Do traditional recuitment interviews put introverts at a disadvantage?

For those naturally more introverted, it may feel like a lot of people at work are extroverted. But 2021 data from the Office for National Statistics (ONS) found that 50% of people in the UK identify as introverts.

It makes sense for businesses to have a range of personality types in the workplace, but could the way recruitment processes are conducted be detrimental to introverts? And even make them less likely to get the job?

Whether someone is an introvert or an extrovert has nothing to do with shyness – it’s usually defined by where someone draws their energy from. Introverts need solo time to re-energise, while extroverts feel energised being around others. Many people will fall somewhere in the middle.

Traditional methods

Recruitment processes often unintentionally favour extroverted candidates, which can create barriers for introverts, says Dr George Sik, chartered psychologist and director of assessment at eras . “Group interviews, presentations, and social chit-chat during Zoom calls can be particularly challenging, as introverts may [but not always] struggle with the pressure of public speaking, or find it difficult to assert themselves in a crowded virtual setting.

Instead, “these processes tend to emphasise quick thinking, assertiveness, and outspokenness”, he says, but “introverts may excel in other areas, like analytical thinking, listening skills, and working independently”.

Dr Amanda Potter, lead business psychologist and CEO of Zircon Management Consulting , says “certain practices may put introverts at a disadvantage” and points out that it’s common for introverts to need time to collect their thoughts before answering a question.

“Particular issues are questions that require them to answer quickly in the moment, or force them to think on their feet,” she says. “Other difficult moments will be questions about what they would like in the future, or queries that require them to think about a particular situation that evoked a specific emotion.

“Another problem can be where the interviewer asks a question, and then because the introverted respondent doesn’t answer quickly enough, the interviewer fills the gap with another probing question that diverts from the first.”

Lindsay Kohler, lead behavioural scientist at scarlettabbott agrees: “Often, introverts prefer more time to reflect before responding, and the high-pressure time considerations in a job interview don’t allow for that, which could cause someone to become flustered.”

She also makes the key point that being introverted “doesn’t equate to ‘being bad at human interaction’. It just means it might be a bit more effortful, which could led to an energy lag, which might come off as a lack of enthusiasm”.

Why hire introverts?

The business world often seems set up for the success of extroverts, but at work, introverts are known for thoughtful decision making, strategic thinking and strong listening skills (which is not to say that extroverts wouldn’t also have some of these qualities), but cognitive diversity is important for workforces.

“We are all unique. We have different strengths and bring something special to an organisation or a team,” says Potter.

“If the organisation is hunting for ‘extroverts’ they are basically ‘profile matching’, which would undermine the cognitive diversity of the organisation. This would diminish its innovation, problem-solving and ideation capability, and ultimately its psychological safety, due to groupthink and creating a consensus-driven culture.”

Hiring anyone who is different is a benefit, whether they are neurodiverse, cognitively diverse or have different skills or knowledge, she added. “People who think differently will ask different questions, challenge ideas and encourage debate.

“Introverts, in particular, are helpful because they bring the skills of listening and reflecting, and they challenge the extroverted meeting culture that often dominates.”

Is there a fairer way to recruit?

Sik says companies can create a more supportive and inclusive environment for introverted candidates throughout the recruitment process.

“This could include offering alternative assessment methods that cater to a diverse range of personalities and strengths, such as written assignments, case studies, or one-on-one interviews. These methods can provide introverts a platform to demonstrate their capabilities in a way that feels more comfortable and natural to them.”

Recruiters and hiring managers should provide ample preparation time for assessments, and ensure that assessment criteria is fair and unbiased, he says.

“It’s vital not to mistake quietness for lack of enthusiasm; instead, look for thoughtful responses, insightful questions, and a genuine interest in the role.

“Training should focus on recognising and appreciating the unique strengths of introverted candidates, refraining from viewing introversion as a disadvantage.”

In ESG news this week:

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• The water industry has come under fire after figures revealed storm overflows dumped sewage into rivers and seas for more than 3.6 million hours in 2023.
• Launching the Government’s flagship recycling scheme in 2025 is not realistic, Steve Barclay has said.
• One of the UK’s fastest deaf swimmers has spent more than 1,000 days campaigning against “discriminatory” policies that deny him funding.

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