
Since this pandemic arrived, much has changed about how we work. We're aware of some of the changes, but we're not yet aware of all. As time passes, and we encounter those less-common situations that don't arise every day, we'll gradually become aware of more changes. One of those less-common situations is what we call the interview. We use interviews in sociological research and investigations of all kinds, but the workplace context in which interviews come to mind most readily is perhaps the hiring process. What has changed about interviews in this pandemic is that more of them are now video interviews, also known as virtual interviews.
If you're considering candidates for a new position, for a recently vacated position, or for a position about to be vacated, or if you're a candidate yourself, it's helpful to understand the special properties of the kind of virtual interviews used in the hiring process. In the hiring process, four factors distinguish the virtual interview from the face-to-face interview. They are the home field advantage; the attendance list; video presence; and staging, lighting and makeup.
In this Part I, I focus on the home field advantage. In what follows, I'll use the term interviewer to refer to the representative of the hiring organization, and the term candidate to refer to the person seeking or considering the position.
Home field advantage
In sports, the term Because the essence of a job interview is
disclosure, perceptions of psychological
safety strongly determine the behavior
of both interviewer and candidatehome field advantage describes, for a specific match, the advantage enjoyed by the team that uses as its home facility the facility where the match in question is being held. The home field advantage phenomenon is real. In sports, five factors contribute to home field advantage: the behavior of the fans; the familiarity of the home team with the facility, the community, and the region; the rigors of travel; referee bias in patterns of decision-making by officials; and territoriality in the form of elevated passions for defending the home territory.
Because there are no fans, crowds, or referees in job interviews, the home field advantage in the context of job interviews clearly cannot involve fan behavior, biased referees, or territoriality. But there are analogs to the effects of familiarity with the venue and the rigors of travel. One phenomenon that might underlie both of these factors is psychological safety.
Psychological safety
In a given social context, the degree of psychological safety is the prevalence of the perception that taking interpersonal risks is beneficial, or at worst benign [Edmondson 2014]. Speaking up, making suggestions, or disclosing preferences or aversions are examples of taking interpersonal risks.
Because the essence of a job interview is disclosure, perceptions of psychological safety strongly determine the behavior of both interviewer and candidate. Using the lens of psychological safety is helpful for understanding how virtual interviews differ from face-to-face interviews.
Consider face-to-face interviews first. In face-to-face interviews, the interviewer is "playing" on a "home field." Compared to the candidate, the interviewer is more familiar with the facility and the organization. Indeed, many face-to-face interviews are conducted in the interviewer's own office. And the candidate is more likely to have traveled away from home to be present at the interview.
For virtual interviews, by contrast, both parties are at their home fields. In terms of their environments, then, the home field advantage the face-to-face interviewer enjoys is significantly compromised. And it's therefore reasonable to suppose that with respect to their senses of psychological safety the interviewer and candidate are more likely to be in similar frames of mind.
Oddly, to the extent that there is a home field advantage in video interviews, there can also be home field disadvantages for the candidate. For face-to-face interviews, the candidate is likely dressed for the interview, which takes place in a business setting. But for video interviews, by comparison, the candidate might not be as well dressed. Some candidates exploit the camera's limitations. For example, a man might wear a suit jacket, dress shirt, and necktie, but sweat pants instead of suit pants. Only the candidate is aware of this, of course. But it might affect the candidate's approach to the situation. I know of no research that confirms this speculation, but I would not be surprised to learn that such an effect is measurable.
A similar speculation applies to the candidate's setting. The candidate's setting for a video interview might not be as businesslike as would be the setting for a face-to-face interview. Even if the room is staged appropriately (more on this next time), the candidate's spare bedroom is still a spare bedroom. These differences in atmosphere might affect the candidate's demeanor in ways disadvantageous to the candidate.
Last words
The sense of psychological safety, and therefore the home field advantage, provides advantages to the interviewer for face-to-face interviews. The advantage to the interviewer probably extends also to the virtual interview, but it is attenuated somewhat. Candidates can gain some advantage by choosing a very businesslike setting for the interview, and by dressing as if for a face-to-face interview.
Many employers now recognize that video conferencing skill is an important competence for most knowledge workers. Candidates can gain still more advantage by recognizing that a virtual interview provides an opportunity to demonstrate superior video conferencing skill. Thinking of the interview as an audition can help clarify that particular objective of the exercise.
Next time I'll examine other attributes of the virtual interview, including the attendance list, video presence, and technical matters. Next in this series Top
Next Issue
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
Footnotes
Your comments are welcome
Would you like to see your comments posted here? rbrenGBFYqdeDxZESDSsjner@ChacmtFQZGrwOdySPdSsoCanyon.comSend me your comments by email, or by Web form.About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
Related articles
More articles on Personal, Team, and Organizational Effectiveness:
Coaching and Haircuts
- Lifelong learners use a variety of approaches, usually relying heavily on reading. Reading works well
for some ideas and techniques, especially for those with limited emotional content. For adding other
skills and perceptions, consider a personal coach.
Unnecessary Boring Work: II
- Workplace boredom can result from poor choices by the person who's bored. More often boredom comes from
the design of the job itself. Here's Part II of our little catalog of causes of workplace boredom.
The Limits of Status Reports: II
- We aren't completely free to specify the content or frequency of status reports from the people who
write them. There are limits on both. Here's Part II of an exploration of those limits.
Performance Mismanagement Systems: II
- One of the more counter-effective strategies incorporated into performance management systems is the
enterprise-wide uniform quota, known as a vitality curve. Its fundamental injustice breeds cynicism,
performance fraud, and toxic conflict. It produces performance assessments that are unrelated to enterprise
objectives.
Disjoint Awareness
- In collaborations, awareness of how our own work might interfere with the work of others is essential.
Unless our awareness of others' work — and their awareness of ours — matches reality, the
collaboration's objective is at risk.
See also Personal, Team, and Organizational Effectiveness and Workplace Politics for more related articles.
Forthcoming issues of Point Lookout
Coming April 21: Choice-Supportive Bias
- Choice-supportive bias is a cognitive bias that causes us to evaluate our past choices as more fitting than they actually were. The erroneous judgments it produces can be especially costly to organizations interested in improving decision processes. Available here and by RSS on April 21.
And on April 28: The Self-Explanation Effect
- In the learning context, self-explanation is the act of explaining to oneself what one is learning. Self-explanation has been shown to increase the rate of acquiring mastery. The mystery is why we don't structure knowledge work to exploit this phenomenon. Available here and by RSS on April 28.
Coaching services
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenGBFYqdeDxZESDSsjner@ChacmtFQZGrwOdySPdSsoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info
Public seminars
- The Power Affect: How We Express Our Personal Power
Many
people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
- A recording of a program presented June 29, 2017, Monthly
Webinar, sponsored by Technobility
Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
- A recording of a program presented June 29, 2017, Monthly
Webinar, sponsored by Technobility
Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
- A recording of a program presented June 29, 2017, Monthly
Webinar, sponsored by Technobility
Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
- Bullet Points: Mastery or Madness?
Decis
ion-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.
- A recording of a program presented June 24, 2020, Monthly
Webinar, sponsored by Technobility
Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
- A recording of a program presented June 24, 2020, Monthly
Webinar, sponsored by Technobility
Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
- A recording of a program presented June 24, 2020, Monthly
Webinar, sponsored by Technobility
Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
Follow Rick





Recommend this issue to a friend
Send an email message to a friend
rbrenGBFYqdeDxZESDSsjner@ChacmtFQZGrwOdySPdSsoCanyon.comSend a message to Rick
A Tip A Day feed
Point Lookout weekly feed
