Jun 04, 2026

Interviewing in the Age of AI

Interviewing candidates for jobs is more complicated today than it once was. Artificial intelligence, social media screening, online interviews and traditional in-person meetings all now coexist in the hiring process. For both employers and candidates, staying current is essential. Read through for guidance on adapting interview practices to today's realities.

Modern interviewing is a hybrid process that blends AI-driven tools with human judgment. Candidates may submit AI-assisted resumes or work samples; interact with automated screening systems; and participate in online, individual or team interviews. Employers, meanwhile, increasingly rely on AI to support recruiting and hiring decisions.

The pace of change has been rapid. According to recent surveys, many job seekers use AI tools for tasks such as resume writing, cover letter drafting, interview preparation, work sample preparation or even career coaching and social media optimization. Employers are adopting similar technologies. Data from SHRM indicates that between 35% and 45% of companies currently use AI in their hiring processes, with continued growth expected.

This environment requires HR professionals and hiring managers to adjust how they evaluate candidates. A key challenge is distinguishing between an applicant's genuine skills and experience and the refinement — or polish — provided by AI tools.

Designing the interview process

Effective interviewing begins with deliberate choices about format and structure.

One decision is whether to conduct interviews in person or online. In-person interviews often provide a clearer picture of a candidate's interpersonal style, communication skills and confidence. They are particularly useful once the candidate pool has been narrowed to a small group and when the role involves teamwork or customer interaction. Online interviews, however, offer flexibility and efficiency. They can be scheduled outside traditional business hours and reduce travel-related time and costs. For fully remote or non-customer-facing roles, online interviews may be sufficient.

Another consideration is whether to use individual or group interviews. Individual interviews tend to provide deeper insights into a candidate's experience and are often better suited for leadership positions or roles requiring technical expertise. Group interviews, by contrast, can be effective for positions involving frequent customer interaction or rapid decision-making. Group interviews typically work best with three to seven participants and are designed to reveal problem-solving ability, communication style and candidates' abilities to engage with differing viewpoints.

Regardless of the interview format, candidates should always be given time to ask questions. This not only improves the candidate experience but also provides insight into what applicants value and how they assess the role.

Interview strategy in an AI-influenced environment

Question design is especially important in an era when AI can help candidates prepare polished responses. Yes-or-no questions rarely produce meaningful insights. Instead, interviewers should ask open-ended, probing questions that require candidates to explain, analyze and reflect on their experiences.

Scenario-based questions are particularly effective. They encourage candidates to describe real situations, clarify their role and demonstrate critical thinking and problem-solving skills. For example, when interviewing for a regional sales manager position, an interviewer might ask how the candidate contributed to a specific sales increase, which strategies proved most effective, what challenges arose and how those challenges were addressed. Asking how the candidate would handle the situation differently in hindsight can further reveal judgment and adaptability.

Using a consistent set of core questions for all applicants helps interviewers compare candidates more objectively and assess alignment with the skills and competencies the organization is seeking.

Finally, interviews should conclude with clear communication about next steps. Candidates should be informed when a decision is expected or when they will hear about the next stage of the process. Failing to follow up with — or ghosting — candidates reflects poorly on the organization and can undermine its reputation in a competitive hiring market.

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