A Hiring Manager’s Guide to Interviewing - For the Real World of Work.
The recruitment playbook has changed. If you’re still relying on gut feeling or doing what you’ve always done, it’s time to rethink the way you interview.
The World of Work Has Shifted. Has Your Interview Style Kept Up?
In the last few years, we’ve seen more change in how we work, hire, and lead than in the previous decade.
From virtual interviews and remote teams to new definitions of what makes a great hire. The world of recruitment has shifted fast.
With that shift, the pressure on hiring managers has grown. You’re no longer just filling roles; you’re shaping culture, performance, and the future of your organisation.
And yet, many interviews still scratch the surface. They miss potential, lean on experience over capability, and default to habit when insight is what’s really needed.
That’s where this guide comes in.
“So Tell Me About Yourself…” Why That’s Not Enough Anymore.
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We’ve all asked it, and we’ve all heard it. But hiring today demands more than the standard questions and safe conversations.
This isn’t about trick questions or trendy techniques, it’s about learning how to spot real capability, true motivation, and the potential to thrive in your environment.
A Smarter, Simpler Interview Framework
To get the most out of your conversations, use a blend of three interview formats, each bringing out a different layer of insight.
Biographical Interviews
Best for: Career story, decision-making, context
What shaped them? What choices did they make? Where did they grow?
Ask about transitions, values, and motivations, but don’t stop there. This is the warm-up, not the whole workout.
Example:
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“What influenced your move into [X] role?”
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“What’s been the proudest moment of your career so far?”
Competency-Based Interviews
Best for: Understanding how someone behaves in real situations
This is your reality check. Ask candidates to describe specific examples and listen carefully to how they contributed, what decisions they made, and how they handled pressure.
Tip: Use the SCR Triangle – Situation, Contribution, Result – to dig deeper.
Example:
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“Tell me about a time you faced a challenge at work and how you handled it.”
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“How do you approach giving difficult feedback?”
Pro tip: Create a scoring matrix for consistency and fairness.
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When a candidate uses “we” instead of “I”, use the SCR Triangle. Situation, Contribution, and Result to uncover their real role.
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Situation: “What was happening?” – Set the context.
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Contribution: “What was your input?” – Clarify their actions.
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Result: “What happened in the end?” or “What did you learn?” – Understand the outcome and reflection.
Strengths-Based Interviews
Best For: Uncovering energy, motivation, and potential
People perform better when they enjoy what they do.
That’s the psychology behind strengths-based interviewing, and it can be a game-changer.
You’re looking for what lights them up. What comes naturally. What they lean into without being told.
Example:
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“What tasks make you lose track of time?”
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“What do people often come to you for help with?”
What to Watch For. Behavioural Clues That Tell You More Than Words
Not everyone finds it easy to talk about their strengths. It’s important to look beyond how polished someone appears and focus on what really matters.
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Interview Bias - It's Not Just in Your Head, It's in Your Habits
Even the most well-meaning hiring manager can fall into unconscious patterns.
Do you tend to favour people who are “just like you”? Do you make a snap judgement based on the first five minutes?
Bias isn’t always loud. Sometimes, it whispers. But it can still derail great hiring decisions.
Keep these in check:
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Halo/Horn Effect – One positive or negative trait overshadows everything else.
(e.g. They were confident, so you assumed they were competent, or quiet, so you assumed they lacked leadership skills.) -
Affinity Bias – Feeling a personal connection isn’t the same as being the right fit.
(e.g. You like them because they remind you of yourself, but that doesn’t mean they’re the best person for the job.) -
Confirmation Bias – Don’t just look for signs that you’re right.
(e.g., you’ve made an early judgement, and now you’re only listening to things that back it up.)
Want to Be a Better Interviewer? Start With This Simple Structure:
Your 7-Point Interview Flow
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Prepare – Read the CV. Know what you're looking for.
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Build rapport – Make it a conversation, not an interrogation.
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Set the scene – Explain what to expect and put them at ease.
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Ask with intention – Use a blend of open, competency, and strengths questions.
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Explore motivation – What do they value? What are they running toward?
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Share your culture – Be honest about the role and team dynamics.
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Clarify next steps – Respect their time. Communicate well.
Don’t Ghost – Give Feedback That Makes a Difference
A “no” should still feel like a respectful and useful experience.
Candidates have invested their time, and if we want better interviewees, we need to be better interviewers.
Use the S.B.I.F. model to make feedback clear and actionable:
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Situation: “When I asked you to talk about X…”
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Behaviour: “You explained it like this…”
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Impact: “That made me think…”
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Future: “Next time, you might try…”
Final Thought
Hiring isn’t just a task on your to-do list.
It’s your chance to shape the kind of team, culture, and results you want to build.
This guide isn’t here to make hiring more complicated, it’s here to make it more human, more intentional, and more effective.
Want support sharpening your hiring strategy or coaching your leaders to interview better?
Let's have a conversation.
Because how you hire shapes who you become.