Abstract
Interviews present a puzzle: Research suggests they are of little value in screening hires, and yet they remain pervasive. Using a longitudinal dataset from a large call center company, we find that interviewers vary in quality along three dimensions of performance: making offers, convincing candidates to join the company, and screening for durable and productive hires. The variation in interviewer performance is larger for the first two dimensions than for screening. Furthermore, interviewers improve over tenure on the first two dimensions, while their ability to screen remains stagnant. Interviewers who are good at making offers are also good at convincing the candidate to accept them, and they do so without sacrificing quality of hire. We find that the company could realize cost savings of over 40 percent of its hiring and recruiting budget by reassigning interviews to their best interviewers. Thus, interviewer performance, especially in often-ignored dimensions, can have a major impact on search and matching of employers and employees.
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