Interviews are one of the most common ways employers decide who to hire, yet they are also one of the least reliable when done poorly. A friendly conversation and a good gut feeling might tell you whether you like someone, but they rarely tell you how that person will actually perform once they are in the role.
One of the biggest mistakes employers make in interviews is doing most of the talking. When interviewers spend the session selling the role or explaining the business in detail, they miss the opportunity to properly assess the candidate. A good interview should encourage the candidate to do most of the talking, particularly about what they have done, how they approach challenges, and how they behave under pressure.
Asking the right questions matters more than asking lots of questions. Hypothetical questions such as “What would you do if” often lead to polished, idealised answers that sound good but reveal very little. Questions that focus on real past experiences are far more useful. When a candidate explains what they actually did in a previous situation, how they handled it, and what the outcome was, you gain much better insight into how they are likely to behave in your business.
Consistency is another overlooked interview technique. When different candidates are asked completely different questions, it becomes almost impossible to compare them fairly. Using a core set of questions for each role helps keep interviews focused and reduces the risk of decisions being driven purely by personal preference or first impressions.
Silence can also be a powerful tool in an interview. Many employers feel the need to fill every pause, but allowing a moment of silence after a candidate answers often encourages them to expand, clarify, or reveal additional detail. Those extra comments are frequently where the most valuable information sits.
Practical questions that explore accountability, problem solving, and communication are particularly effective. Asking candidates to talk through a time they made a mistake, dealt with a difficult person, or managed competing priorities can be far more revealing than asking about strengths and weaknesses. What you are listening for is not perfection, but self awareness, ownership, and the ability to reflect and learn.
It is also important to remember that interviews are a two way process. Candidates are assessing you just as closely as you are assessing them. Being clear about expectations, pressures, and how success is measured helps avoid mismatched hires. Over selling a role may secure acceptance, but it often leads to disappointment and early turnover.
Finally, interviews should never stand alone. Reference checks, when done well and with the right people, are a critical part of making a sound hiring decision. Speaking to recent managers or supervisors who have directly observed the candidate’s performance provides far more value than generic character references. Taking the time to ask specific, role related questions and listen carefully to what is said, and what is not said, often confirms whether the interview impressions are accurate or whether there are risks that need to be considered before making an offer.
At proHR, we help employers design interview questions and processes that lead to better hiring decisions, not just better conversations. When interviews are structured, purposeful, and honest, they become one of the most effective tools in recruitment.
