51%
Predictive validity of structured interview
14%
Predictive validity of unstructured interview
70%
Percentage of time the candidate should speak
15 min
Minutes to complete scorecard after interview
Preparation: the difference maker
- 1
Review the CV (properly)
Not 2 minutes before the interview. Take 10–15 minutes to identify points to explore, note inconsistencies or gaps, spot most relevant experience.
- 2
Prepare your question grid
Non-negotiable. Without a grid, you improvise. Improvisation = bias. The grid must cover key technical skills (2–3 questions), priority soft skills (2–3 questions) and motivation.
- 3
Prepare the environment
Quiet room without interruptions, phone on silent, notepad, CV printed or on screen, water for candidate.
- 4
Brief co-evaluators
If you're multiple people: who asks which questions, who takes notes on what, timing for each section.
Successful interview structure (60 minutes)
Optimal interview schedule
| Phase | Duration | Key objective |
|---|---|---|
| Welcome and putting at ease | 5 min | Relaxed candidate = true potential visible |
| Company/role presentation | 10 min | Clear context, honest about challenges |
| STAR questions to candidate | 35 min | Evaluate each criterion with facts |
| Candidate's questions | 8 min | Clarify AND assess interest |
| Conclusion | 2 min | Next steps, committed timeline |
Questions by competency
Behavioural questions by competency
| Competency | Recommended STAR question | Useful follow-up |
|---|---|---|
| Leadership / Management | "Tell me about a time you had to convince a reluctant team." | "What did you do specifically to win them over?" |
| Problem-solving | "Describe a complex problem you solved recently." | "What was the quantified impact of your solution?" |
| Communication | "Tell me about a time you had to explain something complex to a non-expert." | "How did you adapt your message?" |
| Autonomy / Initiative | "Tell me about a project you initiated without being asked." | "Why did you take that initiative?" |
| Resilience | "Tell me about a professional setback. How did you bounce back?" | "What did you learn from that experience?" |
Questions to absolutely avoid
Illegal: family situation, plans for children, religion, health status, origin. Pointless: "What's your greatest weakness?", "Where do you see yourself in 5 years?", "Why should I hire you?"
The 5 classic pitfalls to avoid
Pitfalls and solutions
- Speaking more than the candidate
Solution: candidate should speak 70% of the time
- The halo effect
Solution: evaluate each criterion independently
- Similarity bias
Solution: focus on competencies, not affinities
- First impression fixed
Solution: suspend judgement until the end
- Candidate monologue interview
Solution: politely interrupt, dig deeper, follow up with STAR
0/5 effectué(s)0%
What the candidate's questions reveal
Interpreting the candidate's questions
| Type of questions | What it indicates |
|---|---|
| No questions | Lack of interest or preparation |
| Questions about salary only | Extrinsic motivation, risk of early departure |
| Questions about the role and challenges | Good sign, engaged and prepared candidate |
| Questions about team and culture | Looking for good cultural fit |
| Pointed and relevant questions | Well-prepared candidate, strong motivation |
Interview conduct FAQ
How to put a very nervous candidate at ease?
A stressed candidate doesn't show true potential. Techniques: warm welcome with smile and handshake, offer a drink, a few minutes of neutral small talk (journey, weather), clearly explain the flow ("The interview lasts 1 hour, here's what we'll do"), remind them it's a conversation, not a test. The goal is evaluating the candidate in good conditions, not under stress.
How to manage a candidate who talks too much or too little?
Candidate who talks too much: politely interrupt ("I understand, but let's go back to [the question]. What did you specifically do?"), rephrase to refocus. Candidate who talks too little: STAR follow-ups ("Can you give me a concrete example?"), open questions ("Explain to me how..."), kind silence (don't fill every gap).
Should I take notes during the interview?
Yes, absolutely. Notes should be factual: exact quotes in quotation marks, figures, actions, results. Don't note interpretations ("seems stressed"), judgements ("good answer") or generalisations. Warn the candidate at the start ("I'll take some notes to remember") to prevent unease.
How to properly conclude an interview?
Never give on-the-spot feedback ("That was great!" creates false hope). Clearly state next steps ("We'll get back to you by [date]"), thank them for their time, offer to answer any final questions. Walk the candidate out. Then complete your scorecard within 15 minutes, before the next candidate.
Generate your interview questions in 2 minutes
Aurelia generates personalised interview grids with STAR questions tailored to the role's competencies.