Inclusive interviews – 12 expert tips for Australian executives and managers

Updated June 2025.  Posted October 2024.

Listen to a conversational overview of this post on the Diversity Australia Optimal Workpalces Podcast  (6 min):

When I first started working in corporate recruitment, I thought interviews were simply about “finding the right person”. I didn’t realise how easily bias could slip in. Not the cartoon-villain type of bias, but subtle, everyday assumptions — like unconsciously preferring someone who had the same university background as me. It took me years, a few uncomfortable realisations, and some very honest feedback from colleagues to see just how much the interview stage can either open or close the door for talented people.

That’s why I believe inclusive interviews are not a “nice-to-have” — they’re a strategic necessity. In Australia’s current job market, where talent is tight and reputation matters more than ever, the way you interview says a lot about your organisation. It signals whether you’re genuinely committed to inclusion, or just ticking boxes. And the difference shows, trust me.

Register for our online Inclusive Recruitment course.

Or contact us for tailored support.

1. Why inclusive interviews matter now

Here’s the thing. Interviews are one of the most human, and therefore one of the most fallible, parts of the recruitment process. You can have the best policies in the world, but if your hiring managers ask the wrong questions or unintentionally alienate candidates, you’ll lose great people.

We’re seeing more candidates walk away from processes that feel opaque, rushed, or biased. The Fair Work Commission and the Australian Human Rights Commission both highlight the legal and reputational risks of poor practices. But beyond compliance, inclusive interviews actually expand your reach. You end up considering a wider pool of capable candidates, many of whom you might have overlooked otherwise.

I’ve seen it happen: a client once rejected an applicant because she didn’t make much eye contact. In her culture, that was a sign of respect — not disinterest. We fixed the process, and next time they hired someone brilliant who brought fresh thinking to the team.

2. Start with a clear definition of inclusive interviews

For me, an inclusive interview is one where every candidate has a genuine and equal chance to show their capability. No games. No hidden criteria.

That means:

• Structure: You ask the same core questions of every candidate.

• Relevance: Every question links to the role’s real requirements.

• Flexibility: You make reasonable adjustments so people with different needs or communication styles can still give their best.

It’s not about lowering the bar; it’s about removing the unnecessary hurdles that have nothing to do with the job. One small change that worked wonders for a client was sending questions ahead of time. A neurodiverse candidate, who otherwise would have struggled to process on the spot, ended up giving some of the most insightful answers the panel had ever heard.

3. Align the process with organisational DEI goals

If inclusion only appears at interview stage, it’s already too late. The interview needs to reflect your wider diversity, equity, and inclusion (DEI) strategy.

What does that look like? For one, leaders setting expectations that inclusive interviews are part of business-as-usual, not a side project. Recruitment KPIs should track diversity at shortlist and hire stage. And inclusion should be visible in your employer brand — the language in your job ads, the diversity of people shown in your recruitment materials, even the way you describe your values.

I worked with an ASX-listed company that made “inclusive interviews” a measurable leadership target. Within a year, they’d increased hires from underrepresented groups by 27%, without lowering standards.

4. Prepare interviewers properly

I don’t care how experienced someone is — nobody’s immune to bias. Training isn’t just about compliance, it’s about building awareness.

Good preparation includes:

• Bias and cultural awareness training.

• Interview guides with standardised behavioural questions.

• Scoring rubrics so feedback is consistent.

And here’s a reality check — most bias shows up under time pressure. I remember a hiring manager telling me, “I just had a good feeling about him.” That “good feeling” turned out to be because the candidate had worked at the same surf club. That’s not selection; that’s self-replication.

5. Design for accessibility and adjustments

If you only ask about adjustments at the start of the interview, you’ve missed the mark. Candidates should know before the day that adjustments are welcomed.

Think:

• Offer multiple formats: in-person, video, or phone.

• Share the interview format, timing, and panel list in advance.

• Provide accessible physical spaces and digital platforms.

One of my favourite success stories was a deaf candidate who had been passed over multiple times elsewhere. We organised an Auslan interpreter, ensured everyone spoke one at a time, and the interview flowed naturally. She got the job — and is now a team leader.

Register for our online Inclusive Recruitment course.

Or contact us for tailored support.

6. Use diverse interview panels

Panel diversity isn’t just optics; it genuinely changes decision-making. When everyone at the table has the same background, they tend to value the same traits — and miss others.

Mix gender, cultural background, and areas of expertise. Rotate members so you avoid “gatekeeper” syndrome. One client told me they’d never have hired a certain project manager if not for a female panellist pushing them to consider leadership style as well as technical skill. That hire went on to lead one of their most profitable projects.

7. Focus on job-relevant criteria

“Cultural fit” is often code for “similar to us”, which is dangerous if “us” is homogenous. Instead, define what’s actually needed for the role — skills, knowledge, and behaviours.

Use behavioural and situational questions tied to role outcomes. Score responses against clear benchmarks. This way, you’re comparing apples with apples, not apples with “reminds me of my mate Steve”.

8. Develop and use inclusive interview questions

The wrong question can shut a candidate down before they even start. Inclusive interview questions open the door.

That means:

• Avoiding jargon, idioms, or sports metaphors.

• Framing questions so they allow varied life experiences to be valid evidence.

• Offering some questions in advance when appropriate.

One panel used to ask, “Tell me about your biggest weakness.” We replaced it with, “Tell me about a skill you’re currently improving and how you’re doing it.” The quality of answers improved across the board, and candidates reported feeling less defensive.

9. Adapt for cultural inclusivity

Language is tricky. Something that seems harmless to you might be alienating to someone else. I’ve seen well-meaning interviewers confuse Aboriginal candidates with idioms like “hit it out of the park” — not exactly universal.

For some communities, like Aboriginal and Torres Strait Islander peoples, more culturally aligned formats such as yarning circles may create a safer space for conversation. And for CALD candidates, clarity beats cleverness every time.

10. Build transparency into the process

If a candidate feels like they’re in the dark, their anxiety skyrockets — and so does the risk of disengagement.

Be clear upfront about:

• Interview structure and duration.

• Who will be on the panel.

• When they’ll hear back.

I’ve seen top candidates drop out of a process simply because they didn’t know what was coming next.

11. Manage AI and digital tools carefully

AI can help, but it can also harm if it’s not checked. Algorithmic bias is real. If your screening tool favours certain speech patterns or résumé formats, you’re in trouble.

Always have a human in the loop for decision-making. Test your platforms for accessibility. I once trialled a voice analysis tool that rated non-native English speakers lower for “confidence” — completely irrelevant to the role.

12. Give constructive feedback to candidates

Most candidates never hear why they weren’t chosen. It’s a missed opportunity.

Share balanced feedback: strengths, areas to improve, and encouragement to apply again if appropriate. Keep it skill-focused, not personality-based. One rejected candidate I coached reapplied a year later and was hired, largely because they’d acted on the original feedback.

13. Continuously improve the process

Inclusive interviews aren’t a one-and-done. Review your process regularly. Track who’s applying, who’s being shortlisted, and who’s being hired. Check the data for gaps.

Gather candidate experience surveys. Update interviewer training every year. Inclusion is a moving target — you can’t just set and forget.

Register for our online Inclusive Recruitment course.

Or contact us for tailored support.

Final thought

Inclusive interviews aren’t about being “nice”. They’re about running a fair, rigorous process that finds the best person for the job — and sends a message about who you are as an employer. In my experience, when executives lead this change, the cultural shift flows right through the organisation. And the talent that walks through your doors? You might be pleasantly surprised.