer may not take well to confrontation but want to avoid disclosing personal information.
Example Response: “I’m interested in hearing more about the company culture and how it supports work-life balance for all employees.”
Practical Tip: Shift the Focus
Try shifting the focus back to your professional qualities. Deflection can include redirection to emphasize your interest in the company’s culture, expectations, or support systems, keeping the interview on track.
Weighing the Cost-Benefit of Each Strategy
Each response strategy—truthful disclosure, confrontation, and deflection—vary in terms of their implications, and choosing the right approach depends on both the situation and your personal preferences.
Summary of the 3 strategies:
Strategy
Benefits
Drawbacks
Truthful Disclosure
Builds trust, feels authentic
Risk of reinforcing bias, reduced hiring chances
Confrontation
Sets boundaries, promotes social change
Can reduce likability, may harm hiring chances
Deflection
Protects privacy, maintains likability
Doesn’t challenge bias, might seem evasive
Additional Tips for Navigating Inappropriate Questions
Prepare Responses in Advance: Anticipating questions and practicing responses can make an applicant feel more confident and prepared. Consider rehearsing responses that both deflect and redirect the conversation.
Highlight Your Skills and Commitment: Redirecting to your professional abilities or relevant experience can subtly remind interviewers that your suitability for the role doesn’t hinge on your family status.
Be Aware of Legal Rights: Understand the laws in your region regarding interview questions. If a question directly violates your rights, you may wish to address it accordingly or, in some cases, consider reporting it.
Assess Company Culture: When you encounter inappropriate questions, consider it as a potential red flag regarding the company culture. If these questions feel invasive or suggest a lack of support for work-life balance, it may signal broader issues within the organization.
Trust Your Instincts: If an interviewer’s questions make you uncomfortable or seem inappropriate, remember that your response is ultimately for your benefit. You deserve to find a workplace that values your contributions, not your personal life.
Moving Forward: Balancing Personal and Social Impact
Balancing personal goals with a desire for broader change can be challenging, especially in job interviews.
Deflection remains a popular choice for its practicality, but if your long-term goal is to advocate for more inclusive workplaces, you may decide to occasionally confront inappropriate questions as well. Each response holds the potential to inform hiring practices and can, over time, contribute to changing the narrative about women in the workforce.
Remember that regardless of your response, simply being prepared and confident can make a significant difference. By thoughtfully navigating inappropriate questions, you can better protect your career prospects, challenge biases when possible, and work toward creating a more equitable workplace for everyone.
Source:
Kahalon, R., Ullrich, J. and Becker, J.C. (2024) ‘How to respond to inappropriate questions in job interviews: Personal and social consequences of truth?telling, deflection and confrontation’, European Journal of Social Psychology, 54(4), pp. doi:10.1002/ejsp.3062.
On the face of it, eye contact during a virtual video interview doesn’t seem that important. In a recent study by Shinya, M., Yamane, N., Mori, Y. et al, eye contact was found to be a key decision in the hiring process.
How to present yourself effectively on camera has never been more important. In particular, the power of eye contact – something we often take for granted in face-to-face interviews – can heavily influence how an interviewee is perceived by the interviewer panel during a video interview.
The following article will dive into why eye contact matters in virtual interviews, how gaze can impact evaluations, and share actionable tips to help a career professional make a strong impression during an online job interview.
Why Eye Contact Matters in Virtual Job Interviews
The power of eye contact is well-documented in psychology. Eye contact builds trust, shows confidence, and demonstrates attentiveness.
In face-to-face interviews, mutual gaze – when two people make direct eye contact – fosters feelings of connection, rapport, and understanding. However, in a virtual job interview, this dynamic is disrupted by the technology the applicant uses. The typical setup of an online video interview positions the camera slightly above the screen (and on laptops and phones the camera is fixed), so even if a candidate is looking at the interviewer’s face on the screen (the natural default), the job hunters gaze can appear averted to the interview panel, creating the perception that the interviewee is not fully engaged.
The study involving Japanese university students acting as interviewees in simulated job interviews revealed that candidates who looked directly at the camera (creating the perception of eye contact) were rated higher on all evaluation criteria than those who looked at the interviewer’s face on the screen.
In other words, aligning your gaze with the camera makes you come across as more confident, engaged, and trustworthy, which can play a big role in how a career professional is perceived as a potential hire. Impression management (your interview identity) is key to helping a job seeker increase job offers during the recruitment process.
Understanding “Skewed Visuality” in Online Interviews
In face-to-face interactions, maintaining eye contact happens naturally (unless the job applicant is nervous or lacks in self-esteem which both increase a ‘downward’ gaze).
When you’re talking to a screen, it’s easy to fall into what researchers call “skewed visuality” – the disconnect caused by looking at the screen instead of the camera. Humans naturally look at the screen, the interviewers face, to subconsciously read facial ques.
From your interviewer’s perspective, skewed visuality, creates the impression that the candidate’s eyes are downcast or even distracted. This discrepancy, although unintended, can make an interviewee seem disengaged or less personable, creating a ‘bored’ or ‘indifferent’ interview identity.
The impact of skewed visuality is particularly pronounced for candidates and interviewers who place high value on social cues like eye contact. The study found that women interviewers and interviewees, in particular, rated on-camera eye contact more favorably than their male counterparts, emphasizing that subtle differences in gaze behavior may affect perceptions differently across genders.
Improve how you ‘look’ in a job interview
These practical will help you ace your job interview by improving your ‘gaze’ during an online job interview
1. Set Up Your Screen and Camera for Success
Elevate Your Camera to Eye Level: A webcam positioned at eye level creates the most natural look. Many people make the mistake of looking down at their laptop camera, which can create the perception of being distant or disengaged.
Minimize the Interview Window: Shrink the video call window and move it as close to the camera as possible. This makes it more natural for the job applicant to look at both the camera and the interviewer’s face simultaneously, which can help maintain focus without losing that all-important direct “eye contact.”
Center Yourself in the Frame: Sitting far enough from the camera so that an applicant’s head and shoulders are in the shot is the best frame, and avoid positioning yourself too close to the camera, which can make an interviewee appear overly intense.
2. Practice Looking Directly at the Camera
Looking directly at the camera will at first feel strange and unnatural. However, you can use visual cues to train yourself:
Use Sticky Notes as Reminders: Place a small sticky note next to your camera to remind yourself where to look, particularly during key moments of the interview.
Practice with Video Recordings: Record yourself answering interview questions while looking at the camera. Notice how your gaze affects your appearance and adjust accordingly until you feel comfortable.
3. Engage with Non-Verbal Cues
Non-verbal cues, like nodding and smiling, can help convey warmth and interest even when your gaze is fixed on the camera.
Nod Slightly While Listening: Nodding conveys attentiveness and engagement. This subtle movement can help bridge the gap between face-to-face and virtual interaction, making you appear more approachable.
Smile at Appropriate Times: A genuine smile can enhance your facial expressions, making you seem more personable and enthusiastic. Smiling while looking at the camera is especially effective in creating a warm first impression.
4. Be Mindful of Cultural Nuances and Gaze Expectations
While gaze direction is essential, cultural factors can influence how your gaze is perceived. In some cultures, direct eye contact might be interpreted differently, especially in professional settings. Although Western contexts typically favor direct eye contact as a sign of confidence, East Asian contexts may not emphasize eye contact to the same extent. However, regardless of cultural norms, intentional eye contact in an interview setting often signals professionalism and attentiveness.
Research Cultural Norms: If you’re interviewing with an international company, it may be helpful to research cultural expectations around eye contact.
Ask for Feedback: If you’re unsure, consider asking a friend from a similar background to your interviewer to watch a practice interview and provide feedback on your gaze behavior.
5. Test Your Setup Before the Interview
Technical glitches or awkward camera angles can distract from your focus, so give yourself time to set up and practice before the actual interview. Here are some quick checks:
Check Your Internet Connection: A stable connection reduces the chances of delays, which can throw off the timing of your eye contact.
Run a Mock Interview: Have a friend or career coach conduct a mock interview on the same platform. Test your gaze technique to ensure you appear as natural as possible.
Adjust Your Lighting: Good lighting from the front (preferably natural light) can help highlight your face, making your expressions and gaze clearer. Avoid backlighting, which can create shadows and make it harder for the interviewer to read your expressions.
Overcoming the Challenge of “Skewed Visuality” with Confidence
While the difference between looking at the screen and looking at the camera may seem small, it has significant implications for online interactions, particularly in formal settings like job interviews. Candidates who appear as though they’re making direct eye contact tend to be perceived as more engaged and personable. By mastering these gaze techniques, you can stand out as a confident communicator.
Final Thoughts: Virtual Interviews and Future Trends in Communication Technology
As technology advances, the gap between virtual and face-to-face communication may narrow. In the meantime, understanding and leveraging the power of intentional gaze can give a savvy job hunter an edge in virtual interviews. Looking at the camera, practicing subtle non-verbal cues, and being mindful of cultural nuances will help candidates establish the presence of someone who’s genuinely invested in the conversation, even through a screen.
In a competitive job market, small adjustments during an interview performance can make a big difference in how potential employers perceive the career professional. By adopting these techniques, an interviewee can easily navigate the unique challenges of virtual interviewing, creating a lasting, positive impression that could be the deciding factor in landing a lucrative job offer.
Source:
Shinya, M., Yamane, N., Mori, Y. et al. Off-camera gaze decreases evaluation scores in a simulated online job interview. Sci Rep14, 12056 (2024).
Delaney, C. (2021). What Is Your Interview Identity. MX Publishing.
Recent research has found that using AI during an asynchronous video interview (AVI) will increase the chances of a job applicant gaining a job offer.
The use of AI in various fields has been a game-changer, and recruitment is no exception. One of the most interesting applications in this domain is how artificial intelligence, particularly tools like ChatGPT, has started impacting job interviews.
Asynchronous video interviews (AVI), in which a candidate responds to pre-recorded questions, have become a common selection method for organizations. This format allows candidates to participate at their convenience, without needing a real-time interviewer. However, the increasing accessibility of AI tools raises questions about fairness, integrity, and cheating in these interview settings.
The recruitment industry has seen a significant transformation with the advent of AI. From automating candidate screening to enabling predictive analytics for assessing future job performance, AI is reshaping the way companies hire talent. One of the latest concerns involves AI assistance in interviews, especially in AVIs, where nervous candidates may feel tempted to use AI tools like ChatGPT to generate their responses.
As discussed in previous articles, asynchronous video interviews have grown in popularity because they offer flexibility for both candidates and interviewers. Candidates record their answers to pre-set questions, and interviewers can review them at their convenience.
This format is handy for high-volume recruitment (global organisations, businesses opening new branches, companies with regular staff turnover IE hiring students) and geographically dispersed applicants. For highly skilled or paid roles, AVIs form the initial part of the recruitment process to reduce the number of human interviews (a cost-saving technique) for applicants who wouldn’t have made the cut.
Research Objectives: Exploring AI Cheating
The study by Damian Canagasuriam and Eden-Raye Lukacik provides the first examination of how AI cheating in AVIs can influence interview outcomes.
Specifically, the researchers sought to understand whether using AI tools like ChatGPT improves a candidate’s performance and how it affects other key factors, such as honesty ratings and procedural fairness.
The study was based on a pre-registered experiment involving 245 respondents from the online research platform Prolific. These participants were randomly assigned to one of three conditions:
1. **Non-ChatGPT Condition:** Candidates responded to interview questions without any AI assistance.
3. **ChatGPT-Personalized Condition:** Candidates provided their résumé or contextual information to ChatGPT and modified the AI-generated responses before using them.
By comparing these groups, the researchers aimed to measure differences in overall interview performance, response content, delivery, perceived honesty, and procedural justice.
Key Findings: AI Boosts Performance but Raises Ethical Concerns
One of the most notable findings of the study is that candidates who used AI assistance, particularly in the ChatGPT-Personalized condition, received significantly higher scores on overall performance and content. This suggests that AI-generated responses are generally more articulate and well-structured than human-generated responses, potentially giving AI users an advantage in the interview process.
The high scores suggest that the cross reference of the applicant’s resume against the contextual information (the job spec) creates more relevant answers. The two of the three rules for a successful interview outcome are 1) identify the job criteria and 2) be a self-promoter.
However, the study also found some drawbacks to using AI in interviews. While AI-assisted candidates performed better in terms of content, their response delivery ratings (i.e., how well they communicated their answers) were not significantly different from those of the non-ChatGPT group. This indicates that the AI-generated content did not necessarily make candidates appear more convincing or engaging in their delivery.
These findings relate to research into impression management – your interview identity, where tonality, body language, word choice, humour, confidence, rapport, and communication style in general, impact the likeability factor influencing the employer’s view of the candidate’s credibility. The third rule of a successful interview is 3) communicate with confidence.
More importantly, both AI conditions received lower honesty ratings than the non-ChatGPT group. This suggests that interviewers or evaluators were able to sense the lack of authenticity in AI-generated responses, even if they couldn’t pinpoint exactly why.
Honesty is a crucial factor in job interviews, and a dip in perceived integrity could negatively impact candidates who rely heavily on AI tools. Four out of the sixteen interview identities are formed when a candidate is perceived as knowledgeable and/or experienced due to the content of the (AI-prompted) interview answer but delivered with poor communication, including the ‘indifferent interview identity’.
Furthermore, candidates in both ChatGPT conditions rated the interview process lower in terms of procedural justice. This indicates that even those who used AI felt that the process was less fair, potentially because they were aware that they were not fully representing themselves. This dissatisfaction with the process may affect their overall perception of the employer and could lead to negative candidate experiences.
Implications for Employers: Fairness and Integrity
For employers, these findings raise important questions about the validity of AVIs as a selection tool in the age of AI. If candidates are using AI to improve their responses, it becomes difficult to determine whether the interview truly reflects the applicants capabilities or if it’s a reflection of AI’s language generation prowess.
Employers may need to reassess their reliance on AVIs and consider whether these interviews can accurately assess a candidate’s potential. In addition, AI detection measures may become necessary to maintain the integrity of the process. Tools that can identify AI-generated content or discrepancies between a candidate’s résumé and their interview responses could help mitigate AI cheating. However, these measures could also introduce new ethical concerns, such as privacy invasion or over-scrutiny of candidates’ personal data.
Moreover, interviewers may need to be trained to focus more on qualitative aspects of the interview, such as authenticity and emotional intelligence, rather than solely on the content of the responses. This shift could help ensure that interviews continue to assess the human qualities that are essential for many roles.
Implications for Job Seekers: The Ethics of AI Assistance
For job seekers, the temptation to use AI tools like ChatGPT in interviews is understandable, especially when facing tough competition. This is especially true for anxious interviewees who may look for a shortcut to help boost their morale during the recruitment process.
AI can help candidates craft more polished and compelling answers, improving their chances of success. However, the study highlights the potential risks of relying too heavily on AI. There are other AI tools that can help job seekers prior to the job interview including Linked-In interview preparation AI tool which helps prepare candidates for job interviews by measuring not only the content of their interview answers but also the applicant’s communication style; filler words, word count, and sensitive phrases.
One key concern is that interviewers may perceive AI-generated responses as dishonest, even if they can’t explicitly identify the use of AI. This perception could harm a candidate’s reputation and lead to lower ratings in areas like integrity and trustworthiness—qualities that are often critical in hiring decisions.
Additionally, candidates who use AI tools may experience feelings of guilt or dissatisfaction with the interview process. If they feel that they are not accurately representing themselves, they may question whether they truly deserve the job, leading to imposter syndrome or a lack of confidence in their abilities.
For those who choose to use AI assistance, the challenge lies in striking the right balance between leveraging AI for improvement and ensuring that their responses remain authentic and personal. Candidates should view AI as a tool to refine their communication, rather than as a crutch that does all the work for them.
A mix of AI assistance and a human mock interview could give the greatest advantage to a job applicant.
Broader Ethical Considerations: The Future of AI in Recruitment
The rise of AI in recruitment presents a broader ethical dilemma: To what extent should AI be allowed to influence the hiring process? On the one hand, AI can help level the playing field by providing candidates with tools to express themselves more effectively, especially for those who may struggle with language or articulation. On the other hand, if AI-generated responses dominate interviews, the process may become more about evaluating AI’s capabilities than assessing the candidate’s own skills and personality.
There is also the risk that over-reliance on AI could lead to a lack of diversity in responses. AI tools like ChatGPT are trained on large datasets, which may not fully capture the nuances of individual experiences, particularly for underrepresented groups. If AI-generated responses become the norm, there is a danger that interviews could lose the diversity of thought and perspective that is essential for innovation and problem-solving.
Employers and candidates alike will need to navigate these ethical challenges as AI continues to evolve and become more integrated into the recruitment process. Clear guidelines and transparency about the use of AI in interviews could help maintain fairness while allowing candidates to benefit from AI tools in a way that enhances, rather than replaces, their own abilities.
Conclusion: Navigating the AI-Assisted Future of Recruitment
As AI becomes more prevalent in job interviews, both employers and candidates will need to adapt. Employers must find ways to ensure that interviews remain a reliable measure of a candidate’s potential, while candidates must carefully balance the benefits of AI assistance with the need to remain authentic and trustworthy.
The future of recruitment will likely involve a combination of human judgment and AI-enhanced tools. The challenge lies in ensuring that this combination enhances the process without compromising the values of fairness, diversity, and integrity that are essential for effective hiring.
Source:
Canagasuriam, D. and Eden?Raye Lukacik (2024). ChatGPT, can you take my job interview? Examining artificial intelligence cheating in the asynchronous video interview. International journal of selection and assessment. doi:https://doi.org/10.1111/ijsa.12491.
Delaney, C. (2021). What Is Your Interview Identity. MX Publishing.
In today’s competitive job market, only the strongest interviewees are offered high-paying roles.
While stating job experience and qualifications on the application form will get you a job interview it is the persuasive communication skills of the career professional that lands a job offer. The interview is where you truly make your case. Interviews are more than just answering questions—they’re about persuasion, impression management, and connecting with your interviewer on multiple levels.
Understanding psychological principles will give the savvy candidate an edge over the competition. The article explores how psychological tricks, rooted in the science of persuasion and social psychology, can increase an interviewee’s ability to win over the interview panel.
Cialdini’s Principles of Persuasion in Job Interviews
You can’t write an article on the psychology of persuasion without quoting Cialdini.
Reciprocity: Building Rapport by Giving (and then receiving)
The principle of reciprocity is simple: people feel obligated to return favours.
In an interview setting, reciprocity has to be subtle. By offering something of value to the interviewer—whether it’s information, insight, or a genuine compliment can create an overwhelming need for the interviewer to offer something in return for the initial ‘gift’.
For instance, during a discussion about the company’s challenges, offering a thoughtful idea or a unique perspective can create a sense of reciprocity. The interviewer might feel more inclined to view you favorably because you’ve provided something of value that they can use.
Authority: Presenting Yourself as an Expert
Interviewers are looking for candidates who can bring expertise to their roles.
By subtly establishing yourself as an authority in your field, you can significantly enhance your appeal. This doesn’t mean bragging; instead, it involves demonstrating your knowledge through well-prepared, detailed answers. Citing relevant experience, referring to industry standards, or mentioning certifications can all help establish your authority.
The interview prediction grid model (interview identity test) explains how being seen as a confident expert (charismatic interview identity) in the recruitment process vastly increases the chances of a candidate being offered the advertised role. The key is to balance confidence with humility, ensuring you come across as knowledgeable but not arrogant (egocentric interview identity).
Social Proof: Leveraging the Power of Testimonials and References
Social proof, the idea that people look to others to determine what is correct, can be powerful in an interview.
Providing examples (embedding the examples within the job interview answer) of positive feedback from previous employers, clients, or colleagues can reinforce your suitability for the job.
In addition, persuasive applicants will reference LinkedIn recommendations or bring up relevant endorsements which subtly remind the interviewer that others have recognized the candidate’s abilities. Many employers look at candidates LinkedIn profile prior to the interview and the applicant’s content, posts, and any recommendations create either a ‘halo’ or ‘horns effect.
It is also powerful to discuss how another employer has already offered the applicant a job, as this creates scarcity of persuasion as well as social proof.
Social proof not only boosts an interviewee’s credibility but also aligns with the interviewer’s desire to select a candidate validated by others.
Liking: Building a Personal Connection
People are more likely to say yes to someone they like.
During an interview, finding common ground with the interviewer can be invaluable. Common ground could be something as simple as a shared interest, or a similar career path, or any commonality (attended the same university, both eat at the same restaurant, or watch the same TV programme – all personal information that is easy to find on social media platforms once a job seeker has the interviewers name).
Engaging in light, relevant conversations about these topics can make the interviewee more likable. However, authenticity is crucial; forced attempts to connect can have the opposite effect.
In addition, showing genuine interest in the interviewer and the company culture can foster a positive, likable impression.
Scarcity: Highlighting Your Unique Qualities
Scarcity, the idea that people value what is rare, can be used to a career professional’s advantage by highlighting what makes them uniquely qualified for the position.
Whether it’s a rare skill set, a unique experience, a track record of being successful in the sector, or an uncommon perspective, emphasizing these aspects can make you stand out. For example, if you have experience in a niche area that the company is looking to expand into, make sure to bring this to the forefront during your interview.
Remember the other job applicants are likely to have a similar level of academia, experience, and knowledge, what the persuasive interviewee offers is something unique and valuable in addition to the norm.
Consistency: Aligning with the Company’s Values
People like to see consistency in others’ behaviour and beliefs.
In an interview, this means aligning your answers and examples with the company’s core values and mission. Researching the company thoroughly beforehand will help you tailor your responses to reflect these values.
If a company values innovation, for example, sharing past experiences where you brought new ideas to life can show that you’re a good fit. Consistency between what you say and what the company stands for can significantly strengthen your candidacy.
Cognitive Biases in Interviews
Halo Effect: Making a Strong First Impression
The halo effect is a cognitive bias where an initial positive impression influences subsequent judgments.
In a job interview, the first few minutes are crucial in setting the tone for the rest of the conversation. A confident handshake, a warm smile, and professional attire contribute to a strong first impression.
Preparing a succinct, compelling introduction about yourself that highlights key strengths can also help trigger the halo effect. Once the interviewer has a positive initial impression, they are more likely to view the rest of your responses through that favourable lens.
Warning: the horns effect is the opposite of the halo effect, a first bad impression (sweaty handshake, stuttering introduction, and weak body language) will create a negative lens that all interview answers are filtered through.
Anchoring: Setting the Tone for Key Discussions
Anchoring refers to the tendency to rely heavily on the first piece of information encountered when making decisions.
This piece of psychology can be used to the applicant’s advantage in an interview by setting the tone early by discussing a key success, or a unique selling point, something that the employer requires.
In a similar vein, when asked about your experience, starting with the most impressive achievement can set a high standard for the rest of the interview.
The technique is also used during salary negotiations. For example, if salary is discussed, mentioning a higher figure early on can serve as an anchor, making subsequent negotiations more favorable to you.
Confirmation bias is the tendency to search for, interpret, and remember information in a way that confirms our own preconceptions.
As an example, If an interviewee can create a positive perception early in the interview, confirmation bias may cause the interviewer to focus on aspects of their responses that reinforce the interviewers positive view, creating a self-fulfilling prophecy.
Subtly guide this process by consistently tying the interview answers back to stated strengths and experiences that align with the job requirements. Remember the three rules for a successful job interview are 1) identify the job criteria, 2) be a self-promoter 3) communicate with confidence.
By reinforcing the interviewer’s positive assumptions, the candidate will be remembered by the interviewer more favorably (and stated weaknesses that slip out during the interview will be subconsciously dismissed).
Nonverbal Communication: The Silent Influencer
Body Language: Conveying Confidence and Openness
Much research shows how body language can significantly influence how a person is perceived in an interview.
Open, confident postures – sitting up straight, leaning slightly forward, and using hand gestures when speaking—can convey confidence and self-assurance.
Avoid closed-off gestures such as crossing your arms, which can make you appear defensive.
Smiling (naturally not forced) and nodding occasionally when the interviewer speaks can also signal an attentive and agreeable candidate.
Eye Contact and Mirroring: Establishing Trust
Maintaining appropriate eye contact is crucial in building trust and rapport during an interview.
Eye contact shows confidence and sincerity. However, it’s important to strike a balance as too much eye contact can be perceived as aggressive, while too little can suggest insecurity.
Mirroring (subtly mimicking the interviewer’s body language), can also create a subconscious rapport. For example, if the interviewer leans forward, the candidate can mirror the same a few moments later. Mirroring can also be used verbally; mimicking tonality, volume, and word choice.
The mirroring technique can make the interviewer feel more comfortable and connected to the job applicants, increasing their chances of being remembered positively.
Hand Gestures: Enhancing Verbal Communication
Using hand gestures while speaking can make an interviewee’s verbal communication more engaging and memorable as research suggests that people who use hand gestures are often perceived as more energetic and enthusiastic.
Hand gestures can be particularly useful when explaining complex ideas or discussing your experiences. However, it’s essential to keep gestures natural and not overdo them, as excessive movement can be distracting.
Impression Management Techniques
Self-Promotion: Highlighting Your Achievements Effectively
Self-promotion involves presenting accomplishments in a way that highlights your competence without coming across as boastful.
When discussing achievements, focus on how the achievements benefited your previous employers and what you learned from those experiences.
For example, instead of saying, “I was the top salesperson,” you might say, “I consistently exceeded my sales targets by doing X, which contributed to a 20% increase in revenue for the company. An alternative way to achieve sales targets was to do Y but the negative impact of this approach was Z, which is why on this occasion I chose the first approach” This not only highlights your success but also demonstrates your understanding of its broader impact.
Ingratiation: Sincerely Complimenting the Interviewer or Company
Ingratiation involves using flattery or compliments to increase your likability.
While flattery is effective (everyone enjoys being praised), it’s important to be sincere.
Complimenting the interviewer on something specific—like their insights during the interview or the company’s recent achievements can create a positive atmosphere.
However, over-complementing or making insincere comments can backfire, making you seem disingenuous. The key is to find opportunities to express genuine admiration or respect without overstepping.
Emotional Intelligence: The Key to Managing Interactions
Self-Regulation: Staying Calm Under Pressure
Job interviews for most are very stressful.
Stress leads the job applicant to act in a way that doesn’t show their true selves, and therefore what the candidate can offer the organisation if they are successful in the recruitment process.
Emotional intelligence plays a critical role in how a career professional handles the stress and pressure of a job interview.
Self-regulation, a key component of emotional intelligence, involves managing your emotions and staying composed.
Techniques like deep breathing or visualization can help calm a person’s nerves before and during the interview. Repetition – attending many job interviews or undertaking mock interviews creates calmness through familiarity (knowing what to expect).
By maintaining composure an interviewee can think more clearly, respond more effectively, and project genuine confidence.
Empathy: Understanding the Interviewer’s Perspective
Empathy -the ability to understand and share the feelings of another, can be a powerful tool in an interview.
By considering the interviewer’s perspective (what they’re looking for in a candidate, their concerns, and their goals, the company values, leadership styles)a savvy candidate can tailor their responses to address the needs of the employer. Rule one for a successful job interview outcome, identify the job criteria.
For example, if the interviewer is concerned about a gap in an applicants employment history, the candidate can proactively address it by explaining how they used that time productively through, as an example, returning to education.
Being aware of the interviewer’s emotional response to an interview answer can help the interviewee change, adapt or build on the answer depending on their understanding of the employer’s feelings.
Also, demonstrating empathy shows that you are not only a good communicator but also attuned to others’ needs. A vital skill in some job roles.
Conclusion
By understanding and applying principles of persuasion, managing cognitive biases, using effective nonverbal communication, and leveraging emotional intelligence during a job interview will significantly increase the chances of a career professional gaining a job offer.
The techniques discussed will help an interviewee present their best self, making a strong impression. While psychological techniques can give you an edge in job interviews, it’s important to use them ethically. The goal is to present yourself authentically and build genuine connections.
Remember, the key is not just to be prepared, but to be self-aware and responsive to the dynamics of the interview process. With these insights, a job hunter will be well-equipped to navigate your next job interview with confidence.
References
Cialdini, R. B. (2007).Influence: The Psychology of Persuasion (Revised Edition). Harper Business.
Cialdini’s book is a foundational text in understanding principles like reciprocity, authority, and social proof, which are crucial in persuasive communication, including job interviews.
Judge, T. A., & Cable, D. M. (2004). The effect of physical height on workplace success and income: Preliminary test of a theoretical model. Journal of Applied Psychology, 89(3), 428-441.
This study explores how first impressions, including nonverbal cues like height, can influence perceptions of authority and competence in professional settings, such as job interviews.
Todorov, A., Mandisodza, A. N., Goren, A., & Hall, C. C. (2005). Inferences of competence from faces predict election outcomes. Science, 308(5728), 1623-1626.
Discusses how first impressions based on facial appearance can impact judgments of competence, relevant to the halo effect in interviews.
Guthrie, C., & Diekmann, K. A. (2007). Cognitive biases in negotiator judgment: An experimental study. Negotiation Journal, 23(2), 105-119.
Explores various cognitive biases, including anchoring and confirmation bias, which are applicable in interview settings when setting expectations and reinforcing positive perceptions.
Ekman, P., & Friesen, W. V. (1969). Nonverbal leakage and clues to deception. Psychiatry, 32(1), 88-106.
This classic study on nonverbal communication is useful for understanding how body language can reveal underlying emotions and intentions during interviews.
Goffman, E. (1959).The Presentation of Self in Everyday Life. Anchor Books.
Goffman’s work on impression management provides a theoretical foundation for understanding how individuals present themselves in social interactions, including job interviews.
Goleman, D. (1995).Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.
Goleman’s book introduces the concept of emotional intelligence, which is key in managing one’s emotions and understanding others during high-stakes situations like job interviews.
Rafaeli, A., & Sutton, R. I. (1990). Busy stores and demanding customers: How do they affect the display of positive emotion? Academy of Management Journal, 33(3), 623-637.
This study explores how emotional displays can influence perceptions in professional settings, relevant to the discussion of self-regulation and empathy in interviews.
Kacmar, K. M., & Ferris, G. R. (1991). Perceptions of organizational politics scale (POPS): Development and construct validation. Educational and Psychological Measurement, 51(1), 193-205.
Explores the role of impression management in organizational contexts, providing insight into tactics like self-promotion and ingratiation during interviews.
Bargh, J. A., & Chartrand, T. L. (1999). The unbearable automaticity of being. American Psychologist, 54(7), 462-479.
Discusses the automatic nature of social behavior, including mirroring and other nonverbal communication strategies that can be employed in interviews.
Chris Delaney (2021) Book: What is your interview identity
Explains the structured job interview process, unconscious bias and how an interviewee can present the best version of themselves
The wrong hiring decision can cost an organisation, not only financially – A study conducted by the Society for Human Resources Management (SHRM), found that is can cost up to five times a bad hire’s annual salary, but also productively: Research into the positive and negative effects of recruitment at the National Business Research Institute (NBRI) found that 37% of bad hires affected employee morale and 18% of employers found that a bad hire had a direct negative impact on client relationships
The number one reason for bad hiring practices is an employer’s job interview process. This includes a lack of due diligence, interviewers’ assumptions and unconscious biases, and, offering roles based on the applicant’s personality (the nice person) rather than the interviewee’s competences.
Tweaking the interview process is easy to implement and will have a positive impact on future hires.
These 5 job interview steps will help you make the best hire.
Implement a structured job interview
Much research proves how a structured job interview over an informal job interview improves the rate of a positive hire.
A structured job interview is the process of asking job interview questions that have a direct relevance to the job role – this sounds obvious, but during an informal job interview it is easy for the conversation (which is unplanned and more free-flowing) to go off on a tangent.
Each job applicant is asked the same, on average 8-10, job interview questions.
All questions are marked on a pre-agreed grading system. Each grade will have a list of criteria the interviewee must cover during their interview answer to receive a particular score.
This logical approach results in the highest-scoring person being offered the job role.
Have multiple interview rounds (for higher-paid roles)
Commonly, an interview panel (2-3 interviewers) conduct the job interview. The idea behind this practice is designed to create a fair process, as each interviewer individually scores each applicant, before comparing scores.
One issue with the interview panel is that people will often alter their allocated scores based on what the (natural) group leader decides. In short, humans make judgements based on what they believe other people want to hear. Psychologically, people never want to be seen by others as doing something ‘wrong’ even a personal judgment.
Multiple interview rounds delivered by different hiring managers, especially for senior roles and high-paid positions, result in a better hire – a better higher is the applicant’s actually ability to perform well once employed. This is due to similar questions being asked in several structured job interviews (and often one informal job interview and/or assessment round) by various professionals who can review interview answers from different perspectives.
Spread interviews out
Most organisations during the recruitment window will offer interviews to candidates over the short period of 1-2 days. On average 8 people are offered job interviews for every advertised position, with each interview lasting around 45-60 mins. This back-to-back recruitment practice is tiring for the interview panel, which can negatively affect the decision-making process.
The solution is to have one, or maybe two interviews scheduled a day with flexibility between interviewees to allow, if needed, an interview to run over. Asking additional questions to gather more information and details, rather than sticking strictly to the initial set of questions can ‘open up’ an applicant allowing the interview panel to more easily predicted that persons job performance, and fit within the team.
Asking ‘what was your role in that example?’ or ‘ how did you come to that solution?’ or ‘what mistakes did you make before you were successful?’ to a pre-set interview question gathers more intelligence.
Give a task
They say a picture paints a thousand words. But if you talk the talk can you walk the walk?
For many job roles, a key part of the required task will be a particular action; from writing risk assessments to completing calculations, from problem-solving to selling, from cooking to code-breaking. If the main task is something that can be tested, test it.
Set the task in real conditions, using a task the applicant would be doing once employed, and check their ability to complete the required job duties.
Think about the team culture
A new hire can make or break an existing team. Hiring a new employee can add some spice to the team, creating a new energy, new motivation, and a new purpose. Famously the difference between Steve Jobs being rehired at Apple compare to the period when Jobs wasn’t employed was the difference in why we still view Apple products as a consumer favorite.
One of the interview stages must be questions to review the employee’s temperament and to match that to the team culture. Team culture interview questions can include:
Are you a goal or problem-orientated person?
Do you work better within a team or on your own?
What motivates you the most, starting or finishing a task?
What’s the most important thing to you in a job?
How do you describe your role within a team?
Recruitment has changed over the past 10 years, career professionals are more likely to quit than to work in a job they dislike, many employees job-hop every 3-5 years, and first-choice hires will decline not only job offers but job interviews if they deem them not worthy. The job interview itself is one of the ways an applicant will decide of they are likely to take an offered role. As well as having to balance the design of the recruitment process to be seen as a good hire, employers must think about an interview process that ensures they hire an individual that will not only fit within their existing team but that will add value to the organisation.
The 5 step interview process
Implementing the 5 simple interview steps; a structured multiple-round job interview, within team, and job-directed questions over a period of time allows an employer the time and space to recruit someone worthy of their advertised salary.
In a job interview, positive body language complements verbal communication and significantly impacts how you are perceived by interviewers.
Demonstrating confidence, professionalism, active engagement, and genuine interest through your non-verbal cues can leave a lasting impression and differentiate you from other candidates.
Remember to maintain eye contact, use appropriate hand gestures, and be mindful of your posture throughout the interview. A warm and genuine smile can convey enthusiasm and likability. By mastering positive body language, you enhance your chances of success in job interviews and project yourself as the ideal candidate for the role.
