Why interview performance can be misleading

Interviews can be deceptive.

A confident handshake, a smooth answer to “tell me about yourself”, and the ability to hold eye contact for the right amount of time can all create the impression of competence. But those are performance cues, not proof of capability.

I’ve seen people ace interviews and then underdeliver in the role. I’ve also seen candidates stumble over words in the interview, then go on to become top performers.

The truth is, interview performance is heavily shaped by factors that have nothing to do with doing the actual job – personality style, familiarity with the format, cultural norms, even the candidate’s energy level that day.

If we rely too much on this surface-level snapshot, we risk hiring the best interviewers instead of the best employees, which defeats the purpose of inclusive recruitment and interviews. 

This inclusive interview process tip shows you how to shift focus from performance to proof of capability.

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The case for skills-based assessment

Skills-based assessment flips the focus. Instead of asking “how well can they talk about the job?”, we ask “how well can they do the job?”.

It is more inclusive by design. Candidates who may not fit a stereotypical picture of confidence – introverts, people from cultures where self-promotion is discouraged, neurodiverse candidates – get a fairer shot.

It is also harder for bias to creep in. When you have tangible evidence of someone’s work, you are less likely to be swayed by irrelevant cues such as accent, body language, or conversational polish.

One hiring manager once told me, “The skills test stopped me from passing over someone I might have ignored. They weren’t flashy in the interview, but their work blew us away.” That’s exactly the point.

What skills demonstration looks like in practice

The right format depends on the role.

For a software engineer, it might mean solving a live coding problem with the tools they would actually use on the job.

For a marketing candidate, it could be developing a short campaign plan based on a realistic brief.

For leadership roles, you might run a scenario exercise where the candidate handles a fictional but challenging team situation.

The golden rule: keep it relevant. Don’t throw in abstract puzzles or games that measure test-taking skills more than job ability.

And make sure it is standardised. Give every candidate the same instructions, the same resources, and the same amount of time. Use a scoring rubric that focuses on job-relevant criteria – not presentation flair.

Making it fair for all candidates

A skills demonstration can be inclusive – or not – depending on how it is designed. Accessibility is non-negotiable.

If the task involves technology, check it works for people with disabilities. If you expect candidates to present verbally, offer an alternative for those with communication differences.

Some candidates will produce stronger work if they can review the brief in advance rather than on the spot.

This simple step can make a huge difference for neurodiverse candidates or those who are less familiar with high-pressure assessment environments.

Small adjustments can open the door for talent you might otherwise miss.

How it connects to earlier tips

This tip builds directly on Tip #2 (AI screening with bias safeguards) and Tip #3 (blind CV screening). Those steps help you get the right people into the interview process without bias filtering them out too early.

Once they’re there, skills demonstration ensures you make your decision based on what really matters – their ability to do the job.

It also works hand-in-hand with Tip #4 (diverse interview panels). When multiple panel members watch a skills demonstration, each will notice different strengths or gaps. That gives you a richer, more balanced view of the candidate’s capabilities.

Measuring the impact

Want to prove this approach works? Track it.

Compare the performance of hires who scored highly on skills demonstrations with those who simply interviewed well. Look at retention. Look at diversity in the hires you make.

If you are doing it right, you’ll likely see stronger job performance, better retention rates, and a broader range of talent joining the team.

Final thought

Interviews will always have their place. They’re great for understanding motivation, communication style, and culture fit. But they are not enough on their own.

When you shift more of the weight to skills demonstration, you’re making recruitment both fairer and more accurate.

And you send a powerful message to candidates: we value what you can do over how well you can perform in a staged conversation.

That’s how you hire people who not only talk the talk – they walk the walk.

Register for our online Inclusive Recruitment course.

Or contact us for tailored support.