How Much Does Likability Matter in Danish Interviews?

Edith Hazel
May 1
5 min read

Updated: May 2

If we only hire the loudest voices, we’ll miss the best ideas.

Adam Grant

Imagine coming across a job posting that reads:

"Looking for a quiet individual who avoids small talk, dislikes team-building activities, and prefers to work independently without much social interaction. The ideal candidate is reserved, introspective, and calm."

Does that sound unusual to you? Did you perceive it somewhat negatively?

That’s because most job descriptions and hiring processes are built on an implicit assumption: the likable candidate is approachable, outgoing, energetic, ambitious, and naturally optimistic—keywords commonly found across industries and job titles.

In other words, those who thrive in solitude, approach social interactions differently, or prefer a quieter work style need not apply.

In reality, however, there’s no universal link between sociability and job performance. Yet, traits like shyness, social selectiveness, or a preference for quiet environments are often perceived as shortcomings. They are rarely acknowledged as valid aspects of personality in workplace design or hiring.

What Recruiters Really Look For

A study by Tholen (2023) found that recruiters often equate “organizational fit” with being sociable and outgoing. One consultant interviewed even stated, “Somebody who is just interested in coming and sitting in the corner all day doing design calculations and not interacting with anybody isn’t going to fit in that well.”

A key point here is that recruiters often act as the first filter in the hiring process, interpreting what they believe hiring managers want. This can unintentionally amplify bias. The “likable” traits they screen for might not reflect the actual priorities or preferences of the hiring manager, especially for roles that value focus, independence, or technical expertise.

However, personality plays a central role in many hiring processes today. Employers often use lengthy interviews, personality tests, and cross-functional stakeholders to assess “cultural fit,” even though that term is rarely clearly defined.

The irony is that, research shows that job interviews, especially unstructured ones, are poor predictors of job performance (Dana et al., 2013; Ziegler et al., 2011). Still, they remain a key gatekeeper, shaping careers based more on how likable people present themselves in high-pressure social situations than on what they can actually contribute in the role.

Is This Discrimination in Disguise?

If hiring decisions are heavily based on traits like eye contact, tone of voice, or ability to “smile with the voice,” what happens to those who can’t or won’t perform these social expectations?

This is particularly challenging for:

Introverts
Neurodivergent individuals (e.g., those with autism or Asperger's)
Shy or socially anxious people
Culturally diverse applicants, who may be accustomed to different social norms

A poor handshake, lack of direct eye contact, or disinterest in small talk shouldn’t cost someone a job—but in Denmark, where authenticity and personal rapport matter, these small cues can influence first impressions.

What About Cultural Differences?

Cultural expectations also influence how personality traits are valued:

In the U.S., extraversion is often equated with success due to the emphasis on networking and self-promotion.
In Japan, humility and quiet reflection are admired.
In Mexico, liveliness and strong social skills are prized.
In Denmark, while modesty, independence and critical thinking are well valued, being “likable” and engaging in informal humor are key soft skills.

What interviewers and recruiters need to remember is, they are not just meeting people with different personalities—they’re also engaging with people from different cultures. What feels confident or professional in one culture may come across, through their own cultural filters, as awkward or passive.

For candidates, this means understanding that their behavior might be interpreted through a cultural lens they don’t share.

If job interviews tend to favor a narrow personality type due to unconscious bias, how can then job applicants prepare to highlight their strengths and adaptability while staying true to who they are?

The Case of Miss. S: The Quiet Candidate

I recently had a conversation with Miss. S, a skilled software developer, participated in a series of four interviews for a position at a tech company in Denmark. Throughout the process, she was praised for her technical expertise, but feedback after the final interview mentioned her quiet and reserved communication style as a concern.

They mentioned that the company values vocal engagement in team settings, and her approach came across as falling behind for the collaborative culture. Despite her technical abilities, they questioned her “cultural fit” based on her less extroverted demeanor.

The message? Being quiet or reserved was valued more than her skills and contributions.

Be Yourself—Strategically

If job interviews tend to favor a narrow personality type due to unconscious bias, how can you prepare to highlight your strengths and adaptability while staying true to who you are—especially in Denmark?

Know your strengths and how they align with Danish values—such as collaboration, critical thinking, or quiet reliability.

Practice speaking in a style that feels natural to you but also fits the local tone: clear, concise, and friendly, without overselling.

Show cultural curiosity—acknowledge differences and highlight how you adapt, learn, and thrive in diverse teams.

Reframe the interview as a two-way process. Ask questions that reflect your own values and what matters to you in a workplace.

Diversity Includes Personality

Introversion is not a flaw to be 'accommodated.' For those with introverted, neurodivergent, or culturally distinct in how they interact, it’s a valid, likable, and valuable way of being.

We need to rethink job interviews and hiring practices:

Personality shouldn't be used as a proxy for performance. Studies show no consistent link between extraversion and job success in technical fields like programming (Gulati et al., 2016).
Recognize bias in interview structures. Many recruiters unconsciously evaluate appearance, gestures, speech fluency or charisma—highly subjective measures that disadvantage those who don’t conform. This highlights the importance of investing in training programs that raise awareness of these biases and promote more inclusive evaluation methods.
Offer alternatives. Consider allowing candidates to showcase their work, do job shadowing, participate in collaborative tasks, or take on trial assignments. Even inviting them to short trainings or to interview future colleagues can foster a more genuine sense of mutual fit. After all, interviews and personality tests are just two ways to facilitate dialogue.
Stop reinforcing the extrovert ideal. Job descriptions often reward charisma and networking skills while overlooking deep focus, strategic thinking, and independent problem-solving—qualities just as vital for success. Why not design company cultures where everyone can thrive?

Final Thought

Your CV might get you the interview—but your personality could cost you the job. That is, if we don’t challenge the assumptions about which traits truly matter, and for whom. It’s time to value real abilities over performance under pressure in unpredictable interviews.

Academic & Research Sources

Dana, J., Dawes, R. M., & Peterson, N. (2013).Belief in the Unstructured Interview: The Persistence of an Illusion.Judgment and Decision Making, 8(5), 512–520.→ Shows that unstructured interviews are poor predictors of job performance.
Ziegler, M., MacCann, C., & Roberts, R. D. (2011).New Perspectives on Personality in Organizational Settings.Routledge.→ Explores how personality traits are used (and misused) in hiring.
Gulati, R., Mayo, A., & Nohria, N. (2016).The Most Important Leadership Competencies, According to Leaders Around the World.Harvard Business Review.→ Found traits like self-awareness and humility more predictive of leadership success than charisma.
Tholen, G. (2023).Graduate Employability and the Cultural Politics of Work: Working to Be Someone.→ Reveals that “cultural fit” is often equated with sociability and specific personality traits.