Are we allowing our introverts to shine in interviews ?

Interviews are still a key element within recruitment processes, but approaches used in interviews, disadvantage many good candidates, including those that display more introverted behaviours. So what is introversion and why might this happen ?

Introversion: A Brief Description

Introversion is a personality trait characterized by a preference for solitary or minimally stimulating environments, with a tendency to focus on internal thoughts and emotions rather than external stimuli. Introverts often find social interactions draining and require time alone to recharge, unlike extroverts who apparently gain energy from socializing. This does not imply that introverts are antisocial; rather, they prefer meaningful, smaller-scale interactions to large groups or high-energy social settings (Baxter et al , 2024).

Psychological research suggests that introversion exists on a spectrum, often assessed using personality frameworks such as the Big Five, where it contrasts with extroversion (McCrae & Costa, 1987). Introverts are typically reflective, introspective, and attentive to details, which can make them adept at creative and analytical tasks (Laney, 2002). Biological factors may contribute to introversion, with studies indicating that introverts exhibit higher cortical arousal, influencing their preference for quieter environments (Eysenck, 1967). However, many people may self-identify as introverts, without ever having completed psychometric testing. In these cases, their introversion has emerged via socio cultural routes, coloured by the perceptions of others. These perceptions have, over time, influenced their self perceptions, concomitantly influencing the ways in which they interpret their own strengths and weaknesses (Baxter et al , 2024).

Cultural perceptions of introversion vary; some societies, particularly in the West, may undervalue introverted traits, favoring extroverted ideals. Yet, understanding introversion’s strengths can foster inclusivity and appreciation of diverse personality types.

Interviews and bias

Job interviews often favour extroverted candidates, unintentionally side-lining introverts due to the way they’re structured and evaluated. Many interview processes reward assertiveness, quick thinking, and overt enthusiasm—qualities typically associated with extroversion. Meanwhile, introverts, who may excel in preparation, thoughtfulness, and deep focus, can be perceived as less confident or engaged, even if they’re just being authentic ; this is what is termed, ‘an extroverted deficit belief.’ (Lawn et al, 2019).

Group interviews are particularly challenging for introverts, as such settings often reward candidates who dominate discussions or quickly respond, leaving introverts at a disadvantage as their neural pathways differ from those of extroverts- they are longer, meaning they take longer to process information (Cunningham et al, 2019 )Additionally, body language expectations like constant eye contact or overly animated gestures can feel unnatural for an introvert, leading interviewers to mistakenly perceive them as unengaged (Baxter et al, 2024).

Bias

Unconscious bias can also creep in. Many recruiters, often extroverts themselves, might unknowingly prefer candidates who mirror their own communication styles . This can overshadow the valuable strengths introverts bring, such as listening skills, analytical thinking, and a capacity for independent work (Dane et al, ).

To combat this bias, interviewers should focus on the substance of responses, allow adequate reflection time, and recognize the diverse ways candidates can demonstrate enthusiasm and competence. This may mean doing away with traditional mechanisms such as presentations or on the spot questions. Allowing advance preparation time can be key. In short, there are 10 key ways that recruiters can allow introverts to shine in interviews:

Ten Key Strategies to Help Introverts Shine in Interviews

1. Provide Advance Notice
   Share the interview format and potential questions ahead of time. This allows introverts to prepare thoughtful and detailed responses.
2. Encourage Preparation
   Remind candidates they can bring notes or examples of past achievements to reference during the conversation.
3. Offer Reflection Time
   Avoid putting candidates on the spot with rapid-fire questions. Allow moments for them to think before answering.
4. Focus on Depth, Not Just Speed
   Value the substance of answers over how quickly they’re delivered. Introverts often excel at giving well-considered responses.
5. Adapt Interview Styles
   Use a one-on-one or small-panel format instead of group interviews, which can feel overwhelming for introverts.
6. Create a Comfortable Environment
   Minimize unnecessary distractions or overly formal settings to help candidates feel at ease.
7. Ask Open-Ended Questions
   Use questions that invite elaboration, such as “Can you share an example of…” to help introverts showcase their skills.
8. Balance Verbal and Non-Verbal Cues
   Understand that introverts may not display high-energy body language but can convey enthusiasm in other ways, like precise language.
9. Acknowledge Diverse Communication Styles
   Appreciate calm, measured responses and avoid interpreting them as disinterest.
10. Provide Follow-Up Opportunities
    Offer a chance for candidates to share additional thoughts after the interview, which aligns with their reflective nature.

In failing to recognise introverted preferences and strong points, recruiters are failing to provide inclusive recruitment strategies. In the longer term this has a negative effect not only on candidates but in acquisition of talent more broadly.

Baxer, J., Patent, V., & Winter, A. (2024). Does Self-perceived introversion create a barrier to leadership emergence in Higher Education: a case study approach. In S.Huber (Ed.), The International Handbook for Governance, Leadership, Administration, and Management in Education Geneva: Palgrave.

Cunningham, G. B., & Ahn, N. Y. (2019). The role of bias in the under-representation of women in leadership po sitions Routledge Handbook of the Business of Women’s Sport (pp. 83-94): Routledge.

Dane, P. B., Madelynn, R. D. S., & Shelley, D. D. Righting the balance: Understanding introverts (and extraverts) in the workplace. International Journal of Management Reviews. doi: 10.1111/ijmr.12268

Lawn, R. B., Slemp, G. R., & Vella-Brodrick, D. A. (2019). Quiet flourishing: The authenticity and well-being of trait introverts living in the west depends on extraversion-deficit beliefs. Journal of Happiness Studies, 20(7), 2055-2075.

Rudolf, S., Cornelius, J. K., & Yannik, Z. Executive Search Consultants’ Biases Against Women (or Men?). Frontiers in psychology. doi: 10.3389/fpsyg.2020.541766