Does it matter if a candidate looks “good” in virtual interviews and on LinkedIn when HR managers make initial hiring decisions?

Technology-mediated interviews (TMI), such as video conferencing and asynchronous interviews, can help both companies and job applicants save time and money in the selection process. Social distancing orders and people’s concerns about the widespread coronavirus during the pandemic accelerated the adoption of TMI. As the global economy emerges from the pandemic, TMIs are likely to remain, especially during the initial screening stage, as more companies look to embrace the four-day work week and telecommuting trends.

In addition to TMIs, more HR managers are using LinkedIn profiles of job candidates to access their qualifications and overall organizational fit. It makes sense for hiring managers and job seekers to understand how job candidates’ TMI performance and LinkedIn profiles can together influence HR managers’ real-world hiring decisions.

The survey

Accordingly, I worked on a project with RL Fernando Garcia at SM Hotels and Conventions Corporation in the Philippines and Dr. Yung-Kuei Huang at National Ilan University in Taiwan. We published our work in Tourism Management, answering two research questions:

RQ1: How do HR managers’ evaluations of a job applicant’s first TMI affect their hiring decisions?

RQ2: To what extent do job applicant attributes on LinkedIn influence HR managers’ hiring decisions?

The method

We collected field data from 44 HR managers at a hospitality/real estate firm who rated the TMI performance of 400 job applicants and their LinkedIn profiles at two different time frames. At Time 1, HR managers rated the likelihood of advancing an applicant to the next round of interviews immediately after assessing his/her TMI performance. At Time 2, HR managers continued to evaluate the job applicant’s LinkedIn profile (unless it did not exist) and once again assessed the candidate’s likelihood of advancing to the next round of interviews.

The results

Of the 400 job applicants, only 340 had a LinkedIn profile. Through a series of statistical analyzes (exploratory factor analysis and regression analyses), we found that before HR managers evaluated LinkedIn profiles of job applicants (Time 1):

1. Applicants’ virtual presence in TMI is negatively related to hiring decisions.
2. Applicants’ leadership potential and interpersonal competence were positively related to hiring decisions.
3. The positive relationship (influence) between leadership potential and hiring decisions is stronger for those with better virtual presence than those with poorer virtual presence.
4. The positive relationship (influence) between interpersonal competence and hiring decisions is weaker for those with better virtual presence than those with poorer virtual presence.

After the HR managers evaluated the LinkedIn profiles of the job applicants (Time 2):

1. Hiring decisions for HR managers have become more favorable to candidates with a LinkedIn profile (versus those without).
2. Having more spelling/grammatical errors buffered the positive effect of Time 1 hiring decisions on Time 2 hiring decisions.
3. We calculated an overall score for a job applicant’s LinkedIn profile, including job relevance (the extent to which the information presented in the applicant’s LinkedIn profile is relevant to the job applied for), completeness (the extent to which the applicant has a complete LinkedIn profile), and consistency of information (to indicate the extent to which the information displayed on the applicant’s LinkedIn profiles supports his/her words during TMI). A favorable overall evaluation of LinkedIn strengthened the positive effect of Time 1 hiring decisions on Time 2 hiring decisions.

The practical implications

Recommendations for HR managers

• Add “relevant information” to their LinkedIn rating rubrics, in addition to “spelling and grammar errors,” “completeness,” and “relevance.”
• Be more cautious about the negative impacts of a candidate’s virtual presence on TMI.
• Combine TMIs and face-to-face interviews to assess a job applicant’s interpersonal competence.
• Use LinkedIn as an alternative and quick method for background checks.

Suggestions for job seekers

• Invest in their appearance on camera, but not to the point where HR managers question their authenticity.
• Demonstrate their interpersonal competencies and leadership potential with real examples from their past experiences.
• Make sure their LinkedIn profiles are complete and free of spelling and grammar errors.
• Use LinkedIn profiles to show the evidence that supports their words during interviews.
• Emphasize the competencies and work experience relevant to the applicant positions on LinkedIn.

The conclusion

This study answered the research questions using data collected from real HR managers and job applicants. Referring to your company’s HR practices or your personal experience as an HR manager or job applicant, to what extent do you agree or disagree with the above research findings? For what reasons?

Kwok connections
Professor at Collins College of Hospitality Management, Cal Poly Pomona
CAL Poly Pomona