Why objective interview assessment matters
Objective assessment leads to:
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Better hiring decisions based on evidence, not intuition.
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Fairer processes that promote diversity and inclusion.
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Stronger employer brands among candidates, whether they are hired or not.
Research shows that structured interviews are up to twice as effective at predicting job performance compared to unstructured ones.
Common biases in interviews (and how to avoid them)
Recognising and actively mitigating bias is crucial to ensure that every candidate is assessed fairly and consistently. Bias can easily creep into interviews – often without interviewers even realising it.
Below are some of the most common forms of bias, along with practical tips to avoid them:
1. Confirmation bias
What it is:
The tendency to seek out information that confirms pre-existing beliefs or assumptions about a candidate, while ignoring evidence that might contradict them.
How to avoid it:
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Commit to a structured scoring system that focuses on clear, job-related competencies.
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Prepare your interview questions in advance and stick to them.
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Focus on the candidate’s actual responses, not your initial impressions.
2. Similarity bias
What it is:
The preference for candidates who share similar backgrounds, interests, or experiences with the interviewer – often unconsciously favouring those who feel “familiar” or “like us”.
How to avoid it:
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Ensure your interview panel includes a mix of people with diverse experiences and viewpoints.
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Use structured scoring to anchor evaluations in evidence, not feelings of familiarity.
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Reflect on your own assumptions and remain mindful of how shared experiences might influence your judgement.
3. Halo effect
What it is:
Allowing one particularly strong trait or achievement (such as attending a prestigious university or giving one excellent answer) to overshadow other areas where the candidate may not perform as well.
How to avoid it:
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Assess each competency separately and avoid making overall judgements too early.
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Use a structured scoring rubric that clearly defines what strong, acceptable, or weak performance looks like for each area.
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Encourage panelists to share evidence for each score, rather than relying on vague impressions.
4. First impression bias
What it is:
Forming a positive or negative opinion of a candidate within the first few minutes of the interview is often based on superficial factors such as appearance, accent, or initial small talk.
How to avoid it:
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Hold off on making any assessments until all questions have been asked and answered.
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Follow the structured interview guide fully before beginning the evaluation.
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Defer all scoring and discussion until the interview is complete.
5. Affinity bias
What it is:
Building rapport with candidates who remind you of yourself or share your interests, can lead to giving them higher ratings regardless of their actual suitability for the role.
How to avoid it:
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Focus discussions on the candidate’s response related to the role’s key competencies.
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Be aware of moments when personal similarities might influence your judgement – and challenge yourself to stay objective.
6. Contrast effect
What it is:
Comparing candidates against one another rather than against the set criteria for the role can unfairly disadvantage or advantage certain individuals depending on who they follow.
How to avoid it:
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Score each candidate independently using the agreed rubric, not by comparison with others.
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Review scores side by side only after all interviews are complete, rather than during the process.
7. Gender and cultural bias
What it is:
Making assumptions about a candidate’s abilities, experience, or fit based on gender, ethnicity, culture, or background – whether consciously or unconsciously.
How to avoid it:
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Include bias awareness training for all interviewers.
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Use blind CV screening where possible to focus solely on skills.
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Focus questions on competencies and behaviours, not personal details.
How to structure interviews for objectivity
1. Define key competencies beforehand
Align with the hiring manager and team on what “success” looks like for the role.
Examples of competencies:
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Problem-solving ability.
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Communication skills.
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Team collaboration.
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Technical expertise.
Document these competencies clearly.
2. Develop a structured interview guide
Prepare a set list of questions for each competency.
Example for problem-solving: “Tell me about a time you faced a major obstacle at work. How did you approach solving it?”
Tip: Use behavioural questions (STAR format – Situation, Task, Action, Result) to elicit real examples.
3. Create a standardised scoring rubric
Use a numeric scale for each answer, such as:
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5 = Exceptional
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4 = Strong
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3 = Acceptable
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2 = Weak
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1 = Very Weak
Define what each score looks like for every competency.
4. Train interviewers for consistency
Hold training sessions for hiring managers and interviewers covering:
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Bias awareness.
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STAR questioning technique.
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Fair evaluation practices.
Calibration sessions help interviewers apply standards evenly.
Best practices for conducting objective interviews
Use a panel interview format
Multiple interviewers reduce single-person bias and allow for collective decision-making.
Tip: Include diverse backgrounds and perspectives in the panel.
Take structured notes
Use the interview guide to take notes under each competency heading, not in a general “impression” section.
Tip: Document actual quotes or behaviours, not interpretations.
Defer final judgements until after the interview
Ensure every question is asked and answered before making up your mind.
Tip: No debrief discussions between panelists until after independent scoring.
Combine scores, then discuss
Aggregate individual ratings before opening group discussions. This ensures each panelist’s voice is heard, not just the loudest or most senior interviewer.
Bonus tips to reduce bias further
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Randomise interview times (morning vs afternoon) to control for time-of-day effects.
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Blind CV reviews when possible before interviews.
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Rotate panelists to get fresh perspectives on candidates.
Common pitfalls to avoid
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“Winging it” with casual interviews.
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Allowing one impressive answer to overshadow weak overall performance.
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Judging candidates’ communication styles too harshly without considering neurodiversity.
Fairer interviews, stronger teams. Objective interview assessments are not just about fairness – they’re about hiring better people who truly fit the role and your organisation. By using structured interviews, standardised evaluation, and bias training, organisations can:
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Make faster, smarter hiring decisions.
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Improve team performance
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Build more inclusive workplaces.
In 2025 and beyond, employers that master objective hiring will be those that can win over top talent – and drive the future of work.
Learn more from our Quality of Applications report.
Recruiter FAQs
Why is objective interview assessment important in recruitment?
Objective interview assessment ensures fairer hiring decisions based on evidence rather than intuition. It helps reduce bias, supports diversity and inclusion, and improves the consistency and reliability of recruitment outcomes.
What are the most common types of bias during interviews?
The most common biases in interviews include confirmation bias, similarity bias, halo effect, first impression bias, affinity bias, contrast effect, and gender or cultural bias. Each of these can lead to unfair hiring decisions if not actively managed.
How can employers in Ireland reduce bias in interviews?
Employers can reduce bias using structured interviews with a clear scoring rubric, training interviewers on bias awareness, ensuring diverse interview panels, and focusing on competency-based questions rather than subjective impressions.
What is a structured interview and why does it work?
A structured interview uses a consistent set of questions and a standardised scoring system for all candidates. This approach is proven to be twice as effective as predicting job performance compared to unstructured interviews, helping ensure fairer and more accurate hiring.
How can small businesses apply objective interview assessments effectively?
Small businesses can adopt structured interview guides, simple scoring rubrics, and bias awareness training to achieve objective assessments. Even basic tools like shared evaluation templates and consistent competency questions can significantly improve hiring fairness and accuracy.