Interview Strategies
Interview strategies help eliminate bias from our hiring process to ensure that we are consistently evaluating all candidates for a role, standardizing our interview process.
Hiring managers and recruiters must be evaluated each candidate against defined factors that remain constant for all candidates.
Domain interviews
Domain interviews assess a candidate’s knowledge of a particular topic.
Domain interviews are critical to understanding a candidate’s existing expertise and gauge, especially for technical roles. The results of domain interviews are generally decently objective: they know or understand a topic to a measurable degree.
Domain interviews can be done via a case study or assessment, as well. They are often most effective when done using behavioral interview questions.
Behavior Interviewing
Behavior Interviewing is essential as it requires candidates to give specific examples of experience as indicators of future behavior. From the interviewer’s perspective, it lessens the risk of bias in feedback as it decreases the likelihood you can make assumptions rely on affinity or broad generalizations.
It also gives you a straightforward method for asking a specific, relevant follow-up question.
If, for example, the candidate responds to a behavioral interview question and provides the task and action but not the result, you know precisely what follow-up question to ask to get the complete picture of the candidate’s experience.
Asking specific, relevant follow up questions
| Situation | Task | Action | Result |
| Describe a situation when… | What challenges did you face? | Exactly what did you do? | What was the result? |
| Tell me about a time when… | What made the task difficult? | Describe specifically how you did that. | What feedback did you receive? |
| What was your most memorable… | Who/What impacted your ability to achieve that goal? | What was your role on the team | What did you learn? |
| How would you describe… | Who did you partner with to achieve that goal? | Could you walk me through your process?. | What would you change? |
Competency Interviews
Competency-based interviews are used to focus on a specific topic and to evaluate soft skills.
When each interviewer’s scope of responsibility is limited to 1-2 competencies, they can get the most value out of their conversation with the candidate and trust the other interviewers within the hiring team are doing the same. Collectively the interview team has more profound information on each competency evaluated for the role and can make a better-informed hiring decision.
Consistency with the use of the competency model across candidate interviews is key to eliminating bias. When each interviewer assesses the same competency with each candidate, we increase the likelihood that candidates are being evaluated consistently.
Examples of competencies include:
- Problem Solving Ability
- Analytical Thinking
- Continuous Learning
- Curiosity
- Teamwork
- Leadership
- Communication Skills
- Emotional Intelligence
Behavior indicator tells us what we can glean from the candidate’s response if they are, indeed, strong in the identified competency.
These sample questions provide a starting point from which the interviewer can form their line of questioning and listen for answers that indicate that the candidate demonstrates competency in teamwork or leadership.
Sample questions:
- Give me an example of how you have coached your team to think strategically about a problem.
- Tell me about a time when you had to win someone’s trust or confidence
- What role do you find yourself typically playing on a team? Tell me about a specific instance
- Describe a situation in which you were able to influence the actions of others in the desired direction positively
- How do you instill ownership in your direct reports when new processes are introduced
- Tell me about a time when you had to tell a direct report you were dissatisfied with their work
Listen for answers that demonstrate the candidate
- Assists others.
- Is open to others’ ideas and collaborates
- Balances personal gain with group goals
- Provides the right development opportunities for others.
- Provides clear objectives, expectations, and feedback
Values Interviews
Culture fit is no longer an acceptable point of evaluation because “culture” is undefinable. Multiple people on the same team would define their team “culture” differently, making it impossible to assess consistently and fraught with risk when inviting bias.
Rather than assess Culture, our teams need to consider values. Unlike Culture, a team or company’s values can be defined by a hiring manager. We may say that a team is resourceful, adaptable, and collaborative. Those are competencies that can be evaluated across all candidates and addressed consistently.
A values interview might be based on the employee value proposition, an individual brand, or even a team. The important part is that those values are defined and can be consistently assessed. If, as an interviewer, you are asked to complete a values interview with candidates, make sure you have clearly defined the values you are evaluating in partnership with the hiring managers.
Sample of values:
- Adaptability
- Collaboration
- Optimism
- Enthusiasm
- Persistence
- Resourcefulness
- Diplomacy
- Results-Oriented
- Self-Motivated
- Entrepreneurial
- Creativity
- Detail Oriented
Remember, homogeny is not an alignment. Always look for complimentary approaches overmatching when hiring managers neglect values or emphasize Culture that leads to personal biases.
Gender Identity and Expression
To respectfully communicate with candidates, we mustn’t make assumptions about their gender identity or expression but rather respectfully ask every candidate their pronouns. The best way to do so is by offering your pronouns first.
Please don’t force anyone to share their pronouns. If they opt not to share, refer to them by a gender-neutral pronoun such as ‘they.’ If they confirm their pronouns, please use them accordingly to communicate with the candidate.
Please also be mindful of using gender-inclusive language in general. When referring to an unknown or universal person, use “they” or “that person.”
Read more about Pronouns.
Disability
If a candidate volunteers require accommodation for a disability, ask directly if there are any specific accommodations we can provide for the interview and wait for their answer — don’t assume what they need. When they respond, ensure their required accommodations are met.
Examples
- Ask if the candidate requires any specific accommodation for the interview. Don’t Assume what accommodation is required.
- If you offer assistance, wait until the offer is accepted. Then listen or ask for instructions on how to proceed. Don’t invade their personal space, don’t lean or hang on a person’s wheelchair. A wheelchair or other assistive device is part of the person’s body space.
- Ensure the room in which the interview is taking place is accessible and free of obstruction. Don’t speak to another candidate or employees’ experience.
Race
Hiring managers will universally share information with candidates regarding our inclusive recruiting process and Diversity and Inclusion initiatives and commitments. Candidates may ask for additional or specific details, and we need to be prepared to share. In this example, the candidate has specifically asked how we support Black talent. A good response might include details about the mentorship and leadership development programs.
Be mindful not to assume their experience or speak on behalf of a community to which you don’t belong.
Examples
- Share your company’s diversity and inclusion initiatives.
- Don’t assume someone’s experience or background.
- Don’t speak to another candidate or employees’ experience.
- Offer to share demographic information and communicated diversity goals
- Share information about mentorship and leadership programs
Conclusion
Interviewing is a critical step in the hiring process, but it can also be one of the most time-consuming and resource intensive processes for the hiring team. Try to recognize, acknowledge, and combat any biases to support diversity and inclusion to build an inclusive hiring practice.