“The interview lasted only nine minutes” — Have you ever encountered a hiring manager like this?
Here’s a real case we recently heard: During a second-round interview, the candidate had barely spoken two sentences before being interrupted. The interviewer coldly asked, “Why do you think you’re suitable for this role?” The entire conversation ended in under nine minutes, with no introduction to the company and no willingness to answer the candidate’s questions. The interviewer? A senior executive.
If you’re in HR, how would you view this situation?
We understand — time is valuable, and not every candidate is a good fit. But interviews are more than a screening process. They are a mutual exploration and selection, and often the candidate’s very first impression of the company. A dismissive interview style like this doesn’t just risk losing talent — it can damage your employer brand and leave a lingering impression that “this company is difficult to work with.”
Many managers don’t interview poorly because they’re incompetent — they were simply never taught how to do it
In many companies, managers are given the authority to select candidates but never taught what “interview literacy” looks like:
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What questions are appropriate or inappropriate?
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How do you assess a candidate’s capability in 20 minutes?
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How do you present the team and role without scaring the candidate away?
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How do you gracefully wrap up when the candidate isn’t a fit?
With no guidance, HR ends up stuck in the middle — trying to help managers hire the right people while worrying that the manager’s poor interview behavior might scare off good candidates.
So the real question is: Can we help managers “upgrade” from the source, so they become great interviewers too?
The answer is yes.
Here are four key strategies, developed from years of observing countless interviews, to help HR empower managers and build stronger employer brands.
1. Mindset Shift: Help managers see interviews as a two-way partnership, not a one-sided selection
Training ideas for manager interviews:
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Redefine the role: Let managers know, “You’re not picking someone — you’re discussing collaboration.” The interview is a mutual evaluation.
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Elevate brand awareness: Candidates will remember a manager who treated them with respect — and also remember one who looked annoyed the whole time. Candidate experience directly impacts employer reputation.
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Speak their language — use data: Many analytical managers respond well to data about the cost of losing a good candidate or hiring the wrong one.
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Use feedback to influence: Share anonymized candidate feedback so managers understand how they’re perceived.
What HR can do:
Some managers don’t know what to do. Others know, but don’t care — and that’s an attitude issue.
HR can shift from being just a “recruitment process manager” to becoming a “recruitment coach for hiring managers.”
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Host short talks or lunch sessions to share real feedback and employer branding stories that highlight the impact of manager behavior.
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Build positive examples: Highlight managers who conduct quality interviews as role models.
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Persuade with numbers: Show how poor interview experiences have led to low offer acceptance or candidate dropout.
Want to learn more about employer branding? Check out this article: How to Build Your Employer Brand.
2. Practical Skills: Design interviews that are smooth, strategic, and non-awkward
Interview skills training for managers might include:
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Basic etiquette: Don’t interrupt, explain why you’re taking notes, turn on your camera for virtual calls.
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Asking the right questions: Use competency-based question banks and train managers on behavioral interview techniques.
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Standardized company introduction: Avoid inconsistent messaging — use a unified job brief presentation.
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Handling common scenarios: How to answer “How are you different from other competitors?” or “I have other offers pending.”
Training activities to consider:
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Mock interview sessions with real-time feedback.
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HR and manager co-interview simulations to build coordination and clarify roles.
For more on structured interviews, read: Hiring Manager’s Interview Guide: How to Improve Selection Accuracy and Shorten Hiring Cycles.
3. Systemization: Make the hiring process more professional, consistent, and predictable
Institutionalizing the process:
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Define SOPs: What are the steps of each interview? Who prepares what? When should the feedback form be submitted?
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Suggested interview flow:
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Welcome & process overview (2 mins)
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Candidate self-intro & experience (10–15 mins)
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Skill & scenario-based questions (10 mins)
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Team & company introduction (5–8 mins)
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Candidate Q&A (5–10 mins)
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Closing & next steps (2 mins)
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What HR can do:
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Provide job briefing templates and train managers to use them effectively.
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Establish clear evaluation criteria (e.g., three core competencies, culture fit indicators).
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Pre-interview briefs: Quickly summarize candidate background and key focus areas to avoid box-checking interviews.
4. Interview Etiquette & Feedback Culture: Leave a positive impression — even if it’s a “no”
Interview etiquette basics:
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Don’t interrupt. If recording, always notify the candidate in advance.
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Avoid personal questions (e.g., marriage, family plans, religion).
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Turn on the camera and maintain professionalism in remote interviews.
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Even if the candidate isn’t a match, end with courtesy and clarity.
Post-interview collaboration tips:
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Encourage managers to focus feedback on ability, experience, and value alignment — not gut feelings.
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Help managers clarify what the role really needs in terms of core qualifications.
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Use simple scoring sheets and observation indicators to make comparisons more objective.
What a high-EQ manager looks like in an interview
We’ve also worked with managers like this:
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Before extending an offer, they ask candidates whether everything in the interview was clear.
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If a candidate hesitates, they don’t pressure them to decide — instead, they help the candidate think through their career choice.
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Even when candidates don’t join, they say: “I’d rather you take the time to think this through, than leave after two weeks.”
That’s right — this was a hiring manager, not HR.
He said, “I’d rather help someone make the right decision now than see them quit after two weeks.”
That’s the mindset of a mature hiring leader.
HR’s true value is not just helping managers hire — it’s helping teams grow
A quality hiring process doesn’t just select the right people — it also lets the wrong fit leave with respect and appreciation.
By helping managers become better interviewers, HR doesn’t just improve recruitment outcomes — you help build a company people want to join.
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Want to refine your hiring strategy and stand out in a competitive market? Partner with Niche Bridge, a professional headhunting firm specializing in tailored recruitment solutions. We help companies quickly identify the right talent and bridge communication between employers and candidates, strengthening your employer brand.
