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Interviewer's Guide

Interviewing seems simple until you realize how many hires went wrong or how many talents slipped away. A good interview is not an interrogation. It's a structured conversation that allows the candidate to show who they really are while you assess whether there's a fit for the position and the team.

This guide will help you conduct more effective and humane interviews.

Your Responsibility as an Interviewer​

Before any technique, it's important to understand your role. You're not there just to judge. You're there to:

  • Discover the candidate's potential, not just their flaws
  • Represent the company, creating a positive experience regardless of the outcome
  • Make a fair decision, based on criteria relevant to the role
  • Help the candidate perform well, removing unnecessary barriers

A nervous candidate who can't express themselves is not necessarily a bad professional. They might just be someone who wasn't put at ease. And that's your responsibility.

Preparation​

Before the Interview​

  • Read the resume carefully: It seems obvious, but many interviewers read superficially or don't read at all. Note points you want to explore.
  • Understand the role: What are the essential competencies? What differentiates a good candidate from an excellent one?
  • Prepare relevant questions: Have a script, but be ready to adapt as the conversation flows. Reading the resume helps you adapt the conversation.
  • Align with other interviewers: If there are multiple stages, know what each person will evaluate to avoid redundancy

Define Clear Criteria​

Before you start interviewing, define what you're looking for:

  • Which technical competencies are essential vs. desirable?
  • Which behaviors indicate cultural fit?
  • What is non-negotiable?

Having clear criteria before meeting candidates reduces biases. Without them, you tend to like people who are similar to you.

Creating a Welcoming Environment​

The candidate is in a vulnerable position. They want the job, they're being evaluated, and they're probably nervous. Creating a comfortable environment isn't empty kindness. It's strategy: relaxed people show who they really are.

The First Few Minutes​

  • Introduce yourself genuinely: Your name, your role, how long you've been with the company
  • Explain the format: How long it will last, what will happen, whether there will be time for questions
  • Break the ice: A few minutes of informal conversation helps. Ask how they got there, if they found the place easily
  • Normalize nervousness: "Make yourself comfortable, this is a conversation, not a test"

Throughout the Conversation​

  • Show genuine interest: Make eye contact, nod, react to responses
  • Don't interrupt: Let the candidate complete their thought. If you need to redirect, wait for a natural pause
  • Accept silence: If the candidate needs to think, don't fill the space. Silence isn't discomfort, it's processing
  • Avoid judgmental expressions: Don't frown, don't sigh, don't look at your watch

Asking the Right Questions​

Prefer Open-Ended Questions​

Yes/no questions reveal little. Open-ended questions allow the candidate to demonstrate how they think.

AvoidPrefer
"Do you know how to work in a team?""Tell me about a project you did as part of a team"
"Do you handle pressure well?""Describe a high-pressure situation and how you acted"
"Do you know Kubernetes?""How did you use Kubernetes in your last project?"

Use the STARR Method When Listening​

When the candidate responds, mentally check if they covered:

  • Situation: Clear context
  • Task: What was the objective or challenge
  • Action: What they specifically did
  • Result: What was the outcome
  • Reflection: What they learned

If something is missing, follow up: "And what was the result of that?" or "What did you learn from that experience?"

Explore, Don't Interrogate​

The difference between exploring and interrogating lies in the intention. Exploring is genuine curiosity to understand. Interrogating is searching for flaws to eliminate.

Interrogation: "Why did you only stay 8 months at that company?"

Exploration: "I see you spent 8 months at that company. Can you tell me about that experience?"

The second approach gives space for the candidate to explain the context without feeling accused.

Useful Behavioral Questions​

Some questions that reveal a lot:

  • "Tell me about a significant mistake you made and how you dealt with it"
  • "Describe a situation where you disagreed with your leader's decision"
  • "Talk about a time you had to learn something new quickly"
  • "Tell me about a conflict with a colleague and how it was resolved"
  • "Describe a project you're proud of and why"
  • "Talk about a time you received difficult feedback"

What to Avoid​

Problematic Questions​

Some questions are illegal, others are just inappropriate. Avoid:

  • Irrelevant personal questions: Marital status, children, religion, sexual orientation, exact age
  • Traps and artificial moral dilemmas: "What would you do if you saw your boss stealing?"
  • Hypothetical scenarios too far from reality: They don't reveal how the person actually acts
  • Questions that presume a right answer: "Do you prefer quality or speed?" (the correct answer is "it depends")

Behaviors That Drive Good Candidates Away​

Remember: the candidate is also evaluating you and the company.

  • Delays without apologies: Disrespects the candidate's time
  • Phone on the table: Shows disinterest
  • Questions you could have answered by reading the resume: Shows unpreparedness
  • Talking more than listening: The interview is about the candidate, not about you
  • Negative comments about the company or colleagues: Red flag for the candidate

Evaluating Fairly​

Watch Out for Biases​

We all have unconscious biases. Recognizing them is the first step:

  • Affinity bias: Liking people who are similar to you more
  • Halo effect: One positive characteristic influences the entire evaluation
  • Confirmation bias: Seeking evidence that confirms your initial impression
  • Recency bias: Remembering the end of the interview more than the beginning

To combat biases:

  • Use the same criteria for all candidates
  • Take notes during the interview, not after
  • Evaluate each competency separately
  • Question your first impressions

Evaluating Cultural Fit​

Cultural fit doesn't mean "someone I'd have a beer with." It means someone whose values and work style align with the team.

Each person had a different journey, with unique experiences, companies, and contexts. The goal is not to judge the past but to understand if there's synergy for the future.

Some points to observe:

  • How the person talks about previous colleagues and leaders
  • How they handle feedback and disagreement
  • How they position themselves regarding collaboration vs. individual work
  • Openness to learning and adapting

Warning Signs​

Yellow Flags​

Deserve attention but are not eliminatory. May indicate lack of exposure to certain concepts:

  • Doesn't use inclusive language (may never have been exposed to the topic)
  • Shows limited view on meritocracy and inequalities
  • Little experience with diversity of thought
  • Excessive nervousness that hinders communication
  • Difficulty admitting errors or limitations

Red Flags​

Indicate serious problems:

  • Any form of discrimination or prejudice
  • Speaking very negatively about previous jobs, always blaming others
  • Resistance to working with less experienced people
  • Refusal to share knowledge
  • Arrogance or disrespect during the conversation
  • Treating interviewers unequally (may indicate unconscious bias)
  • Lies or serious inconsistencies

Closing the Interview​

Give Space for Questions​

Reserve time for the candidate to ask questions. The questions they ask reveal a lot about their priorities and maturity.

Answer honestly. If something isn't good at the company, don't lie. Better for the candidate to know beforehand than to discover later and leave in 3 months.

Explain the Next Steps​

  • What is the deadline for feedback?
  • How many stages are still left?
  • Who should they contact if they have questions?

Don't promise what you can't deliver. "You did very well" creates expectations. If you can't confirm anything, say: "Thank you for the conversation. We will contact you within X days with the next steps."

Thank Genuinely​

The candidate dedicated time, prepared, and exposed themselves. Regardless of how it went, thank them. A positive experience makes them speak well of the company even if they're not hired.

After the Interview​

Document Immediately​

Memory distorts quickly. Write down your impressions right after the interview:

  • What the candidate demonstrated well
  • Where they had difficulties
  • Doubts that remained
  • Your initial recommendation

Give Constructive Feedback​

If possible, offer feedback to the candidate, especially if they're not selected. This is rare and highly valued.

Feedback should be:

  • Specific: "We noticed you had difficulty explaining projects clearly" is better than "it didn't go well"
  • Actionable: Something they can improve
  • Respectful: Focus on observed behaviors, not character judgments

Calibrate with Other Interviewers​

If there are multiple interviewers, discuss evaluations before making the decision. Listen to divergent opinions. Sometimes someone noticed something you didn't see.

Final Thoughts​

A well-conducted interview benefits everyone. The candidate has the chance to show their best. You get the information you need to decide. The company gains positive reputation.

Remember: the person you're interviewing today might be your colleague tomorrow, your leader in a few years, or someone who will refer talents to your company. Treat each candidate as you would like to be treated.

The goal is not to find reasons to reject. It's to discover if there's a partnership that makes sense for both sides.