From Interrogation to Conversation: Redesigning Interviews for Trust

Introduction

In most organisations, interviews haven’t changed in decades.

A candidate arrives prepared, nervous, hopeful. The interviewer holds the script. Question after question is fired off, each one assessed and scored. The candidate responds, some answers flow, others falter. Then, as the clock ticks down, comes the ritual closing line:
“Do you have any questions for us?”

Five minutes left.
Five minutes to turn the tables.
Five minutes to decide whether this role, this team, this culture is truly the right fit.

That isn’t dialogue. It’s interrogation.
And it leaves both sides worse off.

“Hiring isn’t a one-way decision. But the interview process often makes it feel exactly that.”

The Illusion of Structure

One-way interviews don’t come from ill will. They come from habit and structure.

Organisations want consistency, so they standardise the process. Managers want efficiency, so they rely on scripts. HR wants fairness, so they stick to checklists.

On paper, this looks rational. In practice, it narrows the exchange. Candidates are scrutinised and judged while their perspective is compressed into those final rushed minutes.

The outcome is predictable: the interviewer leaves with data points, the candidate leaves with questions. Both sides lack clarity.

The Candidate’s View

Imagine preparing for weeks to present your best self, only to feel you’ve been spoken at, not spoken with.

You’re assessed on composure under pressure, but offered little chance to assess the culture you might soon join.
You’re expected to be transparent, yet you encounter guarded answers in return.

“That imbalance doesn’t just damage experience. It undermines trust before employment even begins.”

From Interrogation to Conversation: How to Redesign Interviews

Most organisations already know what bad interviews look like. Candidates are given the floor only at the end, questions are formulaic, and insights are thin.

So what does good look like?

Here are some principles that you can put into practice.

Build space for candidate questions throughout. Don’t save them for the end.
Instead of waiting until the closing minutes, pause regularly. After you ask about a project they’re proud of, say: “What kind of projects would you want to work on here?” This signals that their curiosity matters as much as yours.

Encourage challenge. Invite candidates to test assumptions and probe.
Ask: “Is there anything about this role or our approach that you’d like to question?” Giving permission to challenge not only surfaces insight, it shows confidence in your culture.

Share proactively. Offer insights about the team, leadership style, and ways of working.
Don’t wait for candidates to probe. Say: “Here’s how we handle tight deadlines. How does that compare with the way you like to work?” By going first, you make the conversation more equal.

Replace scripts with prompts. Use open questions to spark dialogue, not rehearsed answers.
Instead of competency-based questions like "Tell me about a time you led a team and overcame a challenge," try open prompts such as ‘What does good leadership look like to you?’ You’ll hear values and mindset, not rehearsed stories.

Putting It Into Practice: A Better Interview Flow

Principles only matter if they shape the process. Here’s how a balanced interview might actually run:

Opening: Set expectations.
Frame the interview as a dialogue, not an exam.
“This is a two-way conversation. I’ll ask about your experiences, and I’d like you to ask about us as we go. At the end, we’ll both decide if we’d like to move forward.”

Exploration: Alternate questions.
For every question you ask, invite one in return.

• You: “What is the project you’re most proud of, and what made it successful?”
• Candidate: “What types of projects would I be trusted with here?”

This rhythm keeps the conversation balanced and prevents candidates from feeling excluded.

Culture check: Discuss values openly.
Don’t just test theirs. Share yours.
“When pressure builds, our team tends to work fast to achieve delivery, but sometimes at the cost of quality. How does that compare with the way you like to work?”

This gives candidates insight into the reality of your culture and a chance to reflect on alignment.

Closing: Return the floor to the candidate.
Make space for their priorities.
“We’ve covered a lot from our side. What haven’t we touched on that would help you decide if this role feels right?”

Allow them to go deeper, not just tick off unanswered questions.

“Good interviews don’t abandon structure. They redesign it, balancing rigour with genuine dialogue.”

Conclusion: Trust Begins in the Interview Room

One-way interviews might feel efficient, but they conceal more than they reveal. Candidates leave with unanswered questions. Managers leave with incomplete insight. And trust, fragile at the best of times, is never built.

By shifting from interrogation to conversation, and by redesigning the flow to reflect both principles and practice, organisations can transform the hiring experience.

Because interviews aren’t just about finding out if candidates are right for you.
They’re about showing whether you’re right for them.

“The interview room is the first test of trust. And trust doesn’t come from scripts. It comes from meaningful conversations that build relationships.”