Learn about the common biases that affect structured interviews and how to avoid them. Use objective criteria, behavioral questions, diverse panels, and multiple sources of data.

Most recruitment biases can be mitigated through the use of both structured interview criteria, competency benchmarks, and the inclusion of other interviewers. Focus on providing an equal opportunity of employment to all candidates regardless of preconceived capabilities and profile.

Wichtig als Erkenntnis kann sein, dass man selber mal feststellt in den "Halo-Effekt" zu tappen...zB in dem man Gespräche auch zu zweit führt. 1 Person stellt die Fragen, 1 Person konzentriert sich auf die Beobachtungen. Anschließend kann es spannend sein, danach die Beobachtungen & Feststellungen objektiv zu bewerten. Durch den mündlichen Austausch reflektiert man sich selbst oftmals klarer und besser. Außerdem kann es (regelmäßig) hilfreich sein, sich umfangreicher mit gewissen Biases auseinanderzusetzen - zB mit diesem Test: Project Implicit (harvard.edu), dauert ca. 20 Min und geht vom Sofa aus. Regelmäßige Reflektion ist eine große Hilfe für eine objektivere Bewertung.

Sometimes we have a high-performing candidate we place on our team and expect all candidates of a similar profile to perform on a similar caliber. This is also applied to candidates who you believe are similar to yourself. However, recruiting isn't a popularity contest, you must give all candidates an equal opportunity of employment. Consider implementing panel assessments and reviewing evaluation criteria.

When evaluating your candidates, do not use assumptions to determine their skills or cultural fit. To overcome confirmation bias, encourage you interviewers to use standardized interview criteria or assessments. Consider following a blind interview format or concealing certain candidate information that can lead to bias such as their name, gender, and location.

I find the "Halo effect" to be most present with candidates who demonstrate impressive levels of cultural fit. However, you want to ensure the candidate has the experience, skill requirements, and other expectations that fit the opening. Instead, use a combined structured and unstructured interview strategy to ensure you aren't making false assumptions on their performance capabilities.

As Recruiters, we often find that one candidate who blows us away and everyone else who applies thereafter seems less qualified. As a result, you may find yourself raising the "bar" when it comes to expectations. To eliminate the contrast effect, use standardized criteria as a benchmark and take breaks between candidates to reduce the effects of candidate interview order.

What biases affect structured interviews and how can you mitigate them?

Structured interviews are a common and effective method of assessing candidates for a job. They involve asking the same set of questions to each applicant and rating their responses using a predefined scale. However, even with a structured approach, interviewers can still be influenced by various biases that can affect their judgment and fairness. In this article, we will explore some of the most common biases that affect structured interviews and how you can mitigate them.

1 Confirmation bias

Confirmation bias is the tendency to look for and interpret information that confirms your existing beliefs or expectations. For example, if you have a positive impression of a candidate based on their resume, you might ask them easier questions or ignore their weaknesses. Conversely, if you have a negative impression of a candidate based on their appearance, you might ask them harder questions or focus on their flaws. To mitigate confirmation bias, you should avoid forming premature opinions about candidates and evaluate them based on objective criteria. You should also ask the same questions to all candidates and use a standard rating scale to compare their answers.

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Michael Lanzaro, MBA-HRM

Talent Acquisition Specialist at Gannett Fleming | Program Manager
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When evaluating your candidates, do not use assumptions to determine their skills or cultural fit. To overcome confirmation bias, encourage you interviewers to use standardized interview criteria or assessments. Consider following a blind interview format or concealing certain candidate information that can lead to bias such as their name, gender, and location.

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2 Halo effect

Halo effect is the tendency to generalize a positive or negative trait of a candidate to other aspects of their performance. For example, if a candidate has a high level of education, you might assume that they also have good communication skills or leadership potential. Conversely, if a candidate has a low level of experience, you might assume that they also have poor problem-solving skills or motivation. To mitigate halo effect, you should avoid relying on single attributes or first impressions of candidates and assess them on multiple dimensions. You should also use behavioral questions that require candidates to provide specific examples of their past actions and results.

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Sarah Böning

Recruiting Beratung I Du willst noch schneller Mitarbeiter finden, die bleiben? Beraterin für New Hiring & Candidate Experience 🎯 Founder & Speaker 👩🏻🏫
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Wichtig als Erkenntnis kann sein, dass man selber mal feststellt in den "Halo-Effekt" zu tappen...zB in dem man Gespräche auch zu zweit führt. 1 Person stellt die Fragen, 1 Person konzentriert sich auf die Beobachtungen. Anschließend kann es spannend sein, danach die Beobachtungen & Feststellungen objektiv zu bewerten. Durch den mündlichen Austausch reflektiert man sich selbst oftmals klarer und besser. Außerdem kann es (regelmäßig) hilfreich sein, sich umfangreicher mit gewissen Biases auseinanderzusetzen - zB mit diesem Test: Project Implicit (harvard.edu), dauert ca. 20 Min und geht vom Sofa aus. Regelmäßige Reflektion ist eine große Hilfe für eine objektivere Bewertung.

Translated

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Michael Lanzaro, MBA-HRM

Talent Acquisition Specialist at Gannett Fleming | Program Manager
(edited)
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I find the "Halo effect" to be most present with candidates who demonstrate impressive levels of cultural fit. However, you want to ensure the candidate has the experience, skill requirements, and other expectations that fit the opening. Instead, use a combined structured and unstructured interview strategy to ensure you aren't making false assumptions on their performance capabilities.

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3 Similarity bias

Similarity bias is the tendency to favor candidates who share similar characteristics, values, or backgrounds with you or your team. For example, if you have a similar personality, education, or hobby with a candidate, you might feel more comfortable and rapport with them. Conversely, if you have a different culture, gender, or age with a candidate, you might feel more distant and mistrustful of them. To mitigate similarity bias, you should recognize and appreciate the benefits of diversity and inclusion in your organization. You should also use diverse interview panels that represent different perspectives and experiences. You should also avoid asking questions that are irrelevant or discriminatory to the job.

Add your perspective

Michael Lanzaro, MBA-HRM

Talent Acquisition Specialist at Gannett Fleming | Program Manager
Report contribution
Sometimes we have a high-performing candidate we place on our team and expect all candidates of a similar profile to perform on a similar caliber. This is also applied to candidates who you believe are similar to yourself. However, recruiting isn't a popularity contest, you must give all candidates an equal opportunity of employment. Consider implementing panel assessments and reviewing evaluation criteria.

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4 Contrast effect

Contrast effect is the tendency to compare candidates with each other rather than with a predefined standard. For example, if you interview a very strong candidate, you might rate the next candidate lower than they deserve. Conversely, if you interview a very weak candidate, you might rate the next candidate higher than they deserve. To mitigate contrast effect, you should avoid making relative judgments and use a consistent scoring system. You should also review each candidate's score independently and adjust them if necessary. You should also avoid interviewing too many candidates in a row and take breaks to refresh your memory and attention.

Add your perspective

Michael Lanzaro, MBA-HRM

Talent Acquisition Specialist at Gannett Fleming | Program Manager
Report contribution
As Recruiters, we often find that one candidate who blows us away and everyone else who applies thereafter seems less qualified. As a result, you may find yourself raising the "bar" when it comes to expectations. To eliminate the contrast effect, use standardized criteria as a benchmark and take breaks between candidates to reduce the effects of candidate interview order.

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5 Anchoring bias

Anchoring bias is the tendency to rely too much on the first piece of information you receive about a candidate and use it as a reference point for the rest of the interview. For example, if a candidate has a high salary expectation, you might perceive them as more qualified or confident. Conversely, if a candidate has a low salary expectation, you might perceive them as less qualified or confident. To mitigate anchoring bias, you should avoid asking questions that can reveal irrelevant or misleading information about candidates. You should also focus on the job requirements and the candidate's fit for the role. You should also use multiple sources of data, such as tests, references, or portfolios, to validate your impressions.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

Add your perspective

Michael Lanzaro, MBA-HRM

Talent Acquisition Specialist at Gannett Fleming | Program Manager
(edited)
Report contribution
Most recruitment biases can be mitigated through the use of both structured interview criteria, competency benchmarks, and the inclusion of other interviewers. Focus on providing an equal opportunity of employment to all candidates regardless of preconceived capabilities and profile.

Like

What biases affect structured interviews and how can you mitigate them?

1

2

3

4

5

6

1 Confirmation bias

2 Halo effect

3 Similarity bias

4 Contrast effect

5 Anchoring bias

6 Here’s what else to consider

Recruiting

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What biases affect structured interviews and how can you mitigate them?

1

2

3

4

5

6

1 Confirmation bias

2 Halo effect

3 Similarity bias

4 Contrast effect

5 Anchoring bias

6 Here’s what else to consider

Recruiting

Rate this article

Thanks for your feedback

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