Interview Dos and Don’ts for Interviewers: A Practical Guide to Getting It Right

Interview Dos and Don’ts for Interviewers: A Practical Guide to Getting It Right

Most hiring decisions go wrong before the offer letter is ever sent. The interview itself, from how it is structured to how results are evaluated, determines whether you are choosing the best candidate or just the one who made the best impression on the day. This guide gives hiring managers and HR professionals a practical, phase-by-phase framework of what to do and what to avoid at every stage of the interview process.

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Why How You Interview Matters as Much as Who You Hire

A poor interview process does not just produce bad hires. It can create legal risks and inconsistent candidate experiences. It may also hurt your employer brand over time. Negative interview experiences can appear on review platforms later. Those comments can influence how future candidates view you.

Without a structured evaluation process, decisions default to gut feeling. Affinity bias steers you toward candidates who mirror your background. First-impression bias lets the opening five minutes overwrite the next forty-five. The result is a hiring decision that reflects who you liked, not who was most qualified.

Interview Dos for Interviewers

Strong interviewing is a learnable skill. The behaviors below are not personality traits. They are professional practices that any interviewer can build into their process, starting with the next role they hire for.

Before the Interview

Preparation is the single biggest predictor of interview quality. Arrive at the conversation having already done the work.

• Review the résumé and job description in advance. Read both before the day of the interview, not five minutes beforehand. Note any gaps, transitions, or experience areas you want to explore.

• Build a standardized question set tied to the role’s core competencies. Use the job description to identify the three to five skills or behaviors that matter most, then write specific questions to assess each one.

• Define your scoring rubric before the conversation begins. Decide what a strong, acceptable, and weak response looks like for each competency before you hear any answers. Scoring afterward often reflects the candidate you just interviewed. It may ignore what the actual role requires from someone. This can make hiring decisions less fair and consistent. Set your scoring criteria first, then assess each candidate.

• Confirm logistics with the candidate ahead of time. Send a confirmation that includes the time, format, platform if virtual, expected duration, and the names and roles of anyone else joining. Uncertainty before an interview is unnecessary stress for the candidate and a signal of disorganization on your side.

• Brief co-interviewers on their assigned focus areas. In a panel interview, each person should own specific competency areas. Coverage overlap wastes your limited time and leaves other areas completely unexamined.

During the Interview

The most skilled interviewers are rarely the ones who talk the most. They guide the conversation, listen closely, and gather evidence they can actually use later.

• Open with a clear introduction and an agenda overview. Introduce yourself, explain the format, and tell the candidate how much time they have and when they will get to ask their own questions. This reduces anxiety and signals that the process is organized and respectful.

• Lead with behavioral, STAR-based questions. Questions rooted in the Situation-Task-Action-Result framework produce concrete, verifiable evidence. “Tell me about a time when…” is consistently more informative than “What would you do if…” because it asks candidates to recall real behavior rather than perform a hypothetical.

• Practice active listening. After a candidate finishes a response, pause before moving on. Ask a follow-up that probes one level deeper rather than checking the next scripted question off your list. The most useful information often surfaces when you simply say, “Can you tell me more about that?”

• Take structured notes tied to competencies. Write brief, factual observations about what the candidate said during the interview, not impressions formed afterward. Notes captured in real time are more accurate, more useful for scoring, and more defensible if any hiring decision is later questioned.

• Leave dedicated time for candidate questions. A strong candidate is also evaluating you. Reserve at least ten minutes for their questions and treat that portion of the conversation with the same engagement level as the rest.

• Ask the same core questions across all candidates. Consistency helps create a fair and legally defensible interview process. It also makes candidate comparisons much more meaningful. Without consistency, scoring can feel random and unfair. Using the same process keeps evaluations clear and comparable.

After the Interview

What happens after the candidate leaves the room matters just as much as what happened during it.

• Debrief independently before comparing notes with your panel. Ask each interviewer to complete their individual scorecard before the group discussion begins. Group discussions dominated by one strong voice, or held before anyone has scored privately, are a primary driver of groupthink and cascading bias.

• Score candidates using the pre-defined rubric. Apply the criteria you established at the start of the process. Resist any urge to adjust the rubric retroactively to favor a candidate you liked.

• Communicate next steps clearly and on the timeline you stated. Whether the next step is an offer, a rejection, or another round, candidates deserve a timely and honest response. Silence after an interview is one of the most cited employer brand failures in modern hiring.

• Provide constructive feedback when appropriate. Not every organization does this at the interview stage, but when it is feasible, brief and competency-based feedback creates a stronger candidate experience and signals that your team values people’s time.

Interview Don’ts for Interviewers

Knowing what to avoid is just as important as knowing what to do. The mistakes below are common, consequential, and fully preventable.

Conduct Mistakes That Undermine the Process

• Do not arrive unprepared: Reading a resume for the first time during an interview feels disrespectful. It also wastes valuable time from a limited conversation. Review candidate details before the meeting starts. This helps create a smoother and more focused interview.

• Do not multitask during the interview: Checking your phone, reading an email, or monitoring a messaging app while a candidate is speaking does not go unnoticed. It also directly undermines your ability to gather accurate information.

• Do not let first-impression or affinity bias drive the conversation: A candidate may remind you of someone you respect. That similarity does not prove they have the right skills. Focus on their answers, experience, and evidence of competency. Personal connections should never replace objective interview evaluation.

• Do not talk more than you listen: A useful benchmark is a 70/30 split. The candidate should be speaking approximately 70 percent of the time. If you are filling air, you are not gathering data.

• Do not ask leading questions: Questions framed as, “We move fast around here, you are comfortable with that, right?” do not produce useful information. They produce confirmation. Ask open-ended questions and let the candidate’s unguided answer do the work.

• Do not treat candidates inconsistently. Offering some candidates a warm welcome and others a transactional exchange, or extending more follow-up time to candidates who share your personal background, introduces bias and legal risk at the same time.

Questions You Should Never Ask (Legal Don’ts)

U.S. employment laws prohibit discrimination during the hiring process. The EEOC enforces these rules across many workplace situations. Similar laws apply in other countries and regions too. Certain interview questions can suggest discriminatory hiring intentions. These mistakes can happen accidentally, even with good intentions. That’s why interviewers need proper training on these rules.

The table below covers the highest-risk categories along with a prohibited example and a job-relevant, legally appropriate alternative.

Note: Jurisdiction matters significantly here. State and local laws in the U.S. frequently impose stricter requirements than federal law, and rules differ substantially across countries. Consult legal counsel before finalizing your question set, particularly around criminal history, salary history, and background check inquiries.

Dos and Don’ts for Video and Remote Interviews

Virtual interviews bring their own challenges for interviewers. The same interview principles still apply during online meetings. Still, virtual interviews require some extra preparation and planning.

Dos:

• Test your camera, microphone, and platform at least 15 minutes before the interview starts. 

• Control your environment: choose a clean, neutral background and position your primary light source in front of you, not behind. 

• Look at the camera rather than your own video thumbnail to maintain eye contact. 

• Mute all desktop notifications and close unneeded browser tabs before the call begins. 

• Confirm in advance that the candidate has the link, any required login credentials, and a backup contact method in case of technical failure.

Don’ts:

• Do not assume the candidate’s technology is working. Ask them to confirm their audio and video setup in your pre-interview confirmation message. 

• Do not continue the interview through persistent audio dropouts without addressing them. Pause and troubleshoot rather than proceeding with degraded sound on either side. 

• Do not use a busy or distracting background. Virtual backgrounds are acceptable if your physical environment is not an option. 

• Do not skip the opening introduction and agenda overview because it feels awkward over video. That structure matters more in virtual settings, not less, because candidates have fewer environmental cues to calibrate to.

A note on recording: If you record interviews for panel review, compliance documentation, or content purposes, audio quality directly affects how usable that recording is. The Hollyland LARK MAX 2 is purpose-built for this scenario. It delivers 48 kHz / 32-bit Float audio with AI Noise Cancellation, 32-bit Float Internal Recording as a built-in backup, and wireless monitoring via OWS earphones so you can catch audio issues in real time without interrupting the conversation. For journalists, researchers, and content creators who conduct recorded interviews and need broadcast-quality capture in unpredictable environments, it is a purpose-matched tool.

Quick-Reference Cheat Sheet: Interview Dos and Don’ts

Use this table as a last check before the interview starts or share it with any team member stepping into an interviewer role for the first time.

FAQs

Q: What is the most common mistake interviewers make?

Going into interviews unprepared causes plenty of hiring mistakes. Many interviewers trust gut feelings instead of clear scoring criteria. They skip reviewing job details before starting the interview. Then, personal opinions can influence their decisions without warning. Thirty minutes of preparation can prevent hours of poor decisions later.

Q: What questions are illegal to ask in a job interview?

Questions that touch on age, race, religion, national origin, sex, disability, marital or family status, and pregnancy are protected under employment discrimination law in most jurisdictions. The table in the Legal Don’ts section above covers the key categories with specific examples and acceptable alternatives. Consult legal counsel for requirements specific to your location.

Q: How long should a job interview last?

Most first-round interviews usually take around 45 to 60 minutes. Panel or technical interviews can sometimes reach 90 minutes. Longer interviews may need extra time for several competency areas. Without clear reasons, lengthy interviews can signal poor preparation. Good planning keeps interviews focused without making them unnecessarily long.

Q: Should interviewers take notes during an interview?

Yes. Brief, factual notes tied to specific competencies improve scoring accuracy and provide a defensible record if any hiring decision is later reviewed. Stick to what the candidate said. Avoid writing personal impressions or interpretive observations about how they came across.

Q: How do interviewers reduce unconscious bias?

Ask every candidate the same standardized questions during interviews. Complete individual scorecards before starting any panel discussion. Interviewers should also learn about common forms of bias. This includes affinity bias and the halo effect. Base ratings on clear evidence from each conversation. Avoid judging candidates based on personality or personal comfort.

Conclusion

Great interviewers rely on process, not just instinct or gut feelings. A clear plan should guide every interview consistently. Use the same approach with each candidate you meet. Score every response using clear criteria set earlier. This keeps hiring fair and decisions based on evidence. It also helps create a better candidate experience. Follow this guide to make stronger hiring decisions.

Facts Index