The executive engaged in the normal conduct of business devotes much of his time to interviewing. However, there is an appalling lack of effort given to systematic attempts at building improvements into this age-old process. Interviewing remains one of those activities that we think we know all about merely because we have been doing it so long; we have been lulled by habit. It seems apparent that a modest effort aimed at an analysis of our interviewing techniques would yield generous returns.
A version of this article appeared in the January–February 1964 issue of Harvard Business Review.