In a Forbes article they highlighted how 42% of candidates have turned down offers because of a bad interview process.

A strong interview process reflects more than your hiring skills, it shows your organisation’s level of professionalism, alignment, and respect for talent. Yet, even experienced hiring managers often overlook details that lead to poor candidate experiences or misaligned hires.

Interviews aren't just for evaluating candidates they're also an opportunity to earn their trust.

Here are 10 interview mistakes that and hiring managers make 

1. Not Being Aligned on the Role

Interviewers often step in without a clear understanding of the role's purpose or what great performance looks like. Without alignment, the process becomes inconsistent and good candidates may be overlooked.

Better practice: Use a performance-based job description that outlines outcomes, not just tasks. Agree on must-have vs. desirable traits, and how the role contributes to team and business goals.

2. Treating the Interview as a One-Way Assessment

Too many hiring managers forget that interviews go both ways. If you're not selling the opportunity, high-caliber candidates may disengage, especially if they’re in multiple processes.

Better practice: Be ready to explain why the role matters, how it contributes to the team, what the biggest challenges are. Share what success looks like, and give the candidate a clear picture of what it’s like to work with you and the team.

3. Skipping Pre-Set Interview Questions

Unstructured interviews lead to inconsistency and poor comparisons between candidates. This often leaves decisions up to gut feel rather than evidence.

Better practice: Come prepared with a list of competency-based questions tailored to the role. Make sure each interviewer covers different areas so you get a well-rounded view of the candidate

4. Not Using an Interview Scorecard

When interviews are followed by vague comments like “I just didn’t click with them,” bias creeps in. Without a scorecard, it's difficult to assess candidates fairly or benchmark across interviewers.

Better practice: Use an interview scorecard with clear criteria. Record your notes and ratings right after the interview to keep feedback objective and avoid groupthink.

5. Over-Talking Instead of Listening

Over-explaining the company or role can leave little time for real assessment. Candidates walk out having learned a lot, but shared very little.

Better practice: Stick to the 70/30 rule: let candidates do 70% of the talking. Ask fewer, deeper questions that reveal their thinking, behaviour, and impact.

6. Making Assumptions Based on First Impressions

Strong interviews are evidence-based. First impressions might influence tone, but shouldn’t override structured assessment. Confident candidates aren’t always the most competent.

Better practice: Hold back on conclusions until later in the interview. Focus on gathering examples of previous performance that tie to the role’s core requirements.

7. Failing to Probe for Decision-Making or Learning Agility

Many interviews focus too much on what someone has done, not how they think, learn, or make decisions. For roles with evolving responsibilities, that can be a big miss.

Better practice: Ask questions like “What would you do differently?” or “How did you prioritise competing goals?” These reveal maturity and strategic thinking.

8. Ignoring Candidate Experience

Disorganised processes, long silences between rounds, or unclear expectations leave top candidates cold. They expect efficiency and clarity and notice when it’s missing.

Better practice: Set a clear interview timeline and stick to it. Let candidates know what to expect at each stage and keep them updated, even if there are delays or the outcome isn’t positive

9. Not Anchoring the Interview Around One Key Achievement

Many interviews skim across a CV without ever zooming in. As a result, you miss the opportunity to deeply assess a candidate’s thought process, leadership style, and delivery under pressure.

Better practice: Choose one standout achievement and spend 10–15 minutes unpacking it. Ask how it started, who was involved, where things went wrong, and how success was measured.

10. Not Exploring the Candidate’s Development Goals

Too often, interviews focus only on what the candidate has done not where they want to grow. When hiring managers miss this, they fail to connect the role to the candidate’s future, making the opportunity feel flat or transactional.

Better practice: Ask candidates about their development goals and what they want from their next role. Show how the team, role, or company can support that growth. It signals that you’re invested in more than just filling a gap you’re investing in their potential.

Conclusion

Running interviews isn’t about ticking boxes, it’s about being clear, consistent, and intentional. As a hiring manager, the way you lead interviews reflects your leadership style and shapes how candidates view your team. Repeating common interview mistakes, like vague questions, unclear next steps, or missing the chance to connect with a candidate’s goals, can turn strong talent away.

Avoiding these missteps doesn’t just lead to better hires. It builds trust, improves team fit, and positions you as a leader that great candidates want to work with.

Want to sharpen your hiring skills further? Explore these practical guides How to reject an Internal candidate without losing them. You might also find value in How to keep candidates engaged during the interview process.