Many recruiters and hiring managers rely heavily on intuition when conducting interviews. A candidate feels right, the chemistry is good, the conversation flows. But research consistently shows that unstructured interviews are among the least reliable predictors of job performance. The solution? Structure.
Why unstructured interviews fall short
In an unstructured interview, each candidate is asked different questions in a different order, and responses are evaluated based on the interviewer's subjective impression. This approach is highly susceptible to unconscious bias: we tend to favour candidates who are similar to us, who make a strong first impression, or who tell a compelling story — regardless of whether those qualities predict success in the role.
What is a structured interview?
A structured interview uses a standardised set of questions that are asked in the same order to every candidate. Responses are scored according to predefined criteria, making it possible to compare candidates fairly and objectively. Research shows that structured interviews are significantly more predictive of job performance than unstructured ones.
The building blocks of a good structured interview
1. Start with a clear competency framework
Before designing your questions, define the competencies that are most important for success in the role. These might include analytical thinking, client orientation, resilience, or leadership. Every question should link back to one or more of these competencies.
2. Use behavioural questions
Behavioural interview questions ask candidates to describe specific past experiences: "Tell me about a time when you had to deal with a difficult client. What did you do and what was the result?" Past behaviour is one of the strongest predictors of future behaviour, making these questions far more informative than hypothetical ones.
3. Use a scoring rubric
Define what a poor, average, and strong answer looks like for each question before the interview. This allows you to score responses consistently, regardless of who is conducting the interview.
4. Keep notes during the interview
Memory is fallible and selective. Take structured notes during the interview so that your evaluation is based on what was actually said, not on a vague impression formed after the fact.
5. Combine with assessments
Structured interviews are even more powerful when combined with objective assessments — such as cognitive ability tests, personality questionnaires, or situational judgement tests. Together, they provide a much more complete and reliable picture of the candidate.
Conclusion
Structured interviews are not about being rigid or robotic — they are about being fair and effective. By standardising your approach, using the right questions, and scoring responses consistently, you significantly improve both the quality and the defensibility of your hiring decisions. Want to know how Selection Lab can help you design and implement structured selection processes? Get in touch with us.
