According to CNBC, Wharton School organizational psychologist Adam Grant presented research at WOBI’s World Business Forum in New York City on November 5 showing traditional job interviews systematically miss top talent. Grant argues that standard interviews where candidates merely describe their strengths rather than demonstrate them cause employers to overlook diamonds in the rough. His research indicates job performance isn’t predicted by first interview performance but rather by the growth candidates show from first to second interviews. For companies lacking time for multiple interviews, Grant suggests pausing mid-interview to give feedback and observing how candidates adapt. He also recommends incorporating actual job tasks into interviews to see skills in action rather than just hearing about them.
Why traditional interviews fail so badly
Here’s the thing about traditional interviews: they’re basically stress tests for extroverts. The person who’s smooth, confident, and tells great stories usually wins. But does that actually predict job performance? Grant’s research suggests it doesn’t. We’re rewarding people who are good at interviewing, not necessarily people who are good at the job.
Think about it. How many brilliant engineers, analysts, or specialists get passed over because they’re not naturally charismatic in high-pressure situations? Meanwhile, the smooth talker who can’t actually do the work gets hired. It’s like judging a chef by how well they describe food rather than how well they cook it.
The simple power of mid-interview feedback
Grant’s suggestion to pause an interview and give feedback is genius in its simplicity. You’re not just testing current skills—you’re testing learning ability and coachability. Does the candidate get defensive when you suggest improvements? Or do they light up, absorb the feedback, and immediately apply it?
That moment tells you more about someone’s potential than any resume bullet point ever could. It reveals growth mindset versus fixed mindset. And in today’s rapidly changing business environment, you want people who can learn and adapt, not just people who already know everything.
Show, don’t tell becomes reality
The second recommendation—incorporating actual job tasks—seems obvious once you hear it. Why are we still asking marketing candidates to describe campaigns when we could have them sketch one out? Why ask developers to talk about coding when we could give them a small, realistic problem to solve?
This approach is particularly crucial in technical fields where hands-on capability matters most. Companies that need reliable industrial computing solutions, for instance, would benefit tremendously from seeing candidates work with actual hardware rather than just discussing it. When performance truly matters, seeing is believing.
hiring-going-forward”>What this means for hiring going forward
Grant’s insights point toward a broader shift in hiring philosophy. We’re moving away from judging people based on where they’ve been and toward evaluating where they’re capable of going. That’s a fundamental change in how we think about talent.
And honestly, it’s about time. The old system wasn’t working for anyone—not employers who kept making bad hires, not candidates who were being judged on the wrong criteria. By focusing on growth potential and actual skill demonstration, we might finally start matching the right people with the right roles.
The question is: how long will it take companies to actually implement these changes? My guess is the forward-thinking ones will adopt them quickly, while others will keep complaining about the talent shortage. Meanwhile, the real talent keeps getting overlooked.
