The Job Interview is NOT an Oral Exam
Hiring managers: Your job interview should be a conversation—not an interrogation.
Think back to some of the job interviews you have participated in, either as an interviewer or an interviewee. How many followed this pattern...
The interview begins with the interviewer immediately diving into a list of prepared questions. The questions may be difficult, behavioral, or intentionally designed to "pressure" the candidate.
There is little or no introduction.
The interviewers don't explain who they are, why the company is hiring, what the position involves, or what challenges the person in the role will face.
Then, after approximately 55 minutes of questions, the candidate is given five minutes to ask questions.
That's not a conversation. It's an oral exam.
And while this approach may seem like an efficient way to evaluate candidates, it can create a poor candidate experience and prevent hiring managers from getting the information they actually need.
More importantly, it overlooks a fundamental reality of today's hiring process: You are interviewing the candidate. The candidate is interviewing you.
The Interview Should Be a Two-Way Conversation
The purpose of a job interview isn't simply to determine whether a candidate can answer your questions correctly. You are trying to determine whether the person has the skills, experience, judgment, communication abilities, leadership capabilities, and problem-solving skills necessary to succeed in the position.
But the candidate is trying to determine something equally important: Is this a company and position where I want to work?
That means the interview should be an exchange of information. The interviewer needs information about the candidate. The candidate needs information about the company.
Both sides should leave the interview with a better understanding of whether there is a potential fit.
Unfortunately, many organizations structure interviews as though the candidate is the only person who needs to prove something. That can be a mistake.
The Three Problems With the Traditional Interview
Problem #1: The Interview Starts With Pressure Questions
The interviewer begins: "Tell me about a time you had a conflict with a stakeholder."
Then: "Tell me about a project that failed."
Then: "Describe your biggest weakness."
Then: "Tell me about a time you disagreed with your manager."
Question after question. The candidate answers. The interviewer takes notes. Then another question.
This approach can make the candidate feel as though they are being interrogated rather than interviewed.
There's nothing wrong with asking difficult questions. In fact, difficult questions can be extremely useful. Hiring managers need to understand how candidates handle conflict, failure, risk, ambiguity, deadlines, difficult stakeholders, and challenging business situations.
The problem isn't the questions. The problem is how the conversation begins.
Imagine walking into a meeting with someone you've never met and that person immediately starts asking you challenging questions, barely introducing themselves or explaining why they want to speak with you.
Most people would find that unusual. Yet this happens regularly in job interviews because I've been through this.
A better approach is to establish a relationship before beginning the evaluation.
Spend the first few minutes introducing yourself and creating context for the discussion.
That small change can dramatically improve the tone of the interview.
Problem #2: The Interviewer Doesn't Introduce the Company or the Job
Here's another common problem. The candidate joins the interview.
The interviewer says: "Thanks for joining us. Let's get started."
And immediately asks: "Tell me about your experience managing projects."
The candidate starts talking.
But what does the candidate actually know about the opportunity? Perhaps they've read the job description. Maybe they've researched the company. But they may still have very little understanding of what the position actually involves.
The hiring manager should take a few minutes to explain:
Who they are
Their role within the organization
Why the position is open
What the team does
What the position is responsible for
The major challenges facing the team
What success looks like
Who the person will work with
What the company expects from the position
This information provides context. It also allows the candidate to give more relevant answers.
For example, imagine you're hiring a Project Manager.
Instead of simply asking: "Tell me about your project management experience."
You might first explain: "Our PMO currently manages 15 projects across IT and the business. One of our biggest challenges is improving project visibility for senior leadership. We're looking for someone who can manage complex projects while also helping us improve our project governance and reporting."
Now the candidate has context.
They can discuss their experience with project governance, executive reporting, stakeholder management, and complex project delivery. The interview becomes more productive for both parties.
Don't Forget to Ask the Candidate to Tell You About Themselves
There is another simple question that can open up a much better interview: "Tell me about yourself."
Some interviewers avoid this question because they believe it is too generic. But when used properly, it can be extremely valuable. It allows the candidate to determine where to begin the conversation. More importantly, it allows the interviewer to listen.
You may learn about the candidate's career progression, accomplishments, interests, and experience that aren't immediately obvious from their resume. The candidate may also reveal which parts of their background they believe are most relevant to the position.
That information can help guide the remainder of the interview. Instead of forcing the candidate through a predetermined sequence of questions, the interviewer can explore the areas that are most relevant. That's a conversation.
Problem #3: The Candidate Gets Five Minutes to Ask Questions
Now we arrive at one of the most frustrating parts of the traditional interview...
The interview has lasted 55 minutes. The interviewer has asked question after question. The candidate has provided detailed answers. Then, near the end, the interviewer says: "Do you have any questions for us?"
The candidate looks at the clock. Five minutes remain. What can they realistically learn in five minutes?
They may ask: "What is the company culture like?" "What's the next step in the process?" "How would you describe the team?"
At the end, the interviewer says: "Thanks for your time. We'll be in touch." The candidate leaves.
And the company has just spent an hour evaluating the candidate without giving the candidate much opportunity to evaluate the company. More importantly, the interviewer(s) have wasted their time if they ultimately decide not to move on with this candidate.
That's not a balanced interview process. The candidate should have meaningful time to ask questions. In fact, hiring managers should want candidates to ask questions.
The questions candidates ask can provide useful insight into what they value and what they want to understand about the opportunity. More importantly, their questions help them determine whether the job is right for them.
Asking Every Candidate the Same Questions Isn't Always the Best Approach
Many organizations use standardized interview questions because they want consistency. That's understandable.
A structured interview can help hiring managers evaluate candidates against similar criteria and reduce the possibility that one candidate receives an entirely different evaluation process from another.
But there is a difference between consistency and rigidity. Asking every candidate the exact same questions in the exact same order can prevent a meaningful conversation.
Suppose you ask a candidate: "Tell me about the most difficult project you've managed." The candidate describes a $5 million technology implementation that experienced significant vendor problems.
That's interesting.
Why move immediately to your next prepared question? Instead, ask a follow-up:
"What specifically caused the vendor problem?"
Then: "How did you identify the problem?"
Then: "What did you do to address it?"
Then: "What was the final outcome?"
Now you're learning about the candidate's:
Problem-solving
Vendor management
Risk management
Leadership
Communication
Decision-making
Project management
Those follow-up questions may reveal far more than the next question on your interview checklist. Use structured questions as a framework—not a script.
The Candidate Is Evaluating You
This is perhaps the most important point hiring managers need to remember. The candidate is evaluating the company.
During the interview, candidates are asking themselves questions such as:
What is this manager like?
Will I enjoy working with this team?
Does the company value its employees?
Are expectations realistic?
Does leadership communicate effectively?
Will I have opportunities to grow?
What problems will I inherit if I accept this job?
Does this position match what was advertised?
These questions may never be asked directly. Candidates are also evaluating the company based on how the interview is conducted. If the interviewer arrives late, doesn't apologize, and immediately starts asking questions, the candidate notices.
If the interviewer spends the entire conversation looking at a laptop, the candidate notices. If the interviewer interrupts constantly, the candidate notices. If the interviewer cannot clearly explain what the position involves, the candidate notices.
If the candidate is given only five minutes to ask questions, the candidate notices.
Every one of these interactions contributes to the candidate experience.
The Interview Is Part of Your Employer Brand
Companies spend enormous amounts of money developing their employer brand. They create career websites. They publish employee testimonials. They talk about company culture. They promote professional development. They emphasize collaboration and communication.
But the interview itself is one of the first opportunities a potential employee has to experience that culture.
If your company says communication is important, demonstrate communication during the interview.
If your company values employees, demonstrate respect for the candidate's time.
If collaboration is important, make the interview collaborative.
If transparency is part of your culture, explain the position honestly—including its challenges.
Don't simply tell candidates what your company is like. Give them an opportunity to experience it.
A Better Way to Conduct a Job Interview
You don't need to completely redesign your hiring process. A few simple changes can make the interview much more effective.
1. Start With an Introduction
Explain who you are, your role, and your relationship to the position.
2. Explain the Company
Give the candidate a brief overview of the organization and the team.
3. Explain the Position
Discuss the responsibilities, challenges, expectations, and objectives.
4. Explain What Success Looks Like
Tell the candidate what you want the person to accomplish during the first six months or first year.
5. Ask the Candidate About Their Background
Allow them to explain their experience in their own words.
6. Ask Targeted Questions
Explore skills, experience, leadership, problem-solving, communication, and other requirements of the position.
7. Ask Follow-Up Questions
Don't automatically move to the next question.
If a candidate gives you an interesting answer, explore it.
8. Give the Candidate Enough Time to Ask Questions
Five minutes isn't enough for a meaningful exchange of information.
Build sufficient time into the interview.
9. Explain the Next Steps
Tell the candidate what happens next and, when possible, when they should expect to hear from you.
This approach still allows you to conduct a rigorous evaluation. But it creates something much better than an oral exam. It creates a professional conversation.
Don't Make the Interview Easier. Make It Better.
Some hiring managers may interpret this approach as suggesting that interviews should be less challenging. That's not the point.
A good interview should challenge candidates.
Ask about difficult situations.
Ask about failures.
Ask about conflicts.
Ask about difficult decisions.
Ask candidates to explain how they solved problems.
Ask them to describe measurable accomplishments.
Challenge vague answers. Explore inconsistencies.
You have a responsibility to determine whether the candidate can perform the job.
But you can do all of that while treating the candidate like a professional.
The goal isn't to make the interview easier.
The goal is to make the interview more informative.
Remember: You Are Interviewing Each Other
The hiring process isn't a one-way transaction. The company is making a decision. The candidate is making a decision.
The hiring manager is asking: "Can this person succeed in this position?"
The candidate is asking: "Can I succeed and be happy in this organization?"
Both questions matter.
A strong interview process gives both sides enough information to make an informed decision. That means the interview should be more than a list of questions. It should be a conversation about the company, the position, the candidate's experience, the challenges ahead, and what success could look like.
So the next time you conduct a job interview, don't immediately start firing questions at the candidate. Take a few minutes. Introduce yourself. Explain the company. Describe the role. Talk about the challenges. Explain what you're looking for. Then ask the candidate to tell you about themselves.
Listen.
Follow up.
Have a conversation.
And give the candidate enough time to ask questions. Because the candidate isn't simply trying to convince you that they should get the job. They're trying to determine whether they want it.
The best interviews recognize that reality. You are interviewing the candidate.
The candidate is interviewing you.
That isn't an oral exam. That's effective talent acquisition.
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