That can be useful, but too much freedom can also make hiring decisions less consistent.
We’ve known this for a while, data has clearly shown structured interviews have higher validity than unstructured ones. Slow to the punch as most governments are, new guidance from the UK government recommends employers use more structured interviews, with standardised questions and scoring designed around job-relevant criteria. The guidance, published in March 2026, says this can support fairer and more objective hiring decisions.
The problem with a free-flowing interview
Unstructured interviews give interviewers considerably more room to improvise. One candidate might be asked detailed questions about their experience while another spends more time discussing shared interests or building rapport.
That makes comparison harder.
The government guidance warns that conversational interviews without consistent questions or scoring may increase the risk of unconscious bias. Interviewers can end up favouring people similar to themselves or allowing first impressions to influence their judgement.
What does this “structure” look like?
The guidance recommends deciding which skills and knowledge actually matter for the role, then asking candidates the same questions in the same order.
Responses should be assessed against scoring criteria agreed in advance. Interview panels should also understand the questions, their roles and how candidates will be evaluated.
This creates a clearer basis for comparison. Instead of asking whether somebody “came across well”, interviewers can ask how strongly their answers demonstrated the capabilities needed for the job. This often couples well with skills based hiring approaches, here’s how to implement a skills based approach if you’re curious.
Interviews should not carry all the weight
Even a well-designed interview only provides one type of evidence. Confidence, communication style and interview experience can still affect how a candidate performs on the day.
Combining structured interviews with other job-relevant measures can therefore provide a broader picture. Objective assessment data can also help organisations rely less heavily on CVs, first impressions and gut feel.
For employers reviewing their process, there are several practical ways of reducing bias in recruitment, from standardised selection criteria to structured assessment.
Making an interview less conversational does not mean removing its human element. It means ensuring that rapport does not become a substitute for evidence.
The best interviews can still feel natural while giving every candidate the same opportunity to demonstrate whether they can do the job.
