How to Conduct a High-Value Interview?

We are recruiters and we speak to hundreds of candidates a week. One thing that we have learned is this: a good interview is not simply a checklist of questions. It’s not supposed to be an interview. Instead, consider a high-value interview as a strategic conversation.

We want to look past the resume and see how people think, how they work under pressure and if they will fit in with the team culture. When we upgrade our interview process, we hire better hires, we save time, we keep people at the company for much longer. This is our insider playbook on how to run an interview that actually gets results.

Why It’s Important Now More Than Ever

We see companies speed through interviews all the time and it usually backfires. Why doing it right and taking your time changes the game:

• We make smarter decisions. We find people that really fit the company’s core values, not just people that look good on paper. If you want a deeper look at this step, check out our guide on how to evaluate candidates for the best fit.
• People stick. If someone is a true fit for the role and the culture, they don’t quit three months later. This leads to low turnover.
• It builds the company brand. Even if we don’t hire someone, a smooth, respectful interview leaves a great impression. They’ll tell their friends good things about the company.
• It’s efficient. A crisp, focused interview gives us the exact information we need and no one’s time is wasted.

The Homework: What to Do Before They Walk in the Room

We never go into an interview completely blind. Doing a little preparation helps the conversation flow, and helps us to grade each candidate fairly. It starts before the conversation even begins – mastering your calendar with tips on how to become more efficient when scheduling interviews keeps the whole momentum moving forward.

1. Create a Game Plan

We prefer to break a normal 60-minute interview into sections to ensure that we have enough time. A timeline that we use:

2. Look into the person

Take a look at their resume and LinkedIn profile for 10 minutes. Don’t just look at the job titles. Consistent career progression, significant accomplishments and any employment gaps we may want to inquire about delicately.

3. Define Clear Goals

Know what you need to know before the call starts. Are you testing their coding skills, their management style or how they handle tight deadlines? Pick two or three main priorities to stay focused.

4. Prepare your questions in advance.

Don’t improvise. Make your questions about real life situations whether you’re conducting a phone interview, virtual, or face to face. For example, Behavioral: “Tell me about a time a project failed badly. What did you do to deal with it?” Situational: Imagine two different managers give you two urgent tasks at the same time, how do you handle that?

In the Interview: Getting to the Real Story

The environment we create determines the quality of the answers we get. A frightened candidate will give wooden, rehearsed answers.

Break the Ice at Once

We always start by smiling and making some small talk. Ask them how their week’s going. Explain the interview process in detail so they know what to expect. When people are relaxed, they show their true colors.

Ask REAL Questions That Make People Think

Don’t ask generic questions. Use prompts that force candidates to reflect on their actual habits. Some of our favorites:

• “Could you share a time you had to learn a complicated tool in a hurry?”
• “How do you prioritize your day when everything feels like a priority?”
• “Tell me about some constructive criticism you got. How did you handle it?”
• “Which work environment do you find yourself most motivated?

Listen More Than You Speak

The best way to conduct an interview is to listen more and talk less. Don’t contribute to the conversation once you’ve asked your question and gotten the answer; just pay attention to what the other person is saying and take notes quietly as needed.

Let the Candidates Ask

Allow the candidate to ask questions at the end of the interview, so you can see what kinds of things are important to him/her. If they have many questions regarding teamwork and/or the company’s future, it indicates that they are already evaluating your business as an owner.

After the Interview

The work has not finished after you hang up the call with the candidate; there are still steps to take after the call in order to ensure you are doing your part to keep the best candidates engaged.

• Make sure expectations are set. Tell the candidate how long it will take for them to hear back from you. If you need a week to make a decision then let the candidate know that it will take you a week to send them a response. If you have a habit of ghosting candidates, you will develop a reputation for doing so and this will hurt your company.
• Request feedback on your process from candidates. This will provide insight into areas of improvement within your interviewing process.

Hiring the correct individuals is the key to succeeding as an organization. By preparing in advance, asking the right questions, and treating potential hires as people rather than corporate entities will shift this tedious hiring process into a huge competitive edge for your company.