The interview process appeared to place far greater emphasis on behavioral “bar raiser” performance than on evaluating actual technical capability or job-relevant expertise. The behavioral interview format seemed heavily focused on polished answers to hypothetical or retrospective “conflict” and “disagreement” questions. In practice, this type of evaluation often rewards candidates who specifically train for interviews, repeatedly practice answering common interview questions, and prepare structured examples of past experiences in advance of interviews. That creates a bias toward interview performance rather than actual job performance. Many highly capable professionals - especially those who spend years focused on real work instead of repeated interviewing - may not perform well in an interview setting despite being excellent employees in real-world environments. There is a meaningful difference between being skilled at performing in interviews and being skilled at doing the job itself. Behavioral job interviews—especially the familiar “Tell me about a time you had a conflict” or “Describe a disagreement with a coworker” format—are often treated as if they reveal deep truths about a candidate’s future performance. However, research from behavioral economics, industrial-organizational psychology, and decision science suggests that many common interview practices are weak predictors of real-world job success, and are heavily influenced by interviewing skill, communication style, memory reconstruction, and interviewer bias. The issues with subjective hiring judgments and interview bias are discussed in detail in Daniel Kahneman’s book "Noise: A Flaw in Human Judgment." I hope the company reconsiders and ultimately moves away from over-reliance on this type of evaluation approach, as it can unintentionally disadvantage strong candidates who are less focused on interview training but highly capable in actual work environments.