Interviews have long been regarded as the cornerstone of the recruitment process in most large organisations. While they undeniably play an important role in assessing candidates, I largely agree with the view that interviews alone are not a fully reliable method of selecting employees, and they should be complemented by other assessment tools.
On the one hand, interviews offer employers the opportunity to evaluate qualities that are difficult to measure through written applications or tests. For example, communication skills, confidence, attitude, and cultural fit can be effectively observed in a face-to-face interaction. In roles that require teamwork, leadership, or client interaction, an interview can reveal how well a candidate articulates ideas and responds under pressure. Furthermore, structured interviews, when conducted by trained professionals, can reduce bias and provide a fair basis for comparison among applicants.
On the other hand, interviews are inherently subjective and can be influenced by factors unrelated to job performance. Interviewers may unconsciously favour candidates who share similar backgrounds, accents, or personalities, which can lead to biased decisions. Additionally, some individuals perform exceptionally well in interviews despite lacking the practical skills or work ethic required for the role, while others may be highly competent but struggle with nervousness or anxiety during the interview process. As a result, relying solely on interviews may cause employers to overlook genuinely capable candidates.
For this reason, many organisations now adopt a more holistic recruitment approach. Practical tests, assessment centres, work simulations, and psychometric evaluations can provide objective data about a candidate’s technical abilities, problem-solving skills, and behavioural traits. When these methods are combined with interviews, employers are more likely to make informed and accurate hiring decisions.
In conclusion, although interviews remain an essential component of employee selection, I strongly believe they are not sufficiently reliable when used in isolation. A multi-dimensional assessment process is far more effective in identifying candidates who are both competent and well-suited to the organisation, thereby improving long-term employment outcomes.