What are some common interview bias pitfalls and how can staffing services avoid them?

1 Confirmation bias

Confirmation bias is when you form an initial impression of a candidate and then look for evidence to support it, while ignoring or dismissing information that contradicts it. For example, if you see a candidate's resume and think they are qualified, you might overlook their weak answers or lack of relevant experience during the interview. To avoid confirmation bias, you should prepare a list of specific and measurable criteria to evaluate each candidate, and use a structured interview format that asks the same questions to all candidates. You should also avoid making snap judgments based on the first few minutes of the interview, and give each candidate a fair chance to demonstrate their skills and potential.

2 Halo effect

Halo effect is when you focus on one positive aspect of a candidate and let it influence your overall opinion of them, regardless of their other qualities. For example, if a candidate has a prestigious degree, a charismatic personality, or a shared interest with you, you might assume that they are also competent, reliable, and fit for the role. To avoid halo effect, you should consider the whole picture of a candidate, and not let one factor overshadow the others. You should also compare candidates based on the same standards and criteria, and use multiple sources of information, such as tests, references, and work samples, to validate your impressions.

3 Similarity bias

Similarity bias is when you favor candidates who are similar to you or your existing team members, in terms of background, values, beliefs, or preferences. For example, if you are a sports fan, you might bond with a candidate who also likes sports, and overlook their lack of skills or experience. To avoid similarity bias, you should recognize that diversity is an asset, not a liability, and that different perspectives and experiences can enrich your team and your organization. You should also focus on the job requirements and the candidate's fit for the role, not their personal traits or opinions. You should also seek feedback from other interviewers or stakeholders who can offer different viewpoints and insights.

4 Contrast effect

Contrast effect is when you compare candidates to each other, rather than to the job criteria, and let their relative performance influence your evaluation. For example, if you interview a weak candidate before a strong one, you might rate the strong one higher than they deserve, or vice versa. To avoid contrast effect, you should review each candidate individually and independently, and use a consistent rating scale to score them. You should also avoid ranking candidates or making decisions based on the order of the interviews, and instead review all the data and evidence before making a final choice.

5 Attribution bias

Attribution bias is when you interpret a candidate's behavior or performance based on your own assumptions or expectations, rather than on the facts or the context. For example, if a candidate is nervous or makes a mistake during the interview, you might attribute it to their lack of confidence or competence, rather than to their anxiety or unfamiliarity with the situation. To avoid attribution bias, you should avoid jumping to conclusions or making generalizations based on a single incident or a limited sample. You should also ask open-ended and behavioral questions that allow candidates to explain their actions and outcomes, and provide examples and evidence of their achievements and challenges.

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?