Interviews are supposed to be a meaningful process—a chance for employers to evaluate candidates beyond their resumes and for candidates to present their true selves. Yet, in reality, job interviews have become a performance of pre-scripted responses, arbitrary assessments, and superficial judgments. Instead of being an honest and humane process, interviews often reinforce stereotypes, follow outdated scripts, and serve as a mere checkbox exercise for recruiters.

The Problem with Interviews Today

Modern hiring processes prioritize efficiency over effectiveness. Recruiters are often more concerned with fitting candidates into predefined boxes rather than truly understanding their skills, potential, and personality. Here’s why:

1. Stereotyped Expectations Many companies still expect candidates to fit a rigid mold. If a candidate doesn’t display the “right” body language, doesn’t smile enough, or doesn’t answer in a rehearsed way, they may be dismissed—regardless of their competence. These arbitrary expectations favor extroverts, overconfident speakers, and those trained to “game” the interview rather than those who would actually excel at the job.
2. Useless and Repetitive Questions “Where do you see yourself in five years?” “What is your greatest weakness?” “Why should we hire you?” These questions have been asked so many times that candidates prepare generic responses rather than offering genuine insight. Do these questions actually predict job performance? Not really. They serve as filler to give the illusion of evaluation while failing to assess real-world competence.
3. Bias in Disguise Despite claims of fairness, interviews often reinforce unconscious biases. Recruiters might unknowingly favor candidates who share their background, interests, or personality. “Culture fit” often becomes an excuse to hire people who think and act like the existing team, shutting out diverse perspectives.
4. Over-Reliance on Psychological Tricks Many interview techniques are based on flawed psychological assumptions. Stress interviews, for instance, aim to test a candidate’s composure but often just create unnecessary pressure. “Trick questions” designed to measure intelligence often only expose whether someone has encountered that type of question before.
5. Lack of Job Relevance Interviews often fail to focus on the actual work being done. Instead of assessing practical skills, companies rely on resume regurgitation, theoretical discussions, and personality-based judgments. A brilliant programmer might be eliminated because they failed to “sell themselves” properly, while a charismatic but underqualified candidate gets hired because they know how to charm interviewers.

A Better Way to Hire

If interviews are broken, what’s the solution? Companies should move towards a hiring process that is actually reflective of the work being done:

• Practical Assessments Over Talk Instead of asking vague or rehearsed questions, let candidates demonstrate their skills. Coding tests, writing samples, design challenges, or short work simulations are far better indicators of ability than an interview performance.
• Structured, Fair Evaluations Rather than leaving hiring decisions to subjective impressions, structured rubrics should be used to evaluate candidates based on clear, job-relevant criteria.
• Transparency in Hiring Candidates should be judged for what they bring to the table, not how well they fit into arbitrary expectations. Companies should be upfront about what they’re looking for and avoid unnecessary theatrics in the process.
• Eliminate Unnecessary Barriers Does every job really require a formal interview? Some roles may be better assessed through portfolio reviews, trial work, or short-term project evaluations.

When Mark walked into his final interview, he was confident. He had done his research, knew his worth, and had a solid track record of success in his field. When the hiring manager asked about salary expectations, Mark stated his number, fair, competitive, and backed by market data. The company, however, countered with an offer 15% lower. They assured him that the organization was growing, that there would be opportunities for advancement, and that he was an integral part of their long-term vision. Wanting to move forward and believing in the company’s mission, Mark accepted.

At first, Mark gave his best effort. He worked late, contributed ideas, and helped solve complex problems. But as the months went on, dissatisfaction crept in. He saw new hires being offered higher salaries, realized his contributions weren’t fully appreciated, and felt disconnected from leadership. His motivation dwindled, and eventually, he left for a competitor willing to pay him what he had initially asked for. The company lost a promising employee, and the cost of replacing him far exceeded what they had saved by underpaying him in the first place.

Mark’s story is all too common. Many organizations fail to recognize that recruiting top talent is only half the battle, the real challenge lies in retaining them. Here’s how companies can build a recruitment and retention strategy that attracts and keeps the best employees.

Pay People What They’re Worth

One of the biggest mistakes employers make is underpaying employees in an attempt to cut costs. Salary dissatisfaction leads to disengagement, reduced productivity, and ultimately, high turnover. Competitive compensation is not just about fairness; it’s about demonstrating respect for the value an employee brings to the company. Organizations that offer market-rate salaries, or better, tend to see greater loyalty and long-term success.

Build a Culture of Recognition and Appreciation

Money matters, but it’s not everything. Employees want to feel valued. Regular recognition, both financial and non-financial, goes a long way in fostering engagement. A simple “thank you,” public acknowledgment of achievements, or opportunities for growth can make employees feel seen and appreciated.

Provide Clear Growth Paths

People are more likely to stay in a company where they see a future. Career development programs, mentorship opportunities, and clear promotion pathways show employees that their contributions matter and that the organization is invested in their success. Without this, even high salaries won’t keep employees engaged for long.

Foster an Inclusive and Supportive Work Environment

Toxic workplaces drive away even the most passionate employees. Creating a culture where employees feel heard, respected, and supported encourages them to stay. Open communication, transparency from leadership, and a genuine commitment to work-life balance all contribute to a positive company culture.

Hire for Fit, Not Just Skill

A great resume doesn’t always translate into a great employee. Hiring people who align with the company’s values and culture increases the likelihood of long-term retention. When employees feel connected to their workplace on a deeper level, they are more likely to remain committed even during challenging times.

Exit Interviews: Learning from Departures

When employees leave, organizations should take the opportunity to understand why. Conducting honest and structured exit interviews can reveal patterns that might be causing turnover. This feedback can then be used to make meaningful changes that improve retention for remaining employees.

The cost of turnover is high, not just financially, but in lost productivity, morale, and institutional knowledge. Companies that prioritize fair compensation, recognition, growth opportunities, and a healthy work culture will find it much easier to attract and retain top talent. Lowballing employees might seem like a cost-saving strategy in the short term, but in the long run, it often leads to greater expenses, weaker teams, and a damaged reputation.

Investing in people is investing in the success of the company itself. When employees feel valued, they stay, grow, and contribute to a thriving workplace culture.