In many organizations, the process of hiring new technical talent often involves the technical lead playing a significant role in interviewing candidates. This approach might seem logical on the surface; after all, who better to assess a candidate’s technical prowess than the person who will be leading them? However, there are several reasons why this practice can be detrimental to the organization, leading to missed opportunities, team dysfunction, and even long-term setbacks. Below, we will explore the reasons why it’s often a bad idea to have your technical lead interview new candidates, particularly focusing on the psychological, interpersonal, and organizational dynamics at play.
1. The Threat Perception: When Expertise Feels Challenged
Technical leads are usually individuals who have climbed the ranks due to their deep knowledge and technical expertise. They are often seen as the go-to person for solving complex problems, and their sense of identity is closely tied to their technical skills. When a candidate with strong technical abilities walks into an interview, the technical lead may feel subconsciously threatened. This is not necessarily due to malicious intent but can be a natural human reaction.
- Ego and Insecurity: The technical lead may fear that the new hire could surpass them in certain areas, leading to a shift in the team’s dynamic where the lead is no longer viewed as the ultimate authority. This can create a subconscious bias, where the technical lead downplays the candidate’s abilities or overemphasizes their weaknesses, leading to a rejection of a perfectly suitable candidate.
- Job Security Concerns: If the technical lead feels that their position could be undermined by someone who is more knowledgeable or innovative, they might deliberately pass on candidates who could potentially pose a challenge to their authority within the team. This is a clear conflict of interest, as the lead’s decision is driven by self-preservation rather than the organization’s best interests.
2. Biases and Subjectivity in Evaluation
Technical leads, like all humans, are subject to biases that can cloud their judgment. These biases can stem from a variety of sources, and when they are unchecked, they can lead to the rejection of highly qualified candidates for reasons that have little to do with the candidate’s actual ability to perform the job.
- Similarity Bias: Often, people have a natural inclination to favor those who are similar to themselves in terms of background, interests, or even problem-solving approaches. A technical lead might unconsciously prefer candidates who mirror their own career path or share their technical interests. This can lead to a lack of diversity in the team, as candidates who bring different perspectives or innovative approaches might be overlooked.
- Overemphasis on Technical Depth: A technical lead might focus too much on deep technical knowledge in specific areas rather than assessing the candidate’s overall potential, adaptability, and ability to learn new technologies. This narrow focus can cause the lead to overlook candidates who, while perhaps not as technically deep in one specific area, could bring a broad range of skills and the ability to contribute in various other meaningful ways.
- Personal Preferences: The lead’s personal likes and dislikes can play an outsized role in their assessment. For example, a candidate’s communication style, mannerisms, or even hobbies could unconsciously influence the technical lead’s perception of their suitability for the role. This subjectivity is particularly dangerous because it can lead to the rejection of a candidate who is technically excellent but simply does not match the lead’s personal preferences.
3. The Risk of Homogeneous Team Culture
One of the potential risks of having a technical lead interview candidates is the perpetuation of a homogeneous team culture. If a technical lead consistently selects candidates who are similar to themselves in terms of background, mindset, or approach to problem-solving, the team can become an echo chamber. While this might create short-term harmony, it can stifle innovation and limit the team’s ability to tackle complex challenges from different angles.
- Lack of Diverse Perspectives: Innovation thrives in environments where diverse perspectives are brought together. When a technical lead favors candidates who think and work like they do, the team misses out on the fresh ideas and alternative approaches that come from a more diverse group of individuals. This lack of diversity can lead to stagnation, where the team is unable to break free from established ways of thinking to solve new or complex problems.
- Resistance to Change: A team that is too homogeneous may resist change and become overly comfortable with the status quo. This can be particularly problematic in the fast-paced world of technology, where adaptability and a willingness to embrace new ideas are key to success. A technical lead who is resistant to hiring candidates with different perspectives may inadvertently create a team that is ill-prepared to handle the challenges of a rapidly evolving industry.
4. The Impact on Team Dynamics and Morale
The decision-making process during an interview doesn’t end with just selecting the best candidate; it also influences the existing team. If a technical lead interviews and rejects candidates based on personal insecurities or biases, it can create a negative impact on the team’s dynamics and morale.
- Perception of Fairness: If the team perceives that the technical lead is rejecting strong candidates out of a sense of insecurity or bias, it can erode trust in the lead’s judgment. Team members might start to question whether the lead’s decisions are in the best interest of the team or are motivated by personal concerns. This can lead to a lack of confidence in leadership, reduced morale, and even attrition.
- Missed Opportunities for Growth: A strong candidate who is passed over because the technical lead felt threatened could have been a catalyst for the team’s growth. By bringing in someone with new ideas and skills, the team could have benefited from the opportunity to learn and grow. Instead, the team might miss out on critical skills or fresh perspectives that could have propelled them forward.
- Creating a Toxic Environment: If a technical lead consistently rejects qualified candidates due to personal insecurities, it can create a toxic environment where the focus shifts from collaboration and innovation to self-preservation and politics. Team members might become hesitant to express new ideas or challenge the status quo for fear of upsetting the technical lead, leading to stagnation and a lack of creativity.
5. Alternative Approaches: A More Balanced Interview Process
Given the potential downsides of having a technical lead interview new candidates, it’s crucial to consider alternative approaches that can mitigate these risks while still ensuring that candidates are technically qualified.
- Panel Interviews: One effective approach is to use a panel of interviewers rather than relying solely on the technical lead. This panel can include a mix of individuals from different departments, such as HR, other team members, and even cross-functional leaders. This not only reduces the influence of any one person’s biases but also ensures that the candidate is evaluated on a broader set of criteria.
- Structured Interviews: Implementing a structured interview process, where each candidate is asked the same set of questions and evaluated against the same criteria, can help reduce the impact of bias. This ensures that the focus remains on the candidate’s abilities and how well they align with the needs of the role, rather than on personal preferences or insecurities.
- Blind Screening: Another approach is to use blind screening techniques in the initial stages of the hiring process, where the candidate’s identity and background are hidden from the interviewer. This can help ensure that the candidate is evaluated purely on their skills and qualifications, without the influence of unconscious biases.
- Peer Involvement: Involving potential peers in the interview process can provide a more balanced view of the candidate’s fit within the team. Peers might be less likely to feel threatened and can offer valuable insights into how well the candidate would integrate with the existing team.
While it might seem logical to have your technical lead interview new candidates, there are several compelling reasons to reconsider this approach. The potential for bias, the risk of perpetuating a homogeneous team culture, and the impact on team dynamics and morale all suggest that a more balanced and inclusive approach to interviewing is necessary. By diversifying the interview process and involving multiple perspectives, organizations can ensure that they are selecting the best candidates for the job, rather than allowing personal insecurities or biases to dictate hiring decisions. In the end, a more balanced approach will lead to stronger teams, greater innovation, and better overall outcomes for the organization.