Interview Best Practices

Posted by

Kate Harry Shipham

Posted on

Jan 9, 2026

Strong recruiting starts long before a candidate walks into the room. At its core, best practice recruiting rests on two fundamentals: a clear strategy and disciplined execution. When either is missing, even highly qualified candidates can walk away uncertain or disengaged. For interviewers, this means shifting away from the idea of a traditional interview and toward a purposeful meeting built on information exchange.

The most effective interviewers treat these conversations as structured discussions rather than interrogations. A meeting mindset acknowledges that both sides are evaluating fit, asking questions, and testing assumptions. This approach naturally leads to more open dialogue, better insight, and a stronger sense of mutual respect from the start.

That mindset also forces preparation. Interviewers must be clear on what they need to learn from each conversation, what information they want to share, and how the meeting fits into the larger process. When these elements are defined in advance, the experience feels intentional rather than transactional.

Designing a Thoughtful and Coordinated Process

Once the meeting mindset is in place, planning becomes the differentiator. Candidates notice immediately when interviewers are aligned and when they are not. Coordinated planning signals organization, internal communication, and seriousness about the hire. In a small and highly connected professional community, those signals travel fast.

Assigning distinct questions and discussion themes to each interviewer is a simple but often overlooked step. Business professionals, HR professionals, and partners all bring different perspectives. When each person focuses on a specific lens, candidates avoid repetitive conversations and interviewers gain a fuller, more nuanced view of the individual.

Logistics also matter more than firms often realize. Vacations, trial schedules, travel, and workload conflicts should be considered upfront rather than addressed midstream. Being transparent with candidates about timing and sequencing builds trust and prevents frustration when delays occur.

Just as important is ownership of communication. One person should be clearly responsible for follow up, updates, and next steps. Candidates disengage quickly when communication feels fragmented or unclear, especially when multiple stakeholders are involved. A single point of contact keeps momentum intact and reinforces professionalism throughout the process.

Preparing Interviewers for Effective Conversations

Not everyone who meets a candidate interviews regularly. Outside of HR, many interviewers conduct these meetings infrequently, which can lead to stiffness, overcompensation, or missed opportunities to gather meaningful insight. Interview training does not need to be elaborate, but it does need to exist.

Interviewers should understand the purpose of each meeting and their specific role within it. Effective conversations balance information gathering with information sharing, technical assessment with cultural discussion. Candidates are rarely challenged by whether they can perform the role; what differentiates them is how they work, how they think, and how they interact with others.

Aggressive questioning or attempts to “test” candidates through pressure tactics often backfire. These approaches reveal more about the interviewer than the candidate. A well prepared interviewer creates space for thoughtful responses, listens closely, and follows threads that reveal judgment, values, and professional maturity.

Context also matters. Formal, in office meetings naturally carry more structure, while out of office conversations should intentionally feel different. A coffee meeting with peers can surface insights that a conference room cannot. How a candidate engages casually, treats others, and speaks about life outside of work often reveals as much as their resume.

Creating Balance and Making the Final Call

Interviewers sometimes forget that candidates are assessing the firm just as carefully. By the time meetings begin, many candidates have already researched leadership tenure, firm culture, public initiatives, and internal movement. They may also have spoken with former employees or peers within their network. Leaving no time for their questions sends an unintended message.

Sharing information openly builds credibility. Candidates want to understand team dynamics, expectations, leadership style, and future direction. When interviewers are willing to discuss these topics honestly, it strengthens alignment and reduces surprises later in the process.

There is rarely enough time to cover everything in one meeting. That is normal. What matters is that each meeting is designed to explore specific areas deeply rather than skim many topics superficially. Follow up conversations are often welcomed when the foundation has been laid thoughtfully.

Ultimately, interviewers and candidates are making the same decision from opposite sides of the table. The process works best when both are given the information they need to evaluate fit with confidence. Careful planning, clear communication, and intentional meetings do not remove the difficulty of hiring decisions, but they do make those decisions better informed and easier to stand behind.

KHS Final Thought

Strong interview processes do not happen by chance. They are built through intention, preparation, and respect for the fact that both sides are making a meaningful decision. When interviewers approach each meeting with clarity, structure, and openness, the process becomes more human, more effective, and far more likely to lead to the right long-term hire.