How to Be a Good Interviewer and Hire the Right Candidate Every Time

I’ve sat across from thousands of candidates in my career, from fresh-out-of-college rookies to executives with resumes that could double as short novels. Some interviews felt like pulling teeth, others like discovering a diamond in the rough. What I’ve learned is this: a good interview doesn’t just happen. It’s crafted.

Interviewing is more than a checklist of questions; it’s an art form that blends preparation, listening, intuition, and fairness. The best hiring managers look beyond skills, uncovering potential that may not be immediately apparent on paper. And they do it in a way that makes the candidate walk away thinking, “Wow, I’d love to work for that company.”

Regardless of whether you’re new to hiring or have been leading interviews for years, there’s always room to refine your technique.

Below, I’ll share what I’ve seen work time and time again: how to prepare so you’re never caught off guard, how to ask questions that reveal the real person behind the resume, and how to create a candidate experience that sets you apart from every other employer they meet.

Because at the end of the day, being a good interviewer means identifying candidates who will thrive and find happiness in their role while helping your business grow.

Why Being a Good Interviewer Matters

When I first became a manager (a long, long time ago), I assumed the resume was the most important part of the recruiting process. If qualifications checked out, the interview was just a formality. Or so I thought. I hired someone who looked perfect on paper but proved to be a nightmare within three months. That experience taught me the hard truth: your interview skills directly impact the quality of your hires.

Being a good interviewer matters for three primary reasons:

1. It protects your organization from hiring the wrong people. A bad hire will drain productivity, hurt team morale, and in some cases, damage client relationships. Effective interviewing skills enable you to identify red flags early and confirm that a candidate’s skills, values, and work style truly align with the position.

2. It shapes your employer brand. Every interview is a window into your company. Even candidates you don’t hire will form an opinion about how you treat people. If they walk away feeling respected and engaged, they’re more likely to recommend your organization to others, sometimes even as future customers.

3. It improves retention. When you interview effectively, you don’t just find someone who can do the job; you find someone who wants to do the job. That alignment between role, company, and candidate translates into longer tenure and greater job satisfaction. The improved retention also benefits your existing team. As the saying goes, one bad apple really can spoil the whole bunch.

In short, interviewing isn’t a soft skill; it’s a bottom-line skill. A well-run interview sets the tone for the employment relationship before the offer is even made, influencing everything from acceptance rates to long-term retention.

How to Prepare for an Interview as a Hiring Manager

The best interviews I’ve conducted all had one thing in common: I went in prepared. I knew exactly what I was looking for, how I would obtain the necessary information, and how to make the candidate feel at ease while doing so.

Preparation goes beyond memorizing a list of questions to setting the stage for a conversation that’s productive, fair, and revealing. Here’s how to do it:

1. Review the job description and clarify priorities

Even the most experienced hiring managers get tripped up by unclear or outdated job descriptions. Before the interview, read through the posting to confirm it accurately reflects the real-day-to-day responsibilities and expectations. If something is vague (“must be a team player”), define what that means in the context of your organization. 

I’ve seen interviews derail because managers weren’t aligned on the position’s must-haves, and the result was a candidate who checked the wrong boxes. Gain this clarity upfront, and you’ll ask better, more targeted questions.

Related: How to Write a Job Description That Attracts Top Candidates

2. Research the candidate’s background in advance

Candidates can tell when you’re winging it. If you skim their resume five minutes before the interview, you’ll end up asking surface-level questions anyone could answer. Instead, take 10-15 minutes to review their work history, projects, LinkedIn profile, and portfolio. Look for patterns: Do they tend to stay long-term at companies or move every year? Do their skills and achievements progress in a logical manner? 

This pre-work allows you to tailor your questions, for example, asking how they managed a specific project listed or what they learned from a career shift. Candidates feel seen, and you will benefit from deeper, more insightful answers.

3. Align with your hiring team

If more than one person is interviewing the candidate, coordination is key. I’ve been in processes where three different people asked the same question about “handling conflict”. By the third time (if not the second), the candidate’s enthusiasm was gone. Avoid redundancy by assigning specific topic areas: one person covers technical skills, another focuses on cultural fit, and a third on problem-solving. This not only keeps the interview engaging but also confirms that you’re evaluating the candidate from multiple, non-overlapping angles.

4. Build a structured interview plan

A structured interview is intentional, not robotic. Outline your introduction, core questions, possible follow-ups, and closing steps. Identify which questions are essential to ensure consistent candidate comparison.

I recommend using a scoring rubric for each core competency. For example, if communication skills are critical, decide in advance what constitutes a 1, a 3, or a 5 in that category. Structured interviews have been shown to reduce bias and improve hiring accuracy, making it easier to choose between equally qualified candidates.

Related: How to Create a Hiring Plan

5. Set up the environment

The setting matters more than most hiring managers realize. I once interviewed a candidate in a coffee shop because our office was overbooked; the noise and constant interruptions made it impossible to have a focused conversation. Whether it’s a conference room or a virtual meeting, make sure the environment is quiet, comfortable, and free from distractions. 

Test your tech if it’s remote; there’s nothing worse than spending the first 10 minutes troubleshooting audio while the candidate wonders if you’re always this disorganized. A well-prepared space sends the message: We’re a company that has its act together.

Tips for Starting the Interview

I still remember an interview early in my career where I knew within the first two minutes the candidate was going to clam up. Not because they weren’t qualified, but because I’d done nothing to put them at ease. I jumped straight into a heavy technical question, and their nervousness only grew. By the end, I learned almost nothing helpful, and it was my fault.

That day taught me that the way you start an interview can make or break the entire conversation.

Related: How to Start an Interview as the Interviewer (With Sample Scripts)

Begin with a warm welcome

Make eye contact, smile genuinely, and use the candidate’s name right away.

• Thank them for their time and, if applicable, for traveling to meet you.
• In a virtual setting, check that your tech is running smoothly and that your background is distraction-free.

Small details like these send the message that you value their time and the interaction.

Break the ice with light, neutral small talk

Ease into the conversation with a quick, bias-free topic:

• “Did you have any trouble finding the office?”
• “It’s been pouring all week here. Has it let up in your area?”

This isn’t filler. It helps candidates relax and shift into a conversational mindset.

Related: 50 Icebreaker Interview Questions to Ask Candidates

Outline the interview structure

Before starting formal questions, briefly explain what’s ahead:

“We’ll start by talking about your background, then move into some scenario-based questions, and finish with time for you to ask about the role or company.”

Knowing the structure eases anxiety and makes the process feel organized and professional.

Make it a two-way conversation

Remind candidates that they’re evaluating the company as well.

“This is as much a chance for you to decide if we’re the right fit for you as it is for us to see if your skills align.”

This collaborative tone often leads to more open and thoughtful answers.

Ease into the first question

Avoid starting with your most challenging question. Instead, ask something open-ended and confidence-building, such as:

“Tell me about your current role and what you enjoy most about it.”

This helps the candidate find their footing and sets the stage for a more authentic, productive discussion.

The Best Mix of Interview Questions to Ask Candidates

The quality of your questions directly impacts the quality of your hires. Well-crafted questions dig deeper than a resume and reveal how candidates think, problem-solve, and adapt to new situations.

When you ask the right questions, you’ll learn how the candidate will approach challenges, work with your team, and grow with the company.

Related: The Best & Worst Interview Questions to Ask Candidates

Skills assessment questions

These questions help you verify that candidates have the technical skills and knowledge required for the role. Keep them specific to the position and level of expertise needed.

Examples:

• “Tell me about a time you had to learn a new skill quickly to complete a project.”
• “Walk me through how you would approach [specific task relevant to the role].”
• “What’s the most challenging project you’ve worked on, and what role did you play in its success?”

Culture fit questions

Skills can be taught, but values and work styles are harder to change. These questions help you determine whether the candidate will thrive within your company’s culture.

Examples:

• “What type of work environment allows you to do your best work?”
• “Tell me about a time you worked on a team with very different personalities. How did you navigate it?”
• “Which of our company values resonates most with you, and why?”

Problem-solving and critical thinking questions

These reveal how candidates think on their feet and approach challenges, skills that are valuable in nearly every role.

Examples:

• “You’re facing a tight deadline, and one of your key resources becomes unavailable. What do you do?”
• “Describe a problem you solved that had no clear solution at the start.”
• “What’s an example of a process you improved in a past role? How did you identify the need for change?”

Behavioral and situational questions

Behavioral questions draw from a candidate’s past experiences, while situational questions test how they’d handle hypothetical challenges. Both give you a sense of their decision-making style.

Examples:

• “Tell me about a time you disagreed with a manager’s decision. How did you handle it?”
• “If you were leading a project and your team missed an important deadline, how would you respond?”
• “Describe a time when you had to adapt to a significant change at work.”

Questions that encourage self-reflection

Self-awareness is a strong predictor of growth potential. These questions prompt candidates to reflect critically on their strengths, weaknesses, and career objectives.

Examples:

• “What’s one skill you’re actively working to improve?”
• “If I spoke to your former manager, what would they say is your biggest strength and your biggest area for growth?”
• “Where do you see yourself adding the most value in this role during your first 90 days?”

The best interviews mix these question types to get a well-rounded view of the candidate. By balancing skill verification with culture and mindset exploration, you increase your chances of making a hire who performs well and stays in the long term.

Tips for Ending the Interview

Closing an interview well is more than just a polite goodbye. It’s your final opportunity to leave a strong impression, reinforce the candidate’s interest, and gather any last bits of information that could impact your hiring decision. A thoughtful wrap-up also protects your employer brand; even candidates who aren’t hired should walk away feeling respected and clear on what comes next.

Related: How to End an Interview as the Interviewer the Right Way

Summarize key points

Before ending, take 30-60 seconds to recap the conversation. This helps confirm that you understood the candidate correctly and signals that you’ve been actively listening.

• Pull out one or two strengths they shared that directly relate to the role.
• Mention any experiences or skills that particularly stood out to you.
• If there are gaps or concerns, now is the time to flag them and ask for clarification.

Example:

“Based on what you’ve shared, it sounds like your experience managing remote teams and implementing process improvements could be very valuable here. I also appreciate your example about reducing project delays. It’s a challenge we’re actively addressing.”

Give the candidate a chance to ask questions

Candidates often save their most thoughtful or strategic questions for the end, once they’ve learned more about the role.

• Resist the urge to rush this step, even if you’re running behind schedule.
• Pay attention to the questions they ask; are they focused on responsibilities, growth opportunities, or company culture? These can reveal what matters most to them.
• If they don’t have questions, consider prompting with: “Is there anything about the team, company culture, or the role itself that you’d like to know more about?”

Set clear next steps

Ending without a timeline or clear process can cause uncertainty and anxiety, and top candidates may lose interest.

• Be transparent about your decision-making process and timeframe.
• If possible, provide them with a specific date by which they can expect to hear from you.
• Explain whether there will be additional interview rounds, assessments, or reference checks.

Example:

“We’re wrapping up first-round interviews this Friday, and we’ll be contacting candidates by next Wednesday to let them know if they’ve moved to the next stage, which will be a panel interview with the leadership team.”

Thank them for their time

Even if you’re certain the candidate isn’t a good fit, ending on a gracious note is essential for your company’s reputation.

• Thank them for taking time out of their day to meet with you.
• Acknowledge the effort they put into preparing for the interview.
• Keep your tone warm and professional.

Example:

“Thank you again for meeting with me today. I know interviewing takes time and preparation, and I really appreciate the opportunity to learn more about your background.”

Leave the door open

Not every candidate will be right for the current opening, but they may be perfect for a future role. Letting them know you’d like to stay in touch leaves the relationship on a positive note and builds your talent pipeline.

• If appropriate, mention how their skills might align with other opportunities within your company.
• Encourage them to stay connected via LinkedIn or your talent network.

Example:

“Even if this role isn’t the perfect match, I can see your background being a great fit for other opportunities here. I’d love to keep your information on file and stay in touch for the future.”

Active Listening Skills Every Good Interviewer Should Possess

A candidate can give you all the right answers, but if you’re not truly listening, you’ll miss the meaning between the lines. Active listening is one of the most underrated skills in the interviewing process. It enables you to pick up on details, detect inconsistencies, and identify qualities that may not be immediately apparent in a resume.

In my experience, the best interviewers are the ones who listen the best.

Give the candidate your full attention

Distractions are the enemy of active listening.

• Put your phone on silent and close your email during the interview.
• If virtual, minimize other tabs and look into the camera when they’re speaking.
• Maintain open body language. No crossed arms or leaning back like you’re disengaged.

Use silence to your advantage

Most people rush to fill the silence, but in interviews, pauses can be powerful.

• Give candidates time to think before answering.
• After they respond, wait a beat; you’d be surprised how often they’ll add more detail.
• This technique often reveals insights they wouldn’t have shared if you’d jumped to the next question.

Ask thoughtful follow-up questions

Follow-ups show you’re engaged and help you dig deeper.

• “You mentioned leading that project. Can you walk me through your role in more detail?”
• “You said the deadline was challenging. What made it challenging, and how did you overcome it?”
• Follow-ups often reveal skills and experiences that candidates initially overlook.

Pay attention to nonverbal cues

Body language can reveal confidence, discomfort, or enthusiasm.

• Watch for posture changes when discussing certain topics.
• Note whether their facial expressions match their words.
• Be aware of cultural differences that may impact nonverbal communication.

Take notes without losing connection

Jotting down key points helps with recall, but avoid burying your head in a notepad.

• Use shorthand so you can quickly capture ideas without breaking eye contact for long.
• Consider marking highlights for follow-up later in the conversation.
• In panel interviews, assign one person to lead questioning while another focuses on detailed notes.

Related: How to Take Effective Interview Notes

Don’t Forget: Create a Positive Candidate Experience

A great candidate experience isn’t just a “nice-to-have”; it’s a competitive advantage. In today’s market, top talent often receives multiple job offers, and how you treat them during the hiring process can significantly influence their decision to join your company.

Think of the candidate experience as a journey with multiple touchpoints. At each stage, you have the opportunity to strengthen your employer brand and build trust, or risk losing a great candidate to a competitor.

Related: Candidate Experience Best Practices & Why You Should Follow Them

Stage 1: First contact

Goal: Make a strong, welcoming first impression.

Whether the candidate applied directly or you reached out to them, your first interaction sets the tone. Respond promptly to applications, and if you’re sourcing, make your outreach personalized rather than generic. Candidates can spot a mass email from a mile away,  and they’re far more likely to respond when it feels tailored to them.

Pro tip: Use their name, reference something specific from their background, and clearly explain why you think they might be a good fit.

Stage 2: Interview scheduling

Goal: Show respect for the candidate’s time.

Flexible scheduling options demonstrate that you value their availability, especially if they’re currently employed. Use an interview scheduling tool to avoid back-and-forth emails and confirm all details in advance, including time, format, participants, and any necessary preparation.

Pro tip: Include a contact number in case they encounter issues joining or locating the location.

Related: Interview Scheduling: Tools and Tips for Busy Hiring Managers

Stage 3: The interview

Goal: Create a professional, comfortable, and fair environment.

Greet them warmly, explain the structure of the interview, and keep the conversation flowing. Stick to your allotted time, but allow enough flexibility for meaningful discussion. Even if you know early in the conversation they’re not the right fit, treat them with respect; they could be a future customer, referral source, or candidate for another role.

Pro tip: Keep your workspace and video background clean and distraction-free. This signals that you take the meeting seriously.

Stage 4: Post-interview follow-up

Goal: Keep communication clear and timely.

One of the top candidate complaints is “never hearing back” after an interview. Even if you’re still making a decision, send an update. A simple, “We’re still in the review stage and expect to have updates by [date]” goes a long way in showing respect.

Pro tip: If the decision is a “no,” deliver it professionally and, if possible, offer a brief, constructive reason.

Stage 5: Offer & onboarding

Goal: Make the final stretch smooth and exciting.

When making an offer, be prompt, enthusiastic, and clear about next steps. Once they accept, start onboarding immediately with a welcome email, access to necessary systems, and a checklist for their first day. The experience doesn’t end when they sign the offer; it ends when they feel fully integrated into your team.

Pro tip: Send a small welcome gesture, even a simple team introduction message, to make them feel like part of the company before day one.

Related: How to Extend a Job Offer (With Template)

Let’s Make Your Next Hire Your Best Hire

Hiring the right person takes preparation, skill, and a commitment to providing every candidate with a great experience. However, consistently doing all of that while managing your other priorities can be a challenge.

That’s where we come in. By partnering with 4 Corner Resources, you get more than resumes; you get a dedicated recruiting partner who understands your business, screens for both skills and culture fit, and helps you run a hiring process that reflects well on your brand.

We’ll take care of sourcing, pre-vetting, and even helping you fine-tune your interview approach so when you meet candidates, you’re confident you’re talking to the best the market has to offer. You focus on choosing the right person, we’ll handle the rest.

Ready to interview with confidence and hire with certainty? Let’s talk about how we can help you find your next great hire.