Job interviews in 2025: Between performance, perception and a human stance

By Audrey Lessard, Career evolution coach, with the valuable collaboration of Sarah Guérin-Bertrand

You can’t see everything she carries. Yet, she’s about to show up.

This isn’t a trend analysis. It’s a window into what we live, what we observe, and what we hope for.

Because we see a lot of journeys.

Brilliant candidates who doubt themselves.

Interviews that don’t inspire momentum, but instead make people close off.

Recruiters, just like the rest of us, still learning how to do better in a fast-changing world. And above all, humans.

Behind the résumés, the titles, the protocols. Humans looking for a place where they can truly be seen for who they are.

So we picked up our pens again. Two voices. Because some conversations can’t happen alone.

Once again, I’m joined by Sarah Guérin-Bertrand, who holds a Master’s degree in Public and International Affairs (M.Sc.). Her path is steeped in strategic reflection, communication, and social innovation. Deeply invested in issues of inclusion, career transitions, and social justice, she lends her voice and sensitivity to those navigating the grey zones of the job market.

 Sarah Guérin-Bertrand, Master’s degree in Public and International Affairs (M.Sc.)

Today, we’re focusing on a key moment in any career path: the job interview. A moment meant to reveal potential, but that too often creates stress, misunderstanding, or even a sense of imposture.

Because while the interview process has evolved (hybrid formats, online tests, AI tools), mindsets haven’t always followed.

The candidate performs.

The recruiter evaluates.

And in that sometimes unbalanced exchange, we forget the essential: It’s not (just) a test. It’s a meeting.

PREPARING... WITHOUT LOSING YOURSELF

When we think about "preparing for an interview," we often focus on what to say.

But we forget what we want to embody.

Sarah once told me, with disarming clarity: “What helps me is setting an intention before the interview.

For example: Stay calm. Be present. Don’t overanalyze every reaction.”

She doesn’t have a 10-step plan.

She has a small inner compass. Instead of performing, she stays aligned and that changes everything.

What if, after an interview, the first question wasn’t: “Did I answer well?”

but rather:

“Did I stay true to what I wanted to embody?”

It’s less stressful, more powerful and above all: more grounded.

Because in a process as loaded as hiring, where you feel like you’re being evaluated with every word, setting a simple, realistic, personal intention, like staying calm, being present, staying grounded, can truly change everything.

You don’t need to relearn everything or put on an act.

You build from who you already are.

Example: If your intention is "I want to stay calm and present" so you can bring that intention with you to the waiting room, through a tough first question, or even after an awkward silence.

It becomes an anchor, even when the environment is unclear.

And most importantly: it keeps you from falling into the trap of impossible goals.

Answering every question perfectly? That’s not realistic.

Especially when the role really matters to you. Being nervous or hesitating is part of being human.

Sometimes it even shows how much you care.

But if you stake everything on performance, you risk leaving the room disappointed, replaying every word. Whereas with a clear intention, you can stay grounded, leave the interview without beating yourself up, and stay engaged in the process without letting your confidence erode step by step.

It’s a gentle but powerful way to regain a bit of control.

Without losing sight of who you want to be, beyond what you feel you need to prove.

THE RECRUITER’S ROLE: TO REVEAL

And what if we also talked about the recruiter’s intention?

We just talked about alignment on the candidate’s side. Setting a simple intention, like staying calm, being yourself. But that same posture can, and should, exist for recruiters too.

Because interviews are never neutral.

The tone, the welcome, the setting: everything sends a message.

Depending on the intention, to discover? to trap? to co-evaluate? to observe? The posture shifts.

And so does the impact.

Sarah remembers a moment when she felt truly welcomed: “What put me at ease was when the interviewer said right away: Take your time. There’s no right or wrong answer. Feel free to ask me to repeat a question.”

And I deeply relate.

When I was a manager, I often began interviews by saying: “What I value most is a real conversation. So this isn’t an interrogation. If you want to go back to an answer, suggest an idea, or just take a moment... this is your interview.”

I also used to say: “It’s okay to be nervous... and it’s also okay to have fun.”

Because yes: even an interview can be an enjoyable moment. A space where the person feels that we’re not looking for perfection, but for their true professional posture, their authentic self, their way of being.

The real challenge isn’t identifying the person who already knows the right terminology. It’s not being swayed by a perfectly crafted answer.

Because sometimes, what we as recruiters want to hear is exactly what the candidate thinks they’re supposed to say.

And if we’re not careful, we might miss what’s actually there: An authentic reflection, a nuanced posture, a potential that isn’t trying to please, but to genuinely contribute.

Creating a space where someone feels free to answer differently also means discovering candidates we might have missed by staying inside familiar codes.

 

INCLUSION AND NEURODIVERGENCE: BETWEEN INTENTION AND TRANSFORMATION

In recent years, more and more organizations have added the word "inclusion" to their mission statements or values.

And that’s a great sign! It shows we’re moving forward, trying to embrace a wider range of profiles, backgrounds, and ways of thinking.

But between good intentions and actual practice, there are still grey areas to explore.

Not out of bad faith, but often out of lack of knowledge or the right tools.

Sarah highlighted this too in our conversations: Many organizations sincerely want to do better, but HR professionals are often left alone to manage the responsibility. They may not have the training or the space to adapt practices. So good intentions remain... just that.

True inclusion requires more than good intentions. It requires transforming habits. Questioning how we recruit, how we evaluate, and how we structure our workplaces. It means daring to rethink what we thought was set in stone.

And here’s a question we don’t ask often enough:

What is inclusion, really?

It’s the active intention to value differences AND to create an environment where everyone can fully contribute, without having to fit into predefined boxes.

And on the candidate side, sometimes there isn’t much choice. Here’s just one example among many:

You arrive for an interview and... surprise, there are three people in the room.

No names given. No warm greeting. No clear introduction.

Even for highly qualified candidates, this creates discomfort. Not because the format is bad, but because it lacks clarity.

I’m not saying we should never have multiple people in the room. I totally understand that a manager might want a second opinion from HR or a future teammate. But it’s not the number that creates discomfort. It’s the vagueness.

If we truly want to welcome neurodiversity, we need to prepare the space:

• Name the people present in advance.

• Clarify roles: ("Marie will ask HR questions, Patrick is your future colleague, he’ll be observing the dynamic.")

• Set the tone from the start: Is this formal or informal? Structured or more conversational?

A candidate with ASD or ADHD, for example, might get easily thrown off by a fuzzy context.

And even for neurotypical candidates, this kind of transparency helps: It creates the foundation they need to settle in and show their best self.

As recruiters, we often don’t know in advance whether a candidate is neurodivergent. So by applying these inclusive basics, we increase the chances that all candidates can shine.

Because a job interview isn’t meant to be a stress test. Or at least, not entirely. It’s meant to be a meeting. A moment of discovery, not discouragement.

And from that perspective, the environment matters just as much as the questions. Clarity, even simple, practical clarity, becomes an act of inclusion.

PSYCHOMETRIC TESTING: TOOL FOR CLARITY OR FOR ELIMINATION?

It was for my very first job at Desjardins. The interview had gone well. I felt a genuine connection and received positive feedback.

Then came the psychometric test.

And suddenly, plot twist: the results said I was...introverted, with a lack of empathy.

The irony? Empathy was what people had always recognized in me. It was one of my greatest strengths.

In truth, I had simply hesitated on several of the questions.

It was my first time. The multiple-choice options lacked context or nuance. For each question, I wanted to answer: “Well, it depends...”

And that’s what the test didn’t catch. My ability to navigate nuance. To deeply feel situations and adapt depending on the context.

Still, I was the right person for the job. I know that, because I got hired ;)

Thankfully, my future manager chose to trust what she had felt during the interview. She looked beyond the boxes and followed her instinct.

That day, I understood something important: A test can say a lot, but never everything. It can be a tool, but it should never be the verdict.

I’m not against tests. When used wisely, they can offer valuable insight.

But when used without context or human validation, they can:

• Disqualify atypical talents,

• Reduce a person to a chart, a label, a score,

• Block a hire based on rigid interpretation.

  
  

As a manager, I used to treat them as conversation starters: “Your profile shows strong analytical skills, how does that show up in your work?” or “The results suggest you avoid conflict, how do you handle disagreement?”

A test can help clarify grey zones, if we ask questions instead of rushing to conclusions.

Some organizations stand out by using a more collective approach to assessment. They don’t use tests to eliminate, but to better understand team dynamics, anticipate needs, and support communication.

That’s what ethical, strategic, and deeply human use looks like.

What I lived through with that test, Sarah has seen from other angles too.

In her conversations with job seekers, she’s noticed:

“It’s not always the test itself that’s the issue... It’s everything surrounding it: the tone of the interview, the setting, the lack of context.

Suddenly you’re sitting in front of three strangers, with no introductions, and expected to deliver your best self.”

And she’s right.

A test can say a lot, but never everything. It can be a tool. It should never be a verdict.

Because sometimes, what we call "performance" is just someone’s ability to decode expectations that were never clearly named in the first place.

And no test can truly measure that.

For candidates, especially neurodivergent ones, or those unfamiliar with these codes, a fuzzy or rigid setup can create a real block.

Even a highly qualified person can struggle to connect when there’s a lack of structure, biasing the entire evaluation.

A test, a room, a posture, they all send signals. And sometimes, without realizing it, those signals shut people out.

NAMING A PERSONAL NEED OR REALITY: WHEN AND HOW?

Should you mention your anxiety during an interview?

Your ADHD?

A gradual return after medical leave?

There’s no one-size-fits-all answer. But there are guiding questions to help navigate based on your reality.

Generally, you’re under no obligation to disclose a health condition or diagnosis.

But sometimes, naming it can prevent misunderstandings. If it helps you set your foundation, function well, or avoid a rocky start, then yes, it can be an act of clarity, for yourself and for the other person.

Of course, there are exceptions. For example, if a job has very specific safety or cognitive requirements, the employer may need to know in order to ensure everyone’s well-being and adjust accordingly.

But in most cases...Instead of asking:

“Do I have to say everything?”

What if we asked:

“What does this person, or this employer, actually need to know so that I can thrive from day one, without betraying myself?”

And maybe another, just as important:

“Am I allowing myself to believe this new context could be different?”

Because no, the past doesn’t have to dictate future dynamics. Trust can be rebuilt. And sometimes, it starts with something as simple as a more human interview setup.

GHOSTING: THE SILENCE THAT SPEAKS VOLUMES

Ghosting in hiring isn’t just a myth and it’s not limited to Gen Z. Experienced managers sometimes forget to close the loop.

But as Sarah pointed out, it can go both ways:

“One time, I ignored a call from an unknown number thinking it was spam. Turned out... it was the recruiter. I realized too late. It looked like I was the one ghosting them. Since then, I pay closer attention.”

And she’s not alone. When you’re job hunting, every call counts. A private number could be a scam... or a missed opportunity.

This kind of misunderstanding shows just how important it is, on both sides, to keep channels open, communicate clearly, and follow up.

Because...

When a recruiter doesn’t follow up:

• The candidate is left in limbo,

• They get no feedback to improve, which often leads to self-doubt: “Did I say something wrong? Was I unclear?”

• It can erode confidence, especially for those already feeling vulnerable, like people in career transition, after a leave, or navigating ADHD or autism, for example.

  
  

That’s where inclusion really starts to show.

Because inclusion isn’t just about embracing difference after someone’s been hired. It’s about making sure the process itself doesn’t filter out the very people we say we want to attract.

Inclusion isn’t just about visible diversity. It’s about recognizing how small actions, or silences, carry weight.

Closing the loop, even with a “no,” is a form of respect. And for those more sensitive to ambiguity or avoidance, it makes a real difference.

When a candidate ghosts too:

• It creates confusion,

• It reinforces the belief that people aren’t reliable, which deepens mutual mistrust instead of building even a brief human connection,

• It damages credibility,

• And it closes the door on future opportunities.

  
  

Even if the role wasn’t a fit, a simple message or email can change everything. Because a respectful “no” still leaves a good impression. And in a world smaller than we think, you never know when a loop might reopen.

BONUS: WHAT IF I DON’T HAVE A QUESTION AT THE END OF THE INTERVIEW?

You’re nearing the end of the interview.

The recruiter has been clear, transparent, experienced.

You know what the role entails.

You’re aware of the next steps. They’ve even described the team dynamic, tools used, and working conditions.

Then comes the classic question: “Do you have any questions for us?”

You hesitate.

Should you ask something just to look interested? Or would that feel forced?

This comes up a lot in interview coaching.

The short answer: No, you don’t have to ask something.

But it’s a great opportunity if you want to take it.

Asking a thoughtful question isn’t about checking a box. It’s a subtle way to show your posture, your curiosity, and your professionalism.

Here are a few examples of questions that leave a strong impression without overstepping:

• For someone who wants to exceed expectations in the first year, what would that look like?

• What’s the team dynamic like?

• How would you describe your management style?

• What helps someone truly thrive here?

  
  

These questions often reveal more than a résumé. They reflect your desire for real dialogue and a win-win relationship.

Because at the end of the day, an interview isn’t just about being chosen. It’s about choosing, too.

And now I’m curious:

What’s a question you’ve asked in an interview that helped you get a clearer picture, build trust, or even tip the scales in your favor?

I’d love to hear it. Chances are, your curiosity has already opened more doors than you think.

WHAT IF WE ACTUALLY TRANSFORMED THE INTERVIEW?

Not just the format, but the posture.

We can reflect, refine our practices, and question what once seemed obvious:

Do we really want to keep judging people on how they perform under stress?

Can we allow space for a pause, where a simple answer might preserve a connection?

What if tests were just one tool, not the final word?

Creating a space where someone can truly show up, that changes everything.

Because in the end, what we remember from a great interview isn’t just the quality of the answers.

It’s the space that was created for someone to dare to show up fully.

And sometimes, that’s where everything begins.

More than once, it’s what makes all the difference.

This text is just a beginning.

At ADN professional evolution, we create spaces where conversations truly matter. Spaces where we can talk about work differently: with nuance, with courage, with humanity.

Full transparency: Yes, this text also reflects the kind of services I offer.

But honestly, that’s not the point. What matters to me is what it might awaken in you. What people rediscover in themselves through what I offer.

What it reignites.

What it liberates.

What it makes possible.

And if this piece planted a question, a doubt, or just the desire to go further, I’m here to talk about it.

• Sign up for the newsletter (the Subscribe form is at the bottom of the homepage)

• Check out the next Café-Pro ADN Évolution (next edition coming this fall)

• Or write to me directly at info@adnevolution.ca to talk about your journey

  
  

Behind every résumé, every stance, every story…There’s a human to discover.

And sometimes, a revolution ready to begin.

Audrey Lessard, Career Evolution Coach With the valuable collaboration of Sarah Guérin-Bertrand

This text was born from a dialogue between two voices, two paths, and one shared intent: To shift, step by step, how we recruit, and how we truly recognize one another.