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.
The recruitment process is a highly competitive process with hundreds, sometimes thousands, of applicants applying for each vacancy. Having an edge is key, and every little improvement can help you land that all-important job offer.
Here is a list of 70 easy-to-implement changes to help you succeed in the job interview.
The tips will include advice on structured job interviews, video interviews, preparation, and answering questions.
Top Tips
Understand the structured job interview process (how job applicants are scored during the interview) as this will help you in terms of how you answer questions
Detailed and relevant answers score higher than short and snappy replies
Using examples in an interview answer helps employers understand your value, knowledge, and experience
Speaking confidently creates authority – this includes pace, pauses, volume, and tonality
Fully understand the essential job criteria (job duties, skills, qualities required) and reference three of these per interview answer
Be a self-promoter; talk up your experiences, use power words, and explain actions you took in tasks
Rhythmic breathing helps to relax you
If you sit confidently, you will feel confident due to the mind-body cycle
Practice saying your interview answers out loud, as this technique helps improve memory more than just writing down your answers
Ask questions to clarify what the employer is asking,g as this will help you to give the most relevant answers
Pre-interview preparation
Research the organisations values, vision, and mission, and this will highlight the employers way of working
Use Google Maps on the day of the interview as this will help you avoid traffic jams
Bring an umbrella, there is nothing worse than turning up to the interview wet
Carry pocket-sized wet wipes to clean your shoes before you arrive at the interview
Carry out mock interviews to practice answering questions
Write down your ten unique selling points to boost your confidence and to be used during the interview
For video interviews, check your down/upload speed on your internet
Re-read your CV/application as employers will ask questions based on what you wrote
Check the interview panel’s LinkedIn profile as this helps you feel like you know them, which makes it easier to talk to the interviewers
Familiarity creates confidence; get to know the company. Visit the premises, check out the website, and read news articles to get a feel for the company
Virtual job interviews
Ensure you have a clear background
Test your lighting – a light above the head often works best, but this depends on the darkness/brightness of the room
Ensure you won’t be interrupted, a sign on the door works best
Test the microphone/headset – and double-check your mic isn’t on mute (we have all done this)
Place the camera so it shows the stomach to the top of your head – this allows the interviewer to see your face, and gestures
Check if there is any construction or other noisy activities happening on the day of the interview
For some online interviews, you will need to pre-register
Put animals in a different room. I have seen cats jump on people’s laps during online interviews
Reduce your vocal pace during a virtual interview to ensure you are understood
Look towards the camera not the screen as this creates virtual eye contact
Interview arrival
Arrive in plenty of time, in some large organisations you may have to walk up flights of stairs to a second reception area
Ensure you have all required documents (ID, qualifications, DBS, etc)
Bring a copy of the interview invitation to show to the receptionist
Be polite on arrival, even if you are stressed through running late as there have been many cases of the person at reception being part of the interview panel
While in the waiting area, sit with a confident and professional posture to help improve your first impression
Use the waiting time to re-read your CV/interview preparation notes
Ensure you relax your body (through breathing/positive posture) as the mind/body cycle can help you feel calm
When you meet the interviewer, give a confident handshake while maintaining strong eye contact
Smile and ask questions to help create rapport
Give compliments to create likeability (people like people who like them)
Interview Answers
Start answers with a confirmation statement; “Yes I have lots of experience in this area…” as a confirmation statement encourages the interview panel to listen to the rest of your answer
For technical questions, as well as giving an example, explain the theory relating to the question (project management process, stakeholder matrix, engineering reasoning, etc) Stating a theory highlights a high level of knowledge
Always, always, where possible give an example
When giving an example 1) state the situation 2) discuss actions you took and the reason why 3) share the positive outcome and/or lessons learnt
Relate answers to the organisations vision and mission; “…I know that your company is interested in expanding into X, I have been through this process in a previous company where I was….”
Use positive power words/language throughout the interview
Nod along when an employer is talking about their company/projects to build rapport and likeability
Be aware of the structure of your interview answer. Waffle turns people off, and a lack of an easy to digest sequence losses peoples interest
Ask (on some questions), does that answer your question or is there anything else you would like to know
At the end of each answer, summaries what you have discussed; “in summary…”
Be seen as an authority
What you wear says a lot about. Dress powerfully, be seen as powerful
Quote industry experts creates authority via association
State data, percentages, quotes, ask this makes information easy to digest
Smiling, eye contact, gestures, mirroring, and mimicking language creates high levels of rapport
Discuss reasons behind decisions to highlight high levels of knowledge “…there were two options, option would have X, and option two would have Y, I choose option two because….”
Build on what an employers states. As an example if they mention about expanding into a new industry discuss the pros and pitfalls, and when possible give advice
Praise employers for recently business successes. Hiring mangers subconsciously associate positive feelings with the person they are communicating with
Reframe perceived problems. As an example if the employer states they want to expand into a new competitive market, and they make reference to the difficulties on this venture, give them a new frame of reference; “yes it can be difficult, but with my experience of entering new markets I can make the process much easier by…”
Prior to job searching, write articles for industry websites as this help you to be seen as an industry expert
Give detailed interview answers. Within one answer give several examples to show your breadth of experience
Post job interview
Reflect on your interview answers. Which answers worked well, which got lost, which answers could be improved
Write down any new examples, improved answers, or engaging ‘lines’ that hit the mark
If you have an interview coach book an interview review coaching session to continue to improve your interview answers
Continue to job search until you have a job offer(s)
For any gaps in your knowledge, undertake some research
Think about your non-verbal’s, did your body language, gestures, and facial expressions have a positive impact?
Reflect on your tonality, volume, pace. Did these reinforce the words you used?
On a scale of 1-1,0 how confident were you? Could your confidence level improve?
Write down any of the unexpected or tricky interview questions
Ask yourself if you actually want this job role (sometimes an interview tells us this isn’t the company I want to work for)
With tax increases, cuts backs, and a freeze in recruitment drives, finding a new job is becoming more difficult.
The light at the end of the doomy tunnel is the truth that there are still jobs being advertised.
The number of vacancies has decreased: “Overall vacancies declined to 736,000 over the period from March to May 2025.” Source: Economics observatory, which means competition for each job role is high.
With more people applying for fewer vacancies, who will get hired?
Some say ‘the best person for the role’ will be offered the position, but who is the best person?
The person with the most experience?
The candidate with the highest qualification?
The applicant with a persuasive personality?
Experience, qualifications, or a persuasive personality alone are never enough to guarantee a job offer.
The Interview prediction grid explains how it’s a mixture of perceived experience/qualifications X confident (persuasive) communication that creates a successful interviewee (source: Interview Identity)
Understanding the Rules for a Successful Job Interview
Relevance is king in a job interview.
The biggest mistake experienced career professionals make is discussing experiences that are low on the organisation’s hierarchy of criteria for the advertised position.
For each company, and for each role within the organisation, there is a hierarchy of experiences, skills, knowledge, and qualities that are required for the position being advertised.
Speaking generically, in a structured job interview, each of the hierarchy of criteria will be asked in one of the job interview questions.
If the company values stakeholder management, they may ask, “Give me an example of influencing multiple stakeholders to actively engage them in a multiagency project”.
For a lower-skilled job, where ‘teamwork’ is valued highly, the question may be “Can you share a time you worked successfully within a team?”
Being able to foresee the hierarchy of criteria, therefore predict the interview questions, allows a savvy applicant to rehearse their interview answers.
In a structured job interview, a scoring system is used, where applicants’ answers are graded by being cross-referenced against a list of criteria and/or example answers.
The scoring system is often 1(low) to 4 (high). The interviewee with the highest score, the person who references more of the essential criteria, is offered the role.
Job criteria can be easy to predict. For some roles, finance, as an example, mathematics, and financial knowledge, will be on the hierarchy of criteria.
The company values, mission, and vision will also give clues to how the organisation operates, which links directly to their operational styles.
As an example, the company may be proactive or reactive, innovative or process-driven, and they may be a large corporation or a small family business.
The wording of the interview question also gives clues to the hierarchy of criteria. “Give me an example of influencing multiple stakeholders to actively engage them in a multiagency project,” compared to “give me an example of successfully working with multiple stakeholders.”
Even though the questions are similar, the word “influencing” is key here. The interviewee may discuss stakeholder theory, such as the stakeholder matrix, to explain the reason behind their actions, helping to acquire a higher scoring interview answer.
The key to a successful job interview is only discussing relevant information in your interview answer.
Language influences
Self-promotion is not only key for a successful job interview, but it is also expected.
Research has proven that detailed (relevant) interview answers score higher than simple and short replies.
What is important when selling yourself is the promotional language that is used. Words have power.
Synonyms are important here; imagine your answers use the word ‘good’ to describe your work ethic.
At an emotional level, how does the word ‘good’ feel? If ‘good’ was replaced with ‘strong’, ‘excellent’, ‘outstanding’, ‘brilliant’, or even ‘exceptional’, would this feel better?
Remember, employers often have a ‘gut’ feeling about an applicant, which influences how they score their answers.
A big barrier, often caused by interview anxiety, is the lack of detail given during an interview answer. It’s common for candidates to answer behavioural interview questions (give me an example of…) by saying “yes this is something I have a lot of experience in” or something similar in length. The answer may confirm the required experience, but doesn’t actually say anything.
How much experience? What level of knowledge? What active role did you have? Do you have the underpinning knowledge for this task?
Employers need to know the breadth of an applicant’s experience and knowledge. A strong way to answer behavioural interview questions is with the ‘theory X experience’ interview answer formula.
First, the interviewee discusses the theory behind the job criteria (explaining the stakeholder matrix theory) and then gives a real-life example.
All examples should state the situation (what was being asked of them), actions taken (be specific here), and the positive outcome of the actions taken.
Employers will only know how good you are if you tell them
Confident communication is the icing on the interview answer
People like to hire confident professionals.
We like and admire confidence in others.
Confident communication is powerful in a job interview. If answers are self-promoting and relevant to the job criteria, speaking like a professional orator will add those vital extra points on the interview scorecard.
Public speakers know the value of confident communication and use the following techniques to be viewed as strong speakers:
Pause after each sentence and paragraph – the pause allows the interview panel to catch up (they will be busy scribbling down notes) and shows confidence as nervous people speak quickly without a break, losing the interest of the audience
Reduce filler words (urms and arghs) – filler words are the way your brain fills silences, as anxious people hate silences. But filler words are viewed as an annoying habit, and remove the vital pause that allows the interviewer to listen intently to the applicant’s interview answer
Non-verbal’s are key – smiling, eye contact, and positive gestures add volume to the words spoken. People always use non-verbal’s, even nervous interviewees, but their non-verbal’s highlight fear and weakness (looking away, head down, cold and damp handshake, pulling at imaginary threads)
Rhetoric devices – the use of rhetorical devices embedded into interview answers is an advanced technique. The best orators throughout history use rhetorical devices, as they help residents their story to an audience, influencing them at a subconscious level.
Common rhetorical devices:
Logos: Appeals to logic and reason, using evidence, statistics, and facts to support an argument.
Pathos: Appeals to emotion, using strong language, vivid imagery, and stories to connect with the audience on an emotional level.
Ethos: Appeals to credibility and authority, establishing the speaker or writer as knowledgeable and trustworthy.
Metaphor: A figure of speech that compares two unlike things without using “like” or “as”.
Simile: A figure of speech that compares two things using “like” or “as”.
Hyperbole: Exaggerated statements not meant to be taken literally.
Alliteration: The repetition of the same sounds or syllables at the beginning of words.
Anaphora: The repetition of a word or phrase at the beginning of successive clauses.
Anadiplosis: The repetition of the last word or phrase of a clause at the beginning of the next.
Antithesis: The contrast of opposing ideas in parallel form.
Rhetorical question: A question that does not require an answer, used to make a point.
Career progression is only possible by overcoming the hurdle that is the job interview.
Why does the job interview seem such a barrier? Surely, a 45 minute 1-2-1 talking about one’s own workplace achievements must be easy?
Three psychological traps are the reason why most people fear the recruitment process.
Humans hate the unknown
For many, job interviews are rare. Career professionals, research shows, only tend to apply for a new role every 3-5 years.
Even during this brief period of active searching, most job seekers only attend 2-3 job interviews.
Comfort comes from routine, and nervousness from the unknown. Attending a job interview activates the flight or fight response, in most cases its ‘flight’ rather than ‘fight’.
Unknown processes, unknown interviewers, unknown interview questions, so many unknowns that the mind reacts like it would to any threat – flight or fight.
2. The spotlight is blinding
Only a small group of people like being in the spotlight.
Most career professionals hate the thought of the focus being fully on them. In the job interview, the spotlight is fully on the job applicant, and shining bright. The interview panel, often 2-3 managers and HR personnel, spends the whole of the job interview fully focused on the interviewee:
Questions are asked, answers are queried, and eyes are focused fully on the applicant.
The number one fear in the world is ‘being the centre of attention’ And the interview is public speaking to a small group of strangers, all eyes are on you.
3. Worthy or worthless
At a psychological level, humans need to feel that they belong. This is because we evolved as a species that survives as a tight-knit group. Tribes survived longer than individuals when we roamed the earth as hunter-gatherers.
At some level humans still have this need to belong and hate the thought of being rejected. In the job interview we naturally think that we are not worthy for the role: others may be better, maybe I’m not as good as I thought I was, have I been faking my ability to do my role?
Will I get rejected if I apply for the advertised position?
This limiting belief of not being good enough claws away at our self-esteem, often resulting in interview answers that lack substance, detail, and enough self-promotion to generate a job offer.
With all the negativity, most people believe its easier to give up (not apply for the job) on job searching rather than going through the pain of having to attend a process that will uncover their weaknesses, resulting in a big rejection – a job decline letter, making them feel worthless.
Master Motivation, Master Job Advancement
The truth is, job motivation is easy to encourage. When motivated and confident, the job application becomes a clear communicator who can talk the talk and walk the walk. They can sell themselves, build rapport, and enjoy the job interview process.
When it comes down to it, the job interview is only a 45-minute process, 5-10 minutes of this is the employer talking about their organisation (to sell the job role/organisation to the applicant). The first interview question is always an open question that is easy to answer, and the final question is normally ‘do you have any questions for us?’
So, out of 45 minutes, it’s really about 30 minutes of the ‘tough’ interview questions.
Tough? Not really, these days the interview questions are based on the job role, ‘do you have experience of doing (task)?’
This makes it easy to predict the interview questions, allowing the career professional to prepare and practice their interview answers.
Practice creates motivation.
It is well documented that familiarity makes a task easier. By practising job interviews with an interview coach, interview AI videos, even by attending public speaking workshops, talking more about yourself, or by practicing the interview questions and answers on your own increases motivation because the process of question/answer becomes familiar.
Speaking improves communication. Sounds silly, I know, but the more someone practices communication, the better their oration skill become. This is key in a job interview as every answer needs to be clear, concise, and to be understood by the interview panel.
Often overlooked, confident communication is powerful in a job interview as helping another person see your version of a story, not their perception, helps you to sell your unique selling point.
In the job interview, there is an additional step to gaining a job offer.
Answering questions confidently isn’t enough to guarantee a successful interview outcome. What is needed is self-promotion. As referred to earlier, the need to avoid rejection is powerful. If a job applicant has low self-esteem, they need to turn this emotion around into something more powerful and useful.
Confidence and motivation are key to interview success. Employers use a structured job interview process where each job interview question is asked to all applicants and answers a scored depending on how they meet the job criteria. An interview answer that ticks all the boxes scores high, whereas an answer or example that seems irrelevant or lacks specifics will always score low.
To self-promote, the candidate must understand the organization, their vision, and the day-to-day duties. This needs detailing: is the organization process-driven or innovative? What specific tasks does the role entail? Is the goal quality, financial, or something else? The more an interviewee understands the brief of the role, the more they can detail how they meet the specific criteria in their interview answers, resulting in a high-scoring application.
To pass a job interview
Get motivated by a strong self-belief that you will succeed
Get familiar with job interviews (through practice)
Get confident in answering interview questions
Get skilled at selling yourself
Get knowledgeable about the job role you are applying for
System 1 is the fast, automatic, and intuitive way of thinking. It’s fast, effortless, and often operates below our conscious awareness. This system is responsible for making quick judgments and decisions based on heuristics or mental shortcuts. It’s also highly influenced by emotions and experience.
System 2, on the other hand, is slower, more deliberate, and requires conscious effort. It’s responsible for more complex reasoning, logic, and decision-making that requires effortful thought. System 2 thinking comes into play when we need to solve puzzles, make thoughtful decisions, or engage in tasks that require focus and concentration.
The book argues that while System 1 is efficient and often effective, it can also lead to biases and errors in judgment because it relies on heuristics (mental shortcuts) that can be flawed. System 2, although slower and more resource-intensive, is better for making reasoned decisions.
The central theme of Thinking, Fast and Slow is that our thinking is a blend of intuitive, automatic judgments (System 1) and deliberate, effortful reasoning (System 2).
Kahneman emphasizes how understanding the interplay between these systems can improve decision-making and help people become more aware of the biases that affect their choices.
His work highlights the importance of recognizing these biases in both personal and professional life and encourages more reflective, slower thinking to mitigate errors.
How the Book Thinking, Fast and Slow Can Be Applied in a Job Interview
Job interviews are high-stakes events where candidates are assessed on their skills, experience, and ability to fit within an organization.
However, the decision-making process in an interview is influenced not just by the qualifications of the candidates, and their interview answers, but also by cognitive biases and the ways in which both the interviewer and the candidate process information.
Daniel Kahneman’s Thinking, Fast and Slow provides key insights into the mental processes behind these judgments. By understanding these concepts, candidates and interviewers alike can improve their decision-making and interview performance.
Here’s how the theories from Thinking, Fast and Slow can be applied during a job interview:
System 1 and System 2 Thinking in the Interview Process
System 1 (Fast Thinking): This is the intuitive, automatic, and subconscious system. In an interview, both the interviewer and the candidate might rely on System 1 to make snap judgments. Interviewers may form quick impressions of candidates based on initial cues such as appearance, tone of voice, or body language. Candidates might respond instinctively to questions without fully thinking through their answers. While these instinctive impressions can be helpful for gauging chemistry or comfort, they can also lead to mistakes. A candidate who appears nervous might be unfairly judged as unqualified, or a strong first impression might cloud an interviewer’s judgment later on.
System 2 (Slow Thinking): This system involves more deliberate, analytical, and effortful thought. When interviewers engage System 2 thinking, they are more likely to focus on the content of the candidate’s answers, the relevance of their experience, and their critical thinking skills. As a candidate, it’s essential to engage System 2 to think carefully about each question, avoiding knee-jerk responses and taking a moment to consider the best way to convey your strengths.
Tip for Candidates: When answering questions, try to slow down and resist the urge to immediately answer from instinct. Take a few seconds to think through your response logically to avoid relying too heavily on your first instinct.
Tip for Interviewers: Be mindful of your initial impressions. To combat the bias of System 1, take notes and refer to specific examples or skills mentioned in the interview, instead of letting the initial impression guide the entire evaluation.
Heuristics and Biases
Kahneman highlights that people often rely on mental shortcuts, known as heuristics, when making decisions. These heuristics are not always rational and can lead to biased decisions. In a job interview, several heuristics can come into play:
Anchoring Effect: Interviewers may be influenced by an early piece of information, such as a candidate’s educational background or an initial response. For example, if a candidate mentions having graduated from a prestigious university early in the interview, this could anchor the interviewer’s perception of their capabilities, regardless of the candidate’s actual performance.
Availability Heuristic: If an interviewer has recently hired a candidate with a particular skill set, they may overweight the importance of that skill in future hiring decisions, even if other candidates are more qualified.
Representativeness Heuristic: Interviewers may judge a candidate based on how closely their traits match those of an “ideal” employee, which could lead them to overlook the diversity of skills that other candidates bring to the table.
Tip for Candidates: Be aware that interviewers may be unconsciously influenced by these heuristics. Don’t assume that a single detail or part of your resume is what’s driving the interviewer’s decision. It’s important to highlight a range of your skills and achievements throughout the interview to avoid being pigeonholed by a single characteristic.
Tip for Interviewers: Counteract heuristics using a structured interview and a consistent evaluation framework. Focus on specific skills and accomplishments, rather than first impressions or stereotypes.
Prospect Theory and Risk Aversion
Prospect Theory, as outlined by Kahneman, suggests that people are loss averse—they feel the pain of losses more acutely than the pleasure of gains. This can influence how both candidates and interviewers approach the interview process.
For the Candidate: If a candidate is asked to discuss a previous failure, they may be reluctant to admit mistakes because they fear the “loss” of their chance at the job. However, framing failures as learning experiences and showing how they led to growth can demonstrate resilience and maturity.
For the Interviewer: Interviewers might also display risk aversion. If they’re unsure about a candidate, they may be more likely to reject them out of fear that the potential “loss” (hiring the wrong person) outweighs the potential “gain” (finding a great hire). This could lead interviewers to rely on safer, more familiar choices.
Tip for Candidates: Emphasize your learning process from past mistakes and show how overcoming challenges makes you more capable. Acknowledge that setbacks are a natural part of growth.
Tip for Interviewers: Focus on a candidate’s ability to learn and adapt rather than simply looking for perfection. Acknowledge that taking calculated risks can lead to rewarding hires.
Loss Aversion and the Interviewer’s Decision-Making
Loss aversion also plays a role in how interviewers make decisions. They may tend to overvalue candidates who seem to fit the mold perfectly and hesitate to hire someone who doesn’t fit exactly into the desired profile. This bias can cause interviewers to focus on avoiding losses rather than gaining the best possible hire.
Tip for Interviewers: Focus on the potential benefits of a candidate’s unique strengths, even if they don’t meet every single criterion. Resist the urge to dismiss candidates because of minor mismatches.
Cognitive Ease and Cognitive Strain
Kahneman’s idea of cognitive ease and cognitive strain can influence both the interviewee’s performance and the interviewer’s judgment.
For the Candidate: If you’re able to present your qualifications in a clear, straightforward manner, it will create cognitive ease for the interviewer, allowing them to process your information quickly and form a favorable judgment. On the other hand, if your answers are convoluted or difficult to follow, it can create cognitive strain and may lead to a less favorable impression.
For the Interviewer: If the interviewer experiences cognitive ease when speaking with a candidate—if the conversation flows smoothly—they might form a positive impression of the candidate’s competence and fit. However, cognitive strain might cause the interviewer to become more critical or overly cautious in their decision-making.
Tip for Candidates: Be clear and concise in your answers, and organize your thoughts before speaking. This will help reduce cognitive strain for the interviewer and improve the clarity of your responses.
Tip for Interviewers: Try to remain aware of the ease or difficulty in understanding a candidate’s responses. Recognize that cognitive strain can sometimes be a result of the interview format, and not necessarily the candidate’s qualifications.
The Planning Fallacy and Interview Preparation
The Planning Fallacy refers to the tendency to underestimate the time and resources required to complete a task. For candidates, this might manifest in overconfidence when preparing for an interview, believing that they don’t need to spend much time practicing or researching the company. Conversely, interviewers might underestimate how long the interview process will take, leading to rushed decisions or incomplete evaluations.
Tip for Candidates: Avoid the planning fallacy by adequately preparing for the interview—research the company, practice your responses, and anticipate potential questions. Proper preparation will help you avoid underestimating the challenges of the interview process.
Tip for Interviewers: Allow enough time in the interview schedule to fully evaluate the candidate’s fit. Rushed decisions are often poor decisions.
Conclusion
Incorporating insights from Kahneman’s Thinking, Fast and Slow into job interviews can help both candidates and interviewers make more informed, less biased decisions.
Candidates should be aware of how cognitive biases and heuristics can influence their performance and strive to engage in more deliberate, System 2 thinking. Interviewers, on the other hand, should recognize their own biases and take steps to create a fairer, more thoughtful evaluation process. By understanding and applying these theories, both parties can improve their chances of a successful, rational outcome
Many people suffer from anxiety, in a US study it found that around 20% of the population could suffer from an anxiety disorder.
Particular situations, such as the workplace, can increase the feeling of anxiety “It is not surprising that anxiety is an inherent part of the interview process, as the employment interview is a highly evaluative situation” (Heimberg, Keller, & Peca-Baler, 1986) source
Along with being ‘evaluated’ job applicants, and people in general, feel increased pressure when they are the centre of attention and the feeling of a lack of control.
Research around the impact of job interview anxiety has found that an anxious candidate is likely to score less on the interview scorecard than a less skilled, but more confident interviewee.
Anxiety pre-interview training and/or coaching can help to reduce job interview anxiety, and therefore increase the likelihood of a career professional gaining job offers.
Confidence, data has proven, improves the interview performance as a self-assured interview identity is more likely to give a measurable and detailed interview answer. In addition, confidence is seen as a valuable asset in an employee.
Being a confident interviewee also helps when self-promoting skills, qualities, and experiences. Relaxed applicants communicate better, a key skill in a structured job interview.
Smiling can negatively impact the job interview
Confident job applicants are more likely to express emotions through facial expressions, gestures, body language, and verbal communication. Relaxed interviewees are more likely to smile compared to nervous candidates. Smiling creates a positive loop, when we feel good, we smile. When we smile we feel good.
Therefore, a job seeker at ease in the interview process will feel good, increasing a ‘natural’ smile. A number of studies have found that when a person observes a smiling face, the observing brain releases the feel-good chemical – endorphins. An interviewer through observing a smiling candidate should therefore increase likability for the applicant, increasing that applicant’s chance of gaining a high-scoring interview outcome.
Some research has found the opposite to be true. In an experiment to check the impact of smiling on the outcome of a job interview, it was found that smiling could decrease the likelihood of a job offer. The findings show the importance of job choice. Applicants were rated less favorable for careers associated with a ‘serious demeanor’ if they were found to be smiling. Another experiment (Able & Deitz, 2008) found that DJs were seen as being more hireable based on smiling vs non-smiling photographs.
Other research backs up these findings. The job stereotype can increase or decrease desire for an applicant depending on the applicant’s image compared to the interviewer’s perception. An experiment that looked at the effects of appearance on job evaluations found that the ‘beauty is beastly’ stereotype can influence hiring decisions, an ‘attractive’ female applying for a traditionally masculine job position, could be related lower than an ‘unattractive; female with the same knowledge/experience.
Smiling is often associated to attractiveness. The ‘what is beautiful is good’ bias shows that attractiveness can increase job offers, as humans link physical attractiveness to the perceived suitability of the applicant to the job role.
In the research on smiling vs job interview offers, the hiring of an applicant was maximised if smiling was lower in the middle of the interview – during the competency-based section of the interview, compared with smiling at the interview start or end.
Does power posing create power?
Highly confident and egocentric types are more likely to adopt the power pose in a job interview.
Low-confident interviewees waiting to be interviewed will slump into their chair, hunch over their phones, and adopt powerless body-language. A self-assured person adopts confident body-language, mainly open gestures compared to closed-off body-language such as self-hugging.
As discussed previously, the body and mind are connected creating positive or negative loops. Above we discussed how when we feel good we smile. And when we smile we feel good. The same connection between mind and body is a result of gestures and body language. High-status people adopt power poses. And Power poses help people to feel high status. Source.
Power poses create the feeling of power, confidence, risk tolerance, and memory for positive words and concepts, cognitive processing, thought abstraction, and being action orientated. And importantly, reduces the feeling of fear. Other techniques help with the feeling of power. One experiment found that recalling a time that a person felt powerful increases the feeling of power, but not as strong as the power effect of a power pose.
The secondary gain from a power pose is the increased feeling of confidence which creates enthusiasm throughout the job interview. And creates a calm and collected mindset that decreases anxiety and stress.
Pre-interview preparation is required, as those looking to ‘fake it’ during the interview itself may be found out. Experiments looking at the impact of acting high-status, using self-promoting stories, positive language, etc, found that the longer the job interview was the harder it became for the anxious interviewee to ‘act’ confident. An expert interviewer using a structured interview process was also able to find flaws in the applicant’s fake persona, leading to the hiring managers perceiving them as manipulative and inauthentic – a dishonest interview identity.
Using power poses prior to the interview creates confidence with improves both ‘what you say’ and ‘how you say it’. What you say encompasses positive language, self-promoting answers, and the duration of the interview answer. Whereas how you say includes volume, emotions, tonality, and being enthusiastic.
Is enthusiasm key to job interview success?
Hiring managers, as well as looking at skills, experience, and knowledge, look for potential. An interviewee’s enthusiasm is key here. A lack of enthusiasm during the recruitment process creates a negative perspective of the applicant; they are viewed as anxious, a weak communicator, and less likely to complete the job role to a satisfactory standard.
How are anxious interviewees put off by an employer?
Job interview anxiety doesn’t only affect the job hunters’ interview performance, it also has a direct impact on the acceptance of job offers for those lucky few who make it through the recruitment process. Anxious job applicants are more likely to turn-down a job offer from an employer if they, the applicant, felt nervous during the recruitment process. This is due to the psychology of projection where you attribute feelings that you are uncomfortable with on to someone or something else, IE the employer.
Employers, therefore, would benefit from adopting techniques to help relax candidates before a job interview. The benefits would be two-fold. One, a calm and relaxed interviewee will offer up a more detailed answer that the interview panel can measure against the job criteria, to help hire the most suitable employee. Second, first-choice candidates are more likely to want to accept a job role from a positive experienced job interview.
Chris Delaney
Chris Delaney is one of the leading job interview coaches in the country, helping career professionals to successfully pass job interviews. Delaney is the author of several job interview reference books including ‘what is your interview identity’
