If you have never been trained to interview, use a simple structure: prepare the criteria and five to seven questions, open clearly, ask each question the same way for every candidate, listen and probe for examples, take notes, leave time for the candidate’s questions and score straight after. This gives you most of the benefit of training in about 45 minutes of preparation.
Key takeaways
- You can run a fair, useful interview with a short plan: criteria, questions, notes, scale.
- Listen more than you talk. Aim for the candidate to speak about 80 percent of the time.
- Ask for examples, then probe: what did you do, what happened, what did you learn?
- Avoid questions about protected traits. Keep small talk neutral.
- Score right after the interview and compare with the criteria, not with your mood.
You do not need a special talent
Many managers are asked to interview with no training. They worry about asking the wrong thing, running out of questions or being too friendly or too hard. Interviewing is a skill, but a simple method gets you most of the way. The method has six parts: know what you are looking for, plan your questions, create a calm setting, listen and probe, take notes and decide on evidence. This guide takes each part in turn. For a short template, see how to run a first interview.
Step 1: Know what you are looking for (15 minutes)
Write three to five must-haves for the job. Each should be something the candidate can show with an example. Use the role brief if you have one. If you do not, answer these questions in writing: What will the person do in the first three months? What skills or experience do they need on day one? What can they learn on the job?
Step 2: Plan five to seven questions (15 minutes)
For each must-have, choose one question that asks for a real example. Add one question about motivation and one about practical matters such as availability. Use the same questions for every candidate. You can copy from behavioural interview questions. Write them down, with a space for notes below each one.
| Question type | Example | Why |
|---|---|---|
| Experience | Tell me about the most relevant work you have done for this role. | Starts with strength; shows fit |
| Skill example | Describe a time you [did the key task]. What did you do and what happened? | Past behaviour as evidence |
| Problem | Tell me about a problem you solved at work. How did you approach it? | Thinking and action |
| Learning | What is something you learned recently? How? | Growth |
| Motivation | Why does this role interest you? | Interest; expectations |
| Practical | Do the hours and the place work for you? | Fit; avoid personal questions |
Step 3: Create a calm setting
- Choose a quiet room or a stable video link.
- Send the candidate the time, length, place, names and an offer of adjustments in advance.
- Be on time and ready. Silence your phone.
- Start with a warm welcome and a short outline of the meeting.
Thank you for coming. I will tell you a little about the role, then ask some questions, and leave time for yours. I will take notes so that I do not miss anything. The meeting will take about 40 minutes. Is that fine?
Step 4: Listen and probe
The most useful habit is to ask short, open questions and then be quiet. Silence feels long, but waiting three or four seconds often brings more detail. When an answer is vague, probe.
| If the candidate says | You can probe with |
|---|---|
| “We did a lot of customer work.” | “What did you do yourself? Can you give an example?” |
| “I am good at planning.” | “Tell me about a time you planned something complex. What steps did you take?” |
| “It went well.” | “How did you know? What was the result?” |
| “It was a team effort.” | “What was your part in it?” |
| “I would do it differently now.” | “What would you change, and why?” |
| A very short answer | “Can you tell me more?” or “What happened next?” |
Keep probes neutral. Do not lead. Do not finish the candidate’s sentences. Do not fill silence with hints. If you do not understand a term, ask. It is not a weakness to say, “Can you explain that for me?”
Step 5: Take notes and stay on track
Write facts and short quotes. Link them to the must-haves. Leave out protected traits and feelings. See how to take interview notes. If a candidate talks for too long, you can say, “Thank you, that is helpful. I want to make sure we cover everything, so let me move to the next question.” If the candidate goes off topic, bring them back with a friendly prompt.
Step 6: Close well
Leave five minutes for the candidate’s questions. Answer honestly, including about challenges. Explain the next step and the date. Thank the candidate. Do not promise a result. After the candidate leaves, score at once using the scale. See the interview scorecard.
What not to ask
Avoid questions about age, family plans, marital status, health, religion, ethnic origin, nationality of birth, sexual orientation and political views. They can lead to unfair decisions and legal risk. If the candidate raises such topics, do not follow up and do not note them. Rewrite risky questions to focus on the task. For example, instead of “Do you have children?”, say, “The role requires two weekend shifts a month. Can you work those?” See what you can and cannot ask.
Common mistakes of untrained interviewers
| Mistake | Effect | Fix |
|---|---|---|
| Talking too much | Little evidence | Plan to talk 20 percent of the time |
| Making up questions on the spot | Unequal candidates | Write the list in advance |
| Deciding in the first five minutes | Confirmation bias | Score each answer; delay overall view |
| Friendly chat that drifts to personal topics | Risk and bias | Neutral small talk |
| Selling the job too hard | Candidates cannot judge fit | Be honest about challenges |
| No notes | Poor memory | Use a sheet |
| Skipping feedback | Poor candidate experience | Send an outcome by the date promised |
Handling your own nerves
- Prepare the sheet. Preparation lowers nerves.
- Take a few slow breaths before the candidate arrives.
- Remember that the candidate is also nervous. A warm start helps both.
- If you lose your place, look at the sheet and say, “Let me check my notes.”
- If you make a mistake, such as asking a risky question, pause, apologise briefly and move on. Do not use the answer. Tell HR if needed.
A 45-minute preparation plan
| Minutes | Task |
|---|---|
| 0 to 15 | Write must-haves from the job tasks |
| 15 to 30 | Choose and write five to seven questions |
| 30 to 40 | Write the scale and prepare the note sheet |
| 40 to 45 | Read the CV, mark two points to ask about, plan the first five minutes |
With this plan you can interview with confidence even without formal training. After the interview, ask a colleague who has experience to review your notes and scores, and ask for feedback on your questions. Improve the list for the next time. Consider a short course or a coaching session if you will interview often. Many professional bodies, such as CIPD in the UK, publish guidance on good recruitment practice.
A worked example (fictional)
This example is invented. A restaurant manager who has never interviewed before needs to hire a server. She spends 45 minutes writing three must-haves: works well in a busy team, communicates with customers and can work evenings. She picks six questions and a scale. In the interview she talks for five minutes, asks the questions in order, and probes twice with “What did you do yourself?” and “What happened next?”. She takes notes on the sheet and does not write about the candidate’s appearance. At the end she answers two questions about tips and shifts. After the interview she scores each question, writes three strongest points and one doubt, and compares with the other two candidates the next day. She offers the job to the candidate with the strongest evidence of working in a busy team and tells the others the outcome within two days.
Practice before the real interview
Ask a colleague to play the candidate for ten minutes. Ask your questions, take notes and score the answers. Then swap roles. You will find which questions are unclear, how long each takes and where you tend to talk too much. Practice also helps you notice your own habits: nodding too much, finishing sentences, or reacting more to answers you like. Fix them before the first candidate arrives. Ten minutes of practice often improves the real interview more than an hour of reading advice.
Keep the candidate at ease without losing the structure
Structure does not mean coldness. You can be warm and still ask the same questions. Smile, use the candidate’s name, thank them for their answers and show that you listen by summarising: “So you led the move to the new system and trained the team. Is that right?” Summaries show respect and check that you understood. They also give the candidate a chance to correct you. Avoid reacting differently to answers you like and to answers you do not like. Keep your tone steady, and save your judgement for the scoring.
If the interview is not going well
| Situation | What to do |
|---|---|
| The candidate is too nervous | Slow down, offer water, repeat the question in different words, give time |
| The candidate is not suitable for the role | Complete the interview politely, using the same questions. Do not cut it short unless the candidate asks. Score at the end |
| The candidate dominates the conversation | Use a polite interruption and return to the questions |
| You feel a strong liking or dislike | Name it to yourself and return to the evidence. Score by the scale |
| The candidate raises a complaint about a former employer | Listen briefly, then ask for the facts that relate to the role |
| You run out of time | Prioritise the must-have questions and arrange a short follow-up call for the rest |
If in doubt, take a short break, check your sheet and continue. The sheet is there to support you. Remember that a respectful interview is a good outcome for every candidate, whether or not they get the job.
After your first interviews
Hold a ten-minute review with yourself or a colleague. Which question gave the best evidence? Which gave none? Where did you talk too much? Which note was most useful when you scored? Write the answers in one short list and change your question sheet before the next candidate. Small improvements after each interview add up quickly. After five interviews your sheet will be better than any template, because it reflects your role, your team and your own style of listening.
Share your improved sheet with the next manager who has to interview. Teams that pass on their question lists and scoring guides build a common standard, so that candidates meet a consistent process whichever manager they see, and new managers do not start from zero.
Official sources for this topic: Acas: recruitment, EEOC: prohibited employment policies and practices. These pages are maintained by the authorities and may change, so check them for the current text.
Frequently asked questions
How do I interview if I have no training?
Use a simple structure: criteria, written questions, notes, a scale and a clear close. Prepare for 45 minutes and score straight after.
How many questions should I ask?
Five to seven main questions for a 40 to 45 minute interview, plus probes.
What if the candidate asks me a hard question?
Answer honestly, or say you will find out and reply by a date.
Should I tell the candidate I am new to interviewing?
You do not need to. Be clear, polite and prepared. If you want to say it, it is fine; honesty rarely harms.
How do I know if I interviewed well?
Check whether your notes give evidence for each criterion and whether another person could understand your scores. Ask for feedback from colleagues.
Related guides
- Hiring guides for hiring managers
- How to run a first interview for a small business: questions and scorecard
- Behavioural interview questions with a scoring guide
- How to take interview notes that help you decide
- All hiring guides for employers
- How to write a 30-60-90 day plan for a new hire
This is general information, not legal advice.