During my career, I’ve seen various approaches to hiring. Recently, I encountered an example from AWS, where a sourcing recruiter sent an applicant a standardized, step-by-step guide to preparing for the interview process. While this ensures consistency, it raises a red flag: Are we prioritizing process over authenticity?
It reminded me of a conversation I had on LinkedIn with Konstanty Sliwowski, founder of the School of Hiring in Berlin, Germany. In response to one of my Forbes articles on skills-based hiring, Konstanty shared an insightful perspective: “I appreciated your point that companies ‘hire for skills but end up firing for behaviors,’ but I believe there’s a critical element missing: outcomes-based hiring. Skills may be easier to assess, but there’s often a gap between a candidate having the right skills on paper and actually delivering the outcomes a business needs.”
This comment underscores a vital point: when hiring is too focused on ticking boxes—whether through skills-based hiring or a rigid process like the one at AWS—companies risk overlooking great talent. Candidates who may not perfectly fit the interview mold could still drive the most impactful outcomes for the business.
I’ve also spoken with Ken Fisher of Fisher Investments, who shares a similar view. When I interviewed him, he said that in hiring, the real focus shouldn’t be on what people can do, but on what they will do. He highlighted how difficult it is to determine this in such a short interview process, reinforcing how challenging it can be to find the right fit in a few brief conversations.
Why Rigid Interviews Can Lead To Inauthentic Hires
AWS’s interview process, while thorough, seems designed to make candidates fit into a very specific mold. They ask candidates to use the STAR method—a technique where you explain the Situation, Task, Action, and Result of a past experience—to structure their responses. While helpful for organizing thoughts, focusing too much on this format risks creating rehearsed answers rather than genuine conversation.
As Konstanty Sliwowski pointed out, there’s often a disconnect between performing well in an interview and delivering real outcomes once hired. Companies could find themselves hiring candidates who are great at following interview instructions but aren’t necessarily the best fit for the job. When the scripted responses fade away after the interview, the true person behind the candidate might not align with the company’s culture or expectations. Ken Fisher hit the nail on the head—what candidates will do is what truly matters, and rigid processes often fail to measure that accurately.
What Can Companies Do Instead Of Structured Interviews?
While some structure in the hiring process is helpful, it’s crucial to allow candidates the flexibility to show who they really are. Konstanty Sliwowski advocates for an approach that focuses more on outcomes-based hiring, which looks beyond just assessing skills. Here’s how companies can strike a balance:
- Ask Outcome-Focused Questions: Instead of asking strictly about skills, ask candidates to share specific results they’ve achieved in previous roles. This helps uncover whether they can deliver the outcomes you need.
- Encourage Genuine Responses: Rather than sticking solely to the STAR method, give candidates the freedom to discuss their unique approaches and perspectives on solving problems.
- Train Hiring Managers to Focus on Outcomes: As Konstanty pointed out, many managers lack formal interview training. Equipping them with tools to evaluate outcomes, rather than just ticking boxes, can lead to better hiring decisions.
How to Balance Structure And Flexibility In The Interview Process
The goal should be to reveal who a candidate truly is, not just how well they can follow instructions. AWS’s rigid, standardized approach may help candidates prepare, but it risks creating an environment where authenticity is lost. By focusing on outcomes, as Konstanty Sliwowski suggests, and looking at what a candidate will do, as Ken Fisher advises, companies can make better, more informed hiring decisions.
Balancing structure with opportunities for candidates to be themselves throughout the interview process will lead to more authentic hires who are aligned with both the company’s culture and its goals.