Virtual interviews are now a permanent fixture in the hiring landscape. Current research has highlighted how most people fear being interviewed online, even with the well-known advantage of having notes visible to the interviewee (not the interviewer) throughout the virtual job application process.
To succeed with a virtual job interview, candidates need to move beyond basic preparation and master the unique technical, environmental, and interpersonal dynamics of communicating effectively through a screen.
This guide provides the latest advice to ensure your next online interview is a success.
1. Master Your Technical Setup: The Pre-Interview Check
There is nothing worse than spending hours and hours planning, preparing, and practicing in preparation for a job interview, for it not to happen due to a broken camera, a weak internet signal, or a lack of the correct video platform.
ADVICE: Don’t let a technical glitch derail your interview. Test your entire setup at least 24 hours in advance.
Platform Proficiency: Use the same video conferencing platform (Zoom, Teams, etc.) that the company intends to use. Familiarize yourself with all the features.
Audio & Visual Check: Verify that your microphone, camera, and speakers are working correctly.
Connectivity: A wired internet connection is more stable than Wi-Fi. Close any unnecessary applications to free up bandwidth.
Backup Plan: Keep the interviewer’s phone number or email address handy in case of a connection issue. In the worst-case scenario, have a phone ready to use.
Power Up: Ensure your device is fully charged or plugged in.
2. Curate Your Environment: Setting the Stage for Success
Your surroundings communicate professionalism.
Privacy & Quiet: Choose a quiet, private space where you won’t be interrupted by people, pets, or background noises.
ADVICE: Put a ‘do not disturb’ notice on the door
Optimal Lighting: Face natural light (like a window) or use a direct desk lamp. The goal is to illuminate your face, not create a silhouette. You need to test this prior to the interview.
Professional Background: Opt for a neutral, uncluttered real-world background. Avoid using virtual backgrounds, as they can sometimes be distracting or glitchy.
Clean your room: Not only does what you wear affect the interviewers first impression, so does the room you are in during a virtual interview – keep it clean, tidy, and professional looking
3. Refine Your On-Screen Presence: More Than Just Talking
Your non-verbal communication is amplified on camera. First, think about the position of the camera and how this frames you (head shot, full body shot, or chest to head shot, which is recommended)
Eye Contact: Look directly into the camera lens when you speak. This simulates direct eye contact with the interviewer.
ADVICE: Place the camera so the lens is at head height
Body Language: Maintain good posture, smile naturally, and nod to show engagement. Use natural hand gestures within the camera frame, but be mindful not to overdo it.
Sitting to close to the screen will limit the number of gestures you will naturally use.
Dress Code: Dress as professionally as you would for an in-person interview. It puts you in the right mindset and shows you are taking the opportunity seriously.
4. Prepare for Modern Interview Styles: Strategy & Substance
Generic answers won’t cut it these days. Prepare for competency-based questions effectively. The recruitment panel scores each question against the job duties/required skills, and knowledge needed for the advertised role.
When answering each question, ensure the example states 2-3 job interview criteria.
The STAR Method: Practice answering behavioral questions using the STAR method (Situation, Task, Action, Result). This provides structured, quantifiable examples of your experience.
Skills Assessments: Be prepared for potential skills-based tests or live problem-solving scenarios where you might need to share your screen. Some organizations use an online automated system to test skills, prior to a second human interview.
Using Notes: Use bullet points on a physical notepad for quick reference, but avoid reading from a script, as it can sound robotic.
5. The Professional Follow-Up: The Final Touch
The interview isn’t over until the follow-up is sent.
Timely Thank You: Send a personalised thank-you email to each person you interviewed with within 24 hours.
Personalisation is Key: Reference specific points you discussed with each individual to make your message memorable and reinforce your interest in the role.
Remember the three rules for a successful job interview.
Identify the job duties, skills, qualities, and required knowledge (embed these into your interview answers)
Promote and sell yourself – give detailed answers, use lots of examples, and explain actions YOU took
Be confident with your communication. Vary volume, tonality, and pause at appropriate points. Smile, gestures, and use good diction.
In today’s job market, competition for vacancies is at an all-time high with, often hundreds of people applying for the same role.
Employers, in the main, use a structured job interview process when interviewing candidates. A structured job interview is where the interviewer uses a standardised set of questions, asked in a consistent order, and evaluates candidates using predefined scoring criteria of 1 = weak answer, and 4 = strong answer.
To choose the correct score for each answer, the interview panel cross-references the applicant’s answer against the criteria written under each interview question. As an example;
Question: “Tell me about a time you had to meet a tight deadline. What was the outcome?”
Scoring:
1 = No clear example
2 = Completed task with difficulty, vague outcome
3 = Clear example, proactive planning, positive measurable result
4 = Theory relating to subject, real life work example, proactive planning, explains options, pros, and cons. Reason for choosing action, data, outcome/impact, and lessons learnt.
The best job interview answers are strategic, specific, and tailored to the job and company.
1. Directly Answers the Question
Stay on-topic.
Avoid going off on tangents or giving generic answers.
Use clear, concise language.
2. Uses the STAR Method for Behavioral Questions
Situation ? Task ? Action ? Result This format helps structure your response clearly:
Situation: What was the context?
Task: What was your responsibility?
Action: What did you do?
Result: What was the outcome? Quantify it if possible.
3. Tailored to the Role and Company
Use keywords from the job description.
Align your skills and experiences with what they need.
Show you understand their values, mission, and goals.
4. Showcases Impact and Results
Focus on what you achieved, not just what you did.
Use numbers, metrics, or brief anecdotes to prove your success.
“Increased sales by 25% in six months…”
“Reduced support ticket resolution time by 40%…”
5. Highlights Soft Skills and Cultural Fit
Show emotional intelligence, teamwork, adaptability, leadership, etc.
Employers want people who work well with others and fit the culture.
6. Authentic and Confident (but not arrogant)
Be honest and self-aware.
Own your accomplishments, but don’t exaggerate.
Be enthusiastic about the role.
7. Practice, But Don’t Memorize
Prepared answers sound polished.
Over-rehearsed answers sound robotic or inauthentic.
A good interview answer isn’t good enough
As a general rule of thumb, is that all interviewees, and on average 8 applicants attend each face-to-face interview (to note many global brands now use an AI video interview to conduct an initial screening interview as they often receive 1000s of suitable applicants for a role). Each of the 8 career professionals will have a very similar background, qualifications, and experiences, which results in their interview answers being similar, therefore being scored the same.
This is why a ‘good’ interview answer (being scored a 3) isn’t good enough because most interviewees will receive the same grade.
Example: “Tell me about a time you handled a conflict at work.”
Grade 1 answer: “I just try to stay calm and talk it out with the person.”
Grade 2 answer using the STAR method “At my last job, a coworker and I disagreed about how to approach a client’s project (Situation). We were both passionate, but it was affecting team morale (Task). I scheduled a one-on-one with them to understand their point of view and shared mine calmly (Action). We found common ground and even improved the original proposal. Our manager appreciated the collaboration, and the client was very satisfied (Result).”
Grade 3 answer
“Disagreements between colleagues can easily get out of control, causing long-term damage to collaboration and teamwork unless they are handled professionally. As an example, in a previous position, a coworker and I had different viewpoints on how we should approach a client’s project. We were both passionate about our opinions and were both keen to have a positive outcome for the client, with this in mind, I knew we needed to work together to resolve how we could best work together.
I suggested we meet to review each other’s suggestions and to look at how they met the client’s brief and expectations. Even though I suggested and led the meeting I was mindful not to be forceful with my ideas and to listen to my colleagues’ reasons for his opinion. My cross-referencing the two ideas against the client’s brief, we were able to move forward by taking the best of both suggestions to create an improved project plan.
Once the plan was in place, the work moved forward quickly as the project team had a clear direction, instructions, and communication which resulted in the project being achieved on time, and on budget, and with the client being very satisfied.”
Grade 4 answer
“Conflicts between colleagues, if not managed professionally, can escalate and negatively impact collaboration and team dynamics. Generally speaking there are 5 approaches to conflict management as Thomas-Kilmann conflict management research found: they are competing, collaborating, compromising, avoiding, and accommodating. Each situation requires a different approach, but in the main, with colleagues collaborating is a useful approach.
In a previous role, a colleague and I had differing views on how to approach a client’s project. We were both passionate about our ideas and committed to delivering the best outcome for the client. Recognising the importance of teamwork, I took the initiative to suggest a meeting where we could review each other’s proposals in detail and assess how well they aligned with the client’s brief and expectations. Commonly when two people have a conflict, they become defensive which rarely produces a positive result. With this in mind, I ensured I was respectful and open minded, I used active listening skills throughout, and focused the meeting on the shared goal of meeting the project brief.
During the meeting, I made a conscious effort to create a balanced and respectful environment—leading the discussion without dominating it, and actively listening to my colleague’s perspective. By cross-referencing both approaches against the client’s requirements, we identified complementary elements in each and merged them into a stronger, more refined project plan.
This collaborative solution gave the project team clear direction and improved communication, which helped us deliver the project on time, within budget, and to the client’s satisfaction. In fact I remember the client gave us additional business in the values of around £300,000 due to the quality and outcome of the project.
The experience reinforced for me how constructive dialogue and mutual respect can turn conflict into a catalyst for better outcomes.”
In summary, the more detail that is given in a job interview answer, as long as the detail is relevant to the advertised job role, and is delivered in a confident and engaging manner, will result in a higher-scoring interview answer. Employers score answers high if they include the theory of the subject, a real-life example, and any positive outcomes, especially when they relate to the employer’s business.
It’s that time of year when students receive their A-Level results and make the big education decisions about their future – should I go to university?
Traditionally, a university is the choice for a student who wants a high-paying, successful career, with the belief that a degree will open the door to career opportunities.
Recently, numerous online articles have claimed that one does not need a university degree to earn a substantial income. The articles, which often present a one-sided view, explain how gaining a degree also comes with a student load debt that needs paying off (alternatively, a degree apprenticeship is fully funded).
Let me make it easier for you to decide whether or not to apply for a traditional university course or a degree apprenticeship?
We will also look at earnings for a graduate vs non graduate and the cost of repaying a student load, depending on future income (salaries affect the cost of a monthly repayment – not all graduates with the same student loan cost make the same repayments)
Higher Education Options – Food for Thought
You can apply for a degree course and student finance at any age – you don’t need to attend higher education straight after A-Levels or B-Tec results.
It has been estimated that between 183,000 to 232,000 18-24-year-olds in the UK took a gap year in 2023. Additionally, around 29,920 students defer their university course each year to take a gap year.
***Deferring university means delaying the start of your studies for a year after you’ve been accepted. You apply for the course and then request to defer your start date, typically to the following academic year.
You can attend university and then apply for a degree apprenticeship or vice versa
A degree apprenticeship is funded by the employer and does not require a second student loan. In fact, as an apprentice, you will be paid a salary when recruited as a degree apprenticeship. And some salaries are very competitive.
For some careers, it is a legal requirement to have a particular degree – as an example in Medicine
The number of degree apprenticeship opportunities is rising but this depends on the job sector – competition is high
Data highlights that graduates earn more than non-graduates
Different universities offer different courses, and entry requirements vary per university – not all universities are the same. Also, colleges (further education) can offer higher educational courses (normally at a cheaper rate)
A degree apprenticeship is full-time, with one day a week on average spent in education. Apprentices are paid a full-time salary and do not have to pay any tuition fees.
A clear comparison between UK degree apprenticeships and traditional university places:
Degree Apprenticeships in the UK (2022/23, England)
In the 2024–25 academic year, degree apprenticeship starts rose by 12.5% to 36,570.(The Guardian)
University Entrants/Places in the UK
In the 2022–23 academic year, UK higher education institutions had a total of 2,937,155 students enrolled, with 2,053,520 undergraduates and 883,635 postgraduates.(Universities UK)
Through the UCAS system in 2023, 554,465 applicants were accepted onto undergraduate courses.(Universities UK)
Another estimate suggests around 565,000 undergraduate acceptances in the 2023 cycle.(House of Commons Library)
For 2023/24, the total student population at UK HE institutions stood at around 2.90 million.(House of Commons Library)
Apprenticeships and traditional university: Summary
Degree apprenticeships are growing—but still remain a small slice of overall higher education provision.
In 2022/23, there were about 46.8k starts in England.
Meanwhile, over half a million students were accepted into traditional undergraduate degrees across the UK in 2023.
In terms of scale, university places vastly outnumber degree apprenticeship starts by roughly a 10-to-1 margin or more.
The cost of going to university
The cost of going to university in the UK depends on several factors, including whether you’re a home (UK) student or international, the location, and your lifestyle choices.
Tuition Fees – this can change year on year.
UK/Home Students (England, Wales, NI)
Up to £9,250 per year for most undergraduate courses.
Total for a 3-year course: £27,750 (not including living costs).
Tuition is free for Scottish students studying in Scotland (covered by SAAS).
Students from other UK nations studying in Scotland pay up to £9,250.
International Students
Tuition fees typically range from:
£10,000–£25,000/year for undergraduate courses.
Up to £30,000+ per year for top universities (e.g., Oxford, Cambridge, medicine, engineering).
The total 3-year cost can exceed £75,000+, excluding living costs.
2. Living Costs
Living costs vary widely depending on where you study. Below is an average annual estimate:
Location
Estimated Cost per Year (Living Only)
London
£12,000–£15,000
Other UK Cities
£9,000–£12,000
Staying at home
£4,000–£6,000
These include:
Rent: £400–£800/month (more in London)
Food: ~£150–£250/month
Transport: ~£30–£100/month
Books/supplies, clothes, social, etc.
3. Total Estimated Cost (UK Student)
Item
3-Year Estimate
Tuition
£27,750
Living (avg)
£27,000–£36,000
Total
~£55,000–£65,000
But remember: UK students don’t pay upfront. Most students will borrow their tuition fees and maintenance loans from the government (student finance England or SAAS)
The big question on most people’s lips is how much do I have to repay back? This is where the article writers question the cost of university rather than starting a degree apprenticeship. Let’s first look at the student loan repayment system for the UK and then look at the pros and cons of choosing a traditional degree or an apprenticeship.
4. Student Loan Repayments (UK)
You repay only if you earn over £25,000/year (Plan 5, England).
Repayment = 9% of income over the threshold.
Loans are wiped after 40 years (Plan 5).
Interest is based on RPI (Retail Price Index).
Example:
If you earn £30,000, you repay 9% of £5,000 = £450/year or ~£37/month.
5. Other Costs
Laptop, books, software: £300–£800 total
Travel (trains, flights home): varies
Societies, gym, leisure: ~£300–£500/year
Summary Table
Type
Cost per Year
3-Year Total
Tuition (UK student)
£9,250
£27,750
Living (outside London)
~£9,000–£12,000
~£27,000–£36,000
Total (UK student)
£18k–£21k/year
£55k–£65k+
Degree Apprenticeships in the UK
In the UK, degree apprenticeships are available across a growing range of job sectors, especially those with skills shortages.
Here’s a breakdown of the main job sectors currently offering degree apprenticeships:
1. Engineering & Manufacturing
Civil Engineer
Mechanical Engineer
Aerospace Engineer
Nuclear Technician/Engineer
Product Design & Development Engineer
Manufacturing Manager
Employers: BAE Systems, Rolls-Royce, Jaguar Land Rover, Network Rail
Employers often prefer candidates with a university degree for several reasons, though this is changing with the rise of apprenticeships and skills-based hiring.
Here’s a breakdown of the traditional logic behind their choice:
Why Employers Prefer University Degrees
1. Signal of Capability and Commitment
A degree signals that a person can:
Handle complex tasks and deadlines.
Work independently for several years.
Commit to long-term goals.
It acts as a “filter” for maturity, reliability, and work ethic.
2. Subject Knowledge / Theoretical Understanding
Degrees provide in-depth knowledge of a field.
E.g., physics for engineering; law for solicitors.
This helps employees understand the “why” behind their work—not just the “how”.
3. Soft Skills Development
University can develop:
Critical thinking
Problem-solving
Research skills
Communication and teamwork
These are harder to measure but highly valued in professional roles.
4. Professional Requirements
Some careers legally require a degree (or equivalent), such as:
Doctors, lawyers, architects, teachers, nurses.
Many professions require accreditation, which is built into certain degree programs.
5. Universality and Recognition
Degrees are globally understood and standardized.
This helps HR teams quickly compare candidates.
Especially useful for graduate schemes or large companies processing thousands of applications.
6. Traditional Hiring Models
Many industries have legacy systems built around graduate recruitment.
Employers partner with universities.
Structured graduate schemes require a 2:1 or similar.
But This Is Changing…
In recent years, many employers are re-evaluating this bias due to:
Factor
Impact
Skills shortages
More focus on on-the-job learning
Cost of university
Employers value practical experience
Diverse talent needs
More companies now hire based on skills
Rise of apprenticeships
Companies can train & retain earlier
Some top firms (e.g. PwC, EY, Google, IBM) no longer require a degree for many roles.
Average Salaries for Graduates
One of the biggest motivators for deciding between attending university or applying for work is the potential salary post-graduation vs the cost of attending university.
Below is a breakdown of the average salaries for graduates versus non-graduates in the UK, using the most recent official data:
Real terms gap: Graduates £26.5k vs Non-graduates £19.5k (??£7k advantage)
What This Means in Practice
Graduates earn significantly more—both annually and over a lifetime—even after accounting for loan repayment.
Subject and sector make a big difference:
Graduates in high-paying fields like law or finance earn substantially more.
Those in lower-paying sectors like charity or public services may see a smaller gap.
Regional disparities also affect starting salaries, with London and the Southeast typically offering more—but often at a higher cost of living. (Colleges in the UK, ISE Knowledge Hub)
How to decide if you need to attend University
Does your future job require a certain University degree?
Are you looking for a career in a job sector that doesn’t offer a degree apprenticeship?
Do you need an income now? Apprentices are paid, whereas a student isn’t (but they can apply for a part-time job)
Are you looking for the ‘university experience’?
Do you have the correct entry requirements for a degree?
Are you happy with the student loan repayment system?
We all know that job interviews can be intimidating, but with the right preparation and mindset, they can be an opportunity to showcase your potential and stand out from the crowd.
Whether you’re new to the job market or a seasoned professional looking for your next opportunity, these ten detailed interview tips will help you leave a lasting impression and increase your chances of landing the job, gaining salary increases, and progressing your career.
1. Do Your Homework: Research the Company Thoroughly
One of the biggest mistakes candidates make is walking into an interview without understanding the company.
Even though the interview question ‘what do you know about the organisation?’ is losing traction in the modern job interview, applicants need to understand the company, its values, mission, and working style.
Understanding the working of a business is also key in terms of a career professional deciding if they would accept a job offer.
Take the time to research:
The company’s mission and values – Align your answers with what matters to them.
Recent news, product launches, or initiatives – Referencing these can demonstrate genuine interest.
Technology – understanding how technology is being/going to be used in the business (as an example, Amazon is looking to increase robots over human workers)
Their culture and work environment – Use sites like Glassdoor or LinkedIn for insights.
Key competitors – Understanding the industry landscape shows strategic thinking.
Doing your homework allows you to speak intelligently and tailor your answers to show you’re a great fit for their team.
2. Understand the Role Inside and Out
Beyond just reading the job description, break it down and match it to your own skills and experience. Ask yourself:
What are your main responsibilities?
What problems is this role trying to solve?
Which of your achievements directly connect to the role’s key requirements?
Anticipate what challenges the role may come with and be prepared to discuss how you can solve them. This will show initiative and depth of thought, at its best, highlighting your industry expertise.
3. Practice Common Interview Questions
Interviews almost always include a mix of behavioral, situational, and classic questions.
Prepare answers to questions such as:
“Tell me about yourself.”
“Why do you want to work here?”
“What are your strengths and weaknesses?”
“Describe a time when you overcame a challenge at work.”
These questions may be asked in various ways (as an example, the question ‘what are your strengths? ‘ can be reworded as ‘ what can you bring to the team?’ or ‘tell me something you are most proud of in work?’, but the underlying question is always the same.
The STAR method to structure your interview answers is an easy-to-digest formula that will help you answer commonly asked interview questions.
Situation – What was happening?
Task – What was your role?
Action – What did you do?
Result – What was the outcome?
Practicing answering interview answers out loud helps you sound more confident and natural during the interview. Take this one step further and book a job interview coaching session.
4. Prepare Smart, Insightful Questions
An interview is a two-way street. You’re evaluating them as much as they’re evaluating you. Remember, the job you choose, the organisation you decide to work for, is key in terms of your career success and work happiness.
For every job interview, prepare thoughtful questions to ask the hiring manager, such as:
“Can you describe the team I’ll be working with?”
“What does success look like in this role?”
“How does the company support professional development?”
“Why do you like working for the organisation?”
“What are the biggest challenges currently facing the team?”
“How will you go about achieving next year’s strategic goals?”
Avoid asking questions you could easily find online (as everyone will ask the same questions) — focus on what shows critical thinking and engagement.
5. Dress for Success (and Appropriateness)
Your appearance sets the first impression, even before you speak. Much research shows how the first impression is linked to people’s unconscious biases. How you decide to dress should be influenced by the company’s job sector.
Match your attire to the company’s culture:
Corporate/Finance/Legal: Business formal – suit and tie or equivalent.
Startups/Creative roles: Business casual is usually safe.
Remote interviews: Still dress professionally (at least from the waist up).
Always aim to look polished and intentional — being slightly overdressed is better than underdressed.
6. Be Punctual and Technically Prepared
Showing up late is one of the easiest ways to lose credibility before the interview even starts. This is true even when the reason for lateness is beyond your control IE a traffic accident.
Aim to arrive:
10–15 minutes early for in-person interviews.
At least 5–10 minutes early for video interviews, giving time to check your connection, camera, lighting, and background.
Check before you leave. Google Maps will tell you about any traffic incidents, giving you a quicker alternative route
Research car parking, as the walk from a car park to the interview can be long
Make sure your phone is silenced and you’re free from distractions.
7. Show Confidence and Positive Body Language
First impressions go beyond words. Here’s how to project confidence:
Maintain good posture — sit upright but relaxed.
Make eye contact (or camera contact for virtual interviews).
Smile when appropriate and show enthusiasm.
Avoid filler words like “um,” “like,” or “you know.”
Confidence without arrogance shows that you believe in your abilities while staying grounded and approachable.
8. Focus on Achievements, Not Just Responsibilities
Give detailed job interview answers. Much online advice says to give ‘short interview answers.’ This is incorrect; in a structured job interview, details matter.
Anyone can list what their job was — what sets you apart is what you accomplished. Instead of saying:
“I was responsible for managing social media accounts,”
Say:
“I grew our Instagram following by 50% in six months and increased engagement by creating targeted campaigns.”
Use numbers, percentages, or examples to demonstrate your value. Metrics make your impact tangible.
9. Follow Up With a Professional Thank-You
After the interview, send a thank-you email within 24 hours. A good thank-you message should:
Thank the interviewer for their time.
Reaffirm your interest in the role and the company.
Briefly mention one or two points you enjoyed discussing.
Include any follow-up materials (e.g., work samples, references).
It’s a small gesture that reinforces professionalism and keeps you top of mind.
10. Be Authentic – Be Yourself
It’s easy to fall into the trap of trying to give the “perfect” answer. But interviews are as much about chemistry as they are about credentials.
Be honest about your experiences — even the messy or imperfect ones.
Share what excites you about the work.
Let your personality shine through. People hire people, not resumes.
Authenticity builds trust, and trust can often be the deciding factor between two qualified candidates.
If you feel stressed, nervous or anxious about an upcoming job interview, book a virtual job interview coaching session to improve your interview confidence.
Job Interview
Interviews don’t have to be stressful if you come prepared. Think of them as a conversation — a chance to explore a mutual fit.
With research, preparation, and a little self-confidence, you can turn any interview into an opportunity to showcase your value and make a memorable impression.
Winning job interviews comes from showing confidence (positive body language, fewer filler words, eye contact, smiles) and industry expertise (longer interview answers, detailed descriptions, real examples, use of data)
Artificial intelligence has become a key part in hiring decisions. The question job seekers are asking: Are AI interviewers fair, useful, or ethical?
A 2025 study published in The International Journal of Human Resource Management has shed light on this new automated recruitment trend: the rise of humanized AI interviewers.
AI interviewers, designed with social and emotional intelligence, are not only changing how interviews are conducted but also how candidates perceive and respond to them.
Empathy in Algorithms: The Rise of Socially Intelligent AI
The study focused on AI interviewers programmed to exhibit “intimacy behaviours”—subtle yet powerful social cues such as empathetic facial expressions, responsive gestures, and conversational warmth.
These behaviours, often associated with human interaction, are embedded into AI systems to simulate a more natural and engaging interview environment.
Participants who interacted with these humanized AI agents reported significantly more positive experiences. They described the interviews as fairer, more comfortable, and less intimidating compared to traditional AI or even some human-led interviews.
This suggests that when AI mimics human social behaviour effectively, it can foster trust and openness in candidates.
Interestingly, previous research has highlighted negative human reactions to AI interviewers due to a lack of the AI’s emotional human interactions.
Improved Impression Management and Candidate Confidence
One of the most compelling findings was the improvement in candidates’ impression management.
When interviewees felt that the AI was empathetic and responsive, they were more likely to present themselves confidently and authentically. This dynamic not only benefits the candidate as they are more likely to give detailed interview answers, but also enhances the quality of information available to employers, potentially leading to better hiring decisions.
Moreover, the perception of fairness, often a concern in automated hiring, was notably higher in interviews conducted by socially intelligent AI. Candidates felt they were being evaluated on a level playing field, free from the biases that can sometimes influence human interviewers.
Ethical and Managerial Implications
While the benefits are clear, the study also raises important ethical and managerial questions.
For instance, how transparent should companies be about the use of AI in interviews?
Could the emotional cues of AI be manipulated to influence candidate behaviour unfairly?
And what happens when candidates form emotional connections with non-human agents?
These concerns highlight the need for thoughtful implementation and regulation. Organizations must balance technological innovation with ethical responsibility, ensuring that AI tools enhance rather than undermine the integrity of the hiring process.
The Future of Recruitment
This research marks a pivotal moment in the evolution of recruitment. As AI continues to evolve, its role in human resource management will likely expand, from screening resumes to conducting emotionally intelligent interviews. We are already aware of the high number of organisations using some type of AI/automation during recruitment projects, as the cost saving behind a fully automated hiring service is a big incentive for employers.
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.
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
Employers understand that job interviews are the critical component of the hiring process, serving as a key mechanism for employers to assess candidates’ suitability for a position.
The fact that no-one employer has found the perfect processing that results in the hiring of their first-choice candidate has led, over the years, to extensive research.
This research has been conducted to understand the intricacies of job interviews, from the structure and format to the biases and perceptions that can influence hiring outcomes.
We have collated the key points from a range of academic research on job interviews, providing hiring managers with the insights into how the major findings from scholarly articles can be optimized for better hiring decisions.
1. Introduction to Job Interviews
The Role of Job Interviews: Job interviews are designed to evaluate a candidate’s skills, experience, and cultural fit within an organisation.
The interview, 1-2-1, panel interview, or more recently video interview – the traditional question and answer job interview format, are used across various industries and at all job levels, for part or full time positions, and for low-level to high-level job roles.
Types of Job Interviews: Interviews can be structured (formal), semi-structured, or unstructured (informal).
Structured interviews, where each candidate is asked the same set of questions and scored against a pre-written scoring criteria, are often found to be more reliable and valid predictors of job performance compared to unstructured interviews.
2. Structured vs. Unstructured Interviews
Research on Structured Interviews:
A comprehensive review by Huffcutt and Arthur (1994) found that structured interviews are significantly more reliable than a unstructured recruitment process.
The structured interview reduces the variability in interviewers’ ratings and enhance the objectivity of the hiring process.
McDaniel et al. (1994) conducted a meta-analysis showing that structured interviews have higher predictive validity for job performance.
Advantages of Structured Interviews:
Consistency: All candidates are evaluated using the same criteria, often using as coring system, making the process fairer.
Reliability: Structured interviews provide consistent results over time.
Legal Defensibility: They are less likely to be challenged in court as they adhere to standardized procedures.
Inconsistency: Different interviewers may focus on different aspects of the candidate’s responses, leading to inconsistent evaluations.
3. Biases in Job Interviews
Gender and Racial Bias:
Research by Koch, D’Mello, and Sackett (2015) highlights the persistent issue of gender bias in interviews, where women are often rated lower than men for the same qualifications.
Studies on racial bias, such as those by Bertrand and Mullainathan (2004), demonstrate that candidates with ethnic-sounding names are less likely to receive callbacks for interviews, indicating a systemic bias in the hiring process.
Strategies to Mitigate Bias:
Structured Interviews: As previously mentioned, structured interviews help mitigate biases by standardizing questions and evaluation criteria.
Training: Interviewer training programs can raise awareness about unconscious biases and provide strategies to reduce their impact.
Blind Hiring: Removing identifiable information (e.g., names, gender) from applications can help ensure candidates are evaluated based on their qualifications alone.
4. Applicant Reactions to Interview Formats
Perceptions of Fairness:
Research by Bauer et al. (2001) shows that candidates perceive structured interviews as fairer and more job-related than unstructured interviews.
Fairness perceptions are crucial as they can influence a candidate’s willingness to accept a job offer and their overall view of the organization.
Candidate Experience:
Chapman and Zweig (2005) found that a positive interview experience can enhance a candidate’s attraction to the organization. This includes clear communication, respectful treatment, and timely feedback.
Impact on Diversity and Inclusion:
Structured interviews can support diversity and inclusion efforts by providing a level playing field for all candidates.
Studies like those by Ployhart and Holtz (2008) suggest that when properly implemented, structured interviews can help organizations build a more diverse workforce.
5. Behavioral and Situational Interviews
Behavioral Interviews:
Based on the premise that past behavior predicts future performance, behavioral interviews ask candidates to describe previous experiences related to job competencies.
Taylor and Small (2002) found that behavioral interviews are effective in predicting job performance and reducing biases.
Situational Interviews:
Situational interviews present candidates with hypothetical scenarios and ask how they would handle them.
Latham and Sue-Chan (1999) suggest that these interviews are particularly useful for assessing problem-solving skills and judgment.
Comparative Effectiveness:
A meta-analysis by Huffcutt, Conway, Roth, and Stone (2001) indicates that both behavioral and situational interviews have strong predictive validity, with slight differences depending on the job context and competencies being assessed.
6. Technological Advances in Job Interviews
Video Interviews:
The rise of video interview platforms has transformed the recruitment landscape. Research by Chapman and Webster (2003) highlights the convenience and cost-effectiveness of video interviews, though they may present challenges such as technical issues and reduced personal interaction.
Covid impacted the commonality use of video interviews which are now viewed as the norm.
AI and Automation:
AI-driven interview tools are increasingly being used to assess candidates’ responses and non-verbal cues.
Studies like those by Chamorro-Premuzic et al. (2016) emphasize the potential of AI to enhance objectivity, though ethical considerations and transparency are critical.
Virtual Reality (VR) Interviews:
Emerging technologies like VR are being explored for immersive interview experiences.
Slater and Sanchez-Vives (2016) suggest that VR can provide realistic job previews and assess candidates in simulated environments.
Conclusion
The familiar question and answer type Job interview remains a fundamental part of the hiring process, with ongoing research continually enhancing our understanding of best practices to support hiring managers to recruit the most suitable candidate.
Structured interviews, awareness of biases, positive candidate experiences, and technological innovations are key factors that contribute to more effective and equitable hiring decisions. By incorporating insights from scholarly research, organizations can improve their interview processes , leading to better hiring outcomes and a more diverse and competent workforce.
References
Bauer, T. N., Truxillo, D. M., Paronto, M. E., Weekley, J. A., & Campion, M. A. (2001). Applicant reactions to different selection procedures: Are applicants more favorable to face-to-face interviews?
Bertrand, M., & Mullainathan, S. (2004). Are Emily and Greg more employable than Lakisha and Jamal? A field experiment on labor market discrimination.
Chapman, D. S., & Zweig, D. I. (2005). Developing a nomological network for interview structure: Antecedents and consequences of the structured selection interview.
Huffcutt, A. I., & Arthur, W. Jr. (1994). Hunter and Hunter (1984) revisited: Interview validity for entry-level jobs.
McDaniel, M. A., Whetzel, D. L., Schmidt, F. L., & Maurer, S. D. (1994). The validity of employment interviews: A comprehensive review and meta-analysis.
Taylor, P. J., & Small, B. (2002). Asking applicants what they would do versus what they did do: A meta-analytic comparison of situational and past behavior employment interview questions.
Koch, A. J., D’Mello, S. D., & Sackett, P. R. (2015). A meta-analysis of gender stereotypes and bias in experimental simulations of employment decision making.
Chris Delaney (2021) Book: What is your interview identity
