INTERVIEWING & SELECTION
Make Better Hiring Decisions Through Better Interviews
A strong interview should help both sides determine whether the opportunity is a good fit.
The goal is not simply to find the candidate who interviews best. It is to gather useful information, evaluate candidates consistently, and understand who is most prepared to succeed in the role.
Better interviews lead to better hiring decisions.
PREPARE BEFORE THE INTERVIEW
Know what you are evaluating.
Identify the skills, experience, behaviors, and qualities that actually matter for success in the position before candidates walk through the door.
Ask questions with a purpose.
Every question should help you learn something relevant about the candidate’s ability to perform the work. Avoid questions simply because they have always been part of the interview.
Use consistent core questions.
Asking candidates the same core questions makes it easier to compare responses fairly and keeps the interview focused on job-related qualifications.
Review the candidate before the conversation.
Read the résumé and application in advance. Candidates notice when an interviewer is seeing their background for the first time during the interview.
Give candidates enough information to prepare.
Clear communication about the interview format, location, participants, timing, and expectations creates a more professional experience.
Remember that candidates are evaluating you, too.
The interview is often one of a candidate’s first meaningful experiences with your organization. How you prepare and communicate tells them something about what it may be like to work there.
A prepared interviewer creates a better conversation—and a better opportunity to recognize the right candidate.
INTERVIEW FOR EVIDENCE, NOT IMPRESSIONS
A good interview should help you understand what a candidate has actually done, how they approach situations, and how their experience connects to the work you need performed.
Ask for specific examples.
When candidates make broad statements about their abilities, ask them to describe a situation where they demonstrated that skill.
Listen beyond the polished answer.
A confident speaker is not automatically the strongest candidate. Focus on the substance of the response, not simply how smoothly it is delivered.
Use follow-up questions.
Questions such as “What was your role?” “What did you do?” and “What was the result?” can help you understand the candidate’s actual contribution.
Take useful notes.
Record information connected to the job requirements so you can evaluate candidates based on evidence rather than memory or general impressions.
Evaluate after the conversation.
Use the same job-related criteria established before the interview. Avoid allowing one strong—or weak—moment to determine your entire assessment.
Give the candidate room to ask questions.
Their questions can reveal what matters to them while also giving them the information they need to evaluate the opportunity.
The strongest hiring decision comes from evidence gathered through a consistent process—not simply from who made the best first impression.
REMEMBER
A strong interview is a structured conversation—not a performance contest.
Know what you are evaluating before the interview begins. Ask consistent, job-related questions. Listen for specific examples and evaluate candidates based on evidence rather than first impressions.
Give candidates the information and opportunity they need to evaluate your organization as well.
The goal is not simply to choose the person who interviews best. It is to identify the person who is best prepared to succeed in the role.