Interviewing Skills – 9 Common Problems for Hiring Managers

How to avoid common Interviewing mistakes (updates 2024)

Many Hiring Managers believe that they have natural interviewing skills based on their ability to be a ‘good judge’ of character and can be resistant to have some Interviewer Training. Yet despite this we know that many organisations struggle to deliver high quality consistent interviewing across their organisations and as a result have higher than average attrition rates at considerable cost. When a new hire leaves an organisation within 6 months, the average additional cost is 45% of the person’s salary.  In 2023, the KPM and REC report on the job market shows that the economic uncertainty is resulting in a decrease in recruitment for permanent roles and increase in temporary roles. At the same time, the skills shortage continues so it is increasingly important for Hiring Managers to have the skills to identify the best talent for the roles.

It’s common for Hiring Managers to want to recruit a candidate like themselves and sometimes may judge a candidate based on whether they would like to sit next to them on an 8-hour flight or whether they would like to go to the pub with them! This might seem like a good measure of  assessing ‘cultural fit’ but of course the candidate might not have the skills or ability to do the job. Additionally, recruiting a more diverse range of candidates will help fill the gap for specialized skills and knowledge in the workplace.  Training Hiring Managers in Interviewing Skills is essential to stop unconscious bias in recruitment and build a dynamic and flexible skilled workplace for the future.

Here are some common interviewing problems:

1. Inconsistent Interview Processes. Variability in the interview process can undermine its effectiveness and fairness. When Hiring Managers employ different methods or ask varying questions from candidate to candidate, it becomes challenging to ensure a level playing field. To combat this, it’s imperative to establish a consistent framework for interviews. A structured approach involves developing a set of core questions that are asked of every candidate, ensuring that each interview covers essential topics. This consistency aids in making objective comparisons and helps identify the best-suited candidates based on the same criteria.In addition to standardised questions, having a uniform format for the interview itself is beneficial. This could mean allocating specific times for different segments, such as a technical skills assessment, cultural fit evaluation, and opportunity for candidates to ask their own questions. Clear guidelines for interviewers can further reduce discrepancies, ensuring that each interview session is conducted with the same level of thoroughness and professionalism.Furthermore, training interviewers on the importance of consistency and providing them with tools and resources to maintain it can be instrumental. For instance, using standardised scoring rubrics can help quantify candidates’ responses more objectively. Implementing these measures not only enhances the fairness of the interview process but also contributes to more reliable and valid hiring decisions.
2. Poor preparation. A common problem for Hiring Managers is inadequate preparation before the interview. Without a solid grasp of the candidate’s background and the specifics of the role, the interview can become disorganised and unproductive. To combat this, Hiring Managers should thoroughly review the candidate’s CV, cover letter, and any other relevant materials beforehand. This preparation enables them to tailor their questions effectively and focus on key areas of interest. Additionally, having a structured set of questions ready ensures that all necessary topics are covered, facilitating a comprehensive assessment. Preparation also reflects positively on the organisation, showcasing its professionalism and respect for the candidate’s time and effort.
3. An ambiguous job description can lead to confusion and misalignment between the hiring manager’s expectations and the candidate’s understanding of the role. It’s crucial for Hiring Managers to work closely with the relevant department to ensure that the job responsibilities, required qualifications, and expectations are clearly articulated. A well-defined job description helps attract candidates who are genuinely suited to the role, making the interview process more efficient. It should detail specific duties, necessary skills, and any particular attributes the ideal candidate should possess. Additionally, including information about the team structure, company culture, and career progression opportunities can provide candidates with a comprehensive view of the role and its context within the organisation. By taking the time to craft a precise job description, Hiring Managers can significantly reduce the likelihood of mismatched expectations, thus improving the overall quality of the candidate pool.
4. Ineffective questioning techniques. The art of questioning is pivotal in the interview process. Many Hiring Managers struggle to create questions that elicit valuable information. Overly simplistic questions can result in superficial answers, while excessively intricate ones may confuse candidates. A well-balanced mix of open-ended and situational questions is essential. Open-ended questions encourage candidates to elaborate, revealing their thought processes and problem-solving abilities. Situational questions, on the other hand, assess how candidates would handle specific challenges, providing insights into their practical skills and cultural compatibility. Additionally, behavioural questions can uncover past experiences that demonstrate a candidate’s competencies. By honing their questioning techniques, hiring managers can gain a deeper understanding of each candidate’s potential.  It is the Hiring Managers role to question and probe candidates and draw out the evidence of their skills and experience to do the job and cultural fit. Probing a candidate is important to seek clarification to answers, to explore the thinking and even politely challenge candidates.
5. Cultural fit is increasingly recognised as a critical factor in employee satisfaction and retention. However, it is often overlooked during the interview process. Interestingly,  about 84 percent of recruiters actively consider cultural fit when making selection decisions.  Hiring Managers should ensure they assess how a candidate’s values and work style align with the company’s culture, in addition to their technical skills and experience. A comprehensive evaluation of cultural fit requires a deep understanding of the company’s core values, mission, and work environment. Hiring Managers can include questions that reveal a candidate’s preferences for teamwork, leadership styles, and work-life balance. For instance, asking candidates to describe their ideal workplace or how they handle conflicts can provide insights into their compatibility with the company culture. Additionally, involving team members in the interview process can offer varied perspectives on a candidate’s fit within the existing team dynamics. Neglecting cultural fit can lead to higher turnover rates and decreased employee morale. Employees who do not feel aligned with their company’s values and practices are less likely to stay engaged and motivated. Therefore, it is essential to balance the assessment of skills and experience with cultural compatibility. Leveraging tools like cultural fit assessments or psychometric tests can further aid in evaluating this aspect.Ultimately, taking the time to ensure cultural fit can result in a more cohesive, motivated, and productive workforce. This practice not only enhances the immediate working environment but also contributes to long-term employee retention and satisfaction.
6. Overemphasis on First Impressions. Placing undue importance on first impressions can skew the evaluation process. Initial nerves or a less-than-perfect start should not overshadow a candidate’s true potential. Hiring Managers should look beyond these early moments and give candidates ample opportunity to demonstrate their abilities throughout the interview. A structured approach, with a mix of questions that allow candidates to showcase their skills and experiences, can help in forming a more accurate assessment. By balancing initial impressions with a thorough evaluation of the candidate’s overall performance, Hiring Managers can make more informed decisions. Some Hiring Managers can be overly positive by using positive affirmations at the end of a candidate’s answer. In order to put the candidate at ease it is easy for the Interviewer to mislead the candidate by responding too positively at the end of their answers with comments such as, “That’s great, that’s really good, that’s amazing, absolutely.” This is likely to stop the Hiring Manager asking further questions and discussing the candidate’s answer in more detail.
7. Bias and stereotyping can distort the objectivity of the interview process. Even well-intentioned Hiring Managers might unknowingly let their personal biases influence their decisions, which can result in unfair evaluations of candidates. Structured interview frameworks and bias awareness training are essential tools to combat this. These frameworks ensure that candidates are judged based on their skills and qualifications rather than irrelevant factors like appearance or background. Additionally, incorporating diverse interview panels can provide multiple perspectives, reducing the risk of individual biases affecting the outcome. It’s also beneficial to use standardised scoring systems for evaluating candidates, which helps maintain consistency and fairness. By actively working to recognise and mitigate bias, Hiring Mmanagers can create a more inclusive and equitable hiring process. Hiring Managers are naturally drawn to extravert personalities as they tend to be chattier in the interview making it easier to build rapport in the interview. This can create a ‘halo’ effect around the candidate and make them appear a stronger candidate that they are and underplay their weaknesses. More introverted candidates and candidates where English is not their native language can be at a disadvantage in an interview even though they might be a stronger candidate for the job.
8. Inadequare feedback mechanisms. Many Hiring Managers struggle with providing effective feedback to candidates after interviews. This omission can negatively impact the candidate experience and the company’s reputation. To enhance this process, it is crucial to establish a structured feedback mechanism. Clear, constructive feedback helps candidates understand their strengths and areas for improvement, fostering a positive perception of the company.Firstly, feedback should be specific and relevant to the role for which the candidate applied. Rather than vague statements, offer concrete examples of what the candidate did well and where they fell short. This not only helps candidates grow professionally but also demonstrates the company’s commitment to transparent and fair hiring practices. Additionally, timely feedback is essential. Providing insights soon after the interview ensures that the information is fresh and actionable. Delayed feedback can lead to frustration and may discourage candidates from considering future opportunities with the company. Hiring Managers should also ensure that feedback is delivered respectfully and constructively. It should aim to support the candidate’s development rather than merely criticising their performance. This approach fosters goodwill and leaves a positive impression, even if the candidate is not selected for the role. Ultimately, a well-implemented feedback mechanism reflects the company’s values and professionalism, contributing to a stronger employer brand.
9. Neglecting to sell the company. In today’s competitive job market, it’s essential for Hiring Managers to recognise that interviews are a mutual evaluation process. Candidates are not only showcasing their qualifications but are also assessing the company as a potential workplace. Neglecting to sell the company during interviews can result in losing high-calibre candidates to competitors who present a more compelling case. Hiring Managers should be well-versed in the company’s mission, values, and unique selling points. Highlighting aspects such as career development opportunities, company culture, and employee benefits can make a significant difference. Discussing these elements provides candidates with a clearer understanding of what the company stands for and how it supports its employees. Furthermore, providing insights into the team dynamics, current projects, and the impact of the role within the organisation can be particularly appealing. Candidates often seek environments where they can grow and contribute meaningfully. Personal anecdotes or success stories from current employees can also be powerful, offering a genuine glimpse into the company’s work environment and ethos.By taking a proactive approach to selling the company, hiring managers can create a positive impression, making candidates more inclined to accept offers. This practice not only attracts top talent but also fosters a sense of enthusiasm and alignment with the company’s goals and values.

A solution is to improve the interviewing skills of Hiring Manager is to provide regular Interviewer Training for experienced and first-time Hiring Managers. You can learn more about our Interviewer Training Courses held at your offices or delivered online.  Additionally, Hiring Managers can be supported with an appropriate recruitment process, interviewing framework and questions.  For more information Let’s Chat About Training to discuss your needs.