What Makes an Interview Work: Lessons Learned

Looking back, I can tell that the best interviews I’ve been in were structured, fair, and focused on real job skills. When interviews are set up with organized, job related questions, it makes the process feel consistent, and I feel like I’m being evaluated on what really matters. Buckingham and Coffman (2016) discuss how great managers look for strengths that match the job, which lines up with my experience the clearer the focus on the actual role, the better.

However, I’ve also experienced interviews that felt disorganized or off topic, which left me questioning the process. When interviews don’t focus on specific skills or the job itself, it’s hard to know if the interviewer is getting a real sense of whether a candidate can succeed in the role. Chamorro Premuzic and Steinmetz (2013) emphasize that a reliable interview should assess qualities relevant to the job, which is essential for making fair and effective hiring decisions. Google’s approach, described by Lazlo Bock, focuses on adaptability, cognitive skills, and cultural fit, which keeps the interview targeted and meaningful.

If I could give advice to employers on improving interviews, I’d recommend using structured questions that are relevant to the job. Having a consistent question format for all candidates can improve reliability and make the process feel fairer. Bohnet (2018) suggests that incorporating tools to minimize bias, like structured assessments, can also help create a level playing field. When companies use these strategies, it not only helps them make smarter hiring choices but also makes candidates feel that they’re getting a fair shot.

Sources:

• Buckingham, M., & Coffman, C. (2016). First, Break All the Rules: What the World’s Greatest Managers Do Differently.
• Chamorro-Premuzic, T., & Steinmetz, C. (2013). The Perfect Hire. Scientific American Mind, 24(3), 42-47.
• Bohnet, I. (2018). How to Take the Bias out of Interviews. Harvard Business Review.