Interviewing Tips for Hiring Managers: How to Secure the Right Talent

Written by Richard Bourne 20th April 2026

Hiring the right person isn’t just about asking questions, it’s about building a structured, consistent process that allows you to properly assess skills, behaviour, and long-term fit.

In today’s market, candidates are more informed, more selective, and often juggling multiple opportunities. That means your interview process needs to be sharp, engaging, and efficient.

At Bespoke Career Solutions, we support hiring managers across engineering, industrial, and commercial sectors every day and we consistently see the difference between interviews that secure top talent and those that miss out.

Here’s how to get it right.

1. Be Clear on What You Actually Need

One of the biggest mistakes in hiring is going into interviews without full clarity on the role.

Instead of a vague brief like:

“We need an administrator”

Break it down:

What will they be doing day-to-day?
What hours are they needed to work?
Who will they report to?
What systems or processes and systems will they use?
What problems are you hiring them to solve?

Example:

If you’re hiring within an engineering business, are you looking for:

A document controller managing compliance paperwork?
A coordinator scheduling engineers?
A commercial administrator supporting quotes and invoices?

Each requires a completely different skillset.

Practical Tip:

Write down your top 3 non-negotiables before the interview.
This keeps your decision-making focused and avoids being swayed by “nice personalities” that don’t meet business needs.

2. First Impressions Work Both Ways

Candidates will form an opinion about your business within the first few minutes.

Small details matter:

Was the interview on time?
Was the candidate left to wait a long time?
Did the interviewer seem prepared?
Was the role explained clearly?
Did you greet them and maybe offer them a drink?

Example:

A strong candidate attends two interviews:

Company A starts late, seems disorganised
Company B is structured, welcoming, and clear

Even if both roles are similar, they will almost always choose Company B.

Practical Ideas:

Send a short confirmation email outlining what to expect
Greet candidates professionally and set the tone early
Start with a brief overview of the business and role

3. Ask Open and Scenario-Based questions

Closed questions don’t give you insight, they just confirm surface-level information.

Instead of:

“Are you good at managing workloads?”

Ask:

“Can you talk me through a time where you had multiple deadlines and how you prioritised them?”

What to listen for:

How they structure their answer
Whether they take ownership
Understand the thought process in the way they work
How they handle pressure

Example:

For a commercial/admin role:

“Tell me about a time you dealt with a difficult client or internal stakeholder.”

This reveals:

Communication skills
Emotional intelligence
Problem-solving ability

Practical Tip:

Prepare 3–5 key scenario questions aligned to the role before every interview.

4. Don’t Just Hire on Experience

A CV might look perfect, but that doesn’t always translate into performance.

Experience tells you what someone has done previously, not necessarily how they will perform in your environment.

Look beyond:

Job titles
Length of service
Industry background

Focus on:

Attitude
Willingness to learn
Reliability
Cultural fit

Example:

You may have:

Candidate A: 10 years’ experience but resistant to change
Candidate B: 3 years’ experience but proactive, adaptable, and eager

In many cases, Candidate B becomes the better long-term hire.

Practical Idea:

Ask:

“What motivates you in your role?”
“What type of environment do you perform best in?”

This helps assess alignment with your business.

5. Keep the Process Efficient

Speed is critical in today’s hiring market.

Top candidates are often:

Interviewing with multiple companies
Receiving offers within days
Losing interest if there are delays

Common mistakes:

Too many interview stages
Delayed feedback
Internal indecision

Example:

A candidate interviews on Monday and hears nothing until the following week — by then, they’ve already accepted another offer.

Best Practice:

Limit to 1–2 stages where possible
Provide feedback within 24–48 hours
Pre-book second interviews where you can

Practical Tip:

At the end of the interview, say:

“We’ll be making a decision by [day] and will update you either way.”

This sets expectations and builds trust.

6. Sell the Opportunity

Interviews shouldn’t feel one-sided.

Strong candidates want to know:

Why they should join your business
What progression looks like
What makes your company different

Example:

Instead of just listing duties, explain:

Growth plans
Team structure
Success stories within the business

Practical Ideas:

Share where the company is heading
Talk about recent wins or projects
Explain how the role contributes to the bigger picture

Key Point:

If you don’t “sell” the role, another employer will. Look at the role from a candidates point of view what are the good things about this business

7. Trust Your Instinct — but back it up

Gut instinct is useful, but it shouldn’t be the only factor.

Bias can creep in when decisions are based purely on:

“I liked them”
“They seemed confident”

Balance instinct with structure:

Score candidates against key criteria
Compare answers across interviews
Take notes during the conversation

Example:

Create a simple scoring system:

Communication: /10
Experience: /10
Cultural fit: /10

This helps make decisions more objective.

Final Thoughts

A strong interview process does more than fill a vacancy — it improves retention, strengthens your employer brand, and ensures you’re bringing the right people into your business.

The companies that consistently secure top talent are the ones that are:

Prepared
Efficient
Clear in what they offer

If your interview process isn’t delivering the results you need, small changes can make a big difference.

At Bespoke Career Solutions, we support businesses in refining their hiring approach and connecting them with candidates who genuinely add value.

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