You’ve written a good job description.
You’ve advertised the position.
Applications have started arriving.
Now comes one of the most important parts of hiring:
Choosing the right person.
For a first-time employer, interviewing can feel surprisingly difficult.
You might be thinking:
- What questions should I ask?
- How do I know whether someone is actually good at the job?
- What if the candidate gives great answers but isn’t a good employee?
- Should I trust my instincts?
- How do I compare different candidates?
- What if I like someone personally but they’re not the best person for the role?
These are all reasonable questions.
The solution is to make your recruitment process structured rather than relying entirely on intuition.
A good interview should help you collect useful information about a candidate’s skills, experience, behaviour, judgement and suitability for the role.
The objective isn’t to find the person who gives the best interview.
It’s to find the person most likely to perform well in the actual job.
Start With the Job Description
Before interviewing anyone, go back to your job description.
It should tell you what you’re looking for.
Identify the:
- Essential skills
- Desirable skills
- Key responsibilities
- Required experience
- Important personal qualities
- Performance expectations
These become your selection criteria.
For example, if you’re hiring a customer service employee, you might identify:
Essential
- Clear communication
- Reliability
- Customer service ability
- Basic computer skills
- Organisation
Desirable
- CRM experience
- Industry experience
- Previous sales experience
Now your interviews can focus on those areas.
This is much better than simply having a conversation and deciding whether you “like” the candidate.
Don’t Hire Someone Just Because You Like Them
This is one of the biggest traps for first-time employers.
You interview someone.
They’re friendly.
You have a great conversation.
You discover that you have similar interests.
You think:
“I really like this person. They’ll be great.”
Maybe they will.
But liking someone personally isn’t the same as determining whether they’re suitable for the job.
A candidate can be charming and confident while still being unreliable or lacking the skills you need.
Another candidate might be quieter but highly capable.
Your job is to evaluate job suitability, not friendship potential.
Create a Selection Scorecard
One of the simplest ways to make better hiring decisions is to create a scorecard.
Before interviewing candidates, identify the important criteria.
For example:
| Criteria | Weight |
|---|---|
| Relevant experience | 20% |
| Communication | 20% |
| Reliability | 15% |
| Technical skills | 15% |
| Problem solving | 10% |
| Customer service | 10% |
| Learning ability | 10% |
You can then score candidates against each area.
You don’t have to use complicated mathematics.
A simple rating from 1 to 5 can work.
1 — Poor
Doesn’t meet the requirement.
2 — Weak
Some relevant ability but significant concerns.
3 — Acceptable
Meets the basic requirement.
4 — Strong
Clearly exceeds the basic requirement.
5 — Excellent
Exceptional evidence of ability.
The important thing is to define the criteria before you fall in love with a candidate.
Decide What “Good” Looks Like
Before interviewing, ask:
What would a successful employee in this role actually look like?
For a salesperson, perhaps:
- Builds relationships easily
- Communicates clearly
- Handles rejection
- Follows up consistently
- Understands customer needs
- Can work toward targets
For an administrator:
- Highly organised
- Accurate
- Reliable
- Comfortable with systems
- Good at managing deadlines
- Communicates clearly
For a tradesperson:
- Technically competent
- Safety conscious
- Reliable
- Professional with customers
- Able to solve problems independently
Once you know what good looks like, interview questions become much easier to design.
Prepare Your Questions
Don’t improvise the entire interview.
Prepare a list of questions beforehand.
A useful interview might include several categories.
Background Questions
Understand their experience.
Behavioural Questions
Understand how they have acted in real situations.
Situational Questions
Understand how they might respond to hypothetical situations.
Technical Questions
Assess job-specific knowledge.
Motivation Questions
Understand why they want the position.
Candidate Questions
Give them an opportunity to evaluate the business.
Start With Easy Questions
Candidates can be nervous.
Don’t begin with your hardest question.
Start with something simple.
For example:
“Can you tell me a little about your previous experience?”
This allows the candidate to settle into the conversation.
You can then move into more specific questions.
Ask Open Questions
Open questions encourage candidates to explain themselves.
Instead of:
“Are you good at customer service?”
ask:
“Tell me about your experience dealing with customers.”
Instead of:
“Can you work under pressure?”
ask:
“Tell me about a time when you had to work under significant pressure.”
The second versions provide much more information.
Use Behavioural Interview Questions
Behavioural interviewing is based on a simple idea:
Past behaviour can provide useful evidence about how someone is likely to behave in similar situations.
Ask the candidate to describe something that actually happened.
For example:
“Tell me about a time you had to deal with an angry customer.”
Then explore the answer.
What happened?
What did you do?
Why did you choose that approach?
What was the result?
What would you do differently next time?
You’re looking for evidence rather than general claims.
The STAR Method
Candidates often structure behavioural answers using the STAR framework:
S — Situation
What was happening?
T — Task
What were they responsible for?
A — Action
What did they actually do?
R — Result
What happened afterwards?
As an interviewer, you can use this framework to ask follow-up questions.
For example:
“What was the situation?”
“What were you responsible for?”
“What did you personally do?”
“What was the result?”
The word personally is important.
Candidates sometimes describe what their team accomplished.
You want to understand their individual contribution.
Example Interview Questions
Here are some useful questions for many small-business roles.
Experience
“Tell me about your previous role.”
Motivation
“What attracted you to this position?”
Reliability
“Tell me about a time you had several deadlines at once. How did you manage them?”
Problem Solving
“Tell me about a difficult problem you had to solve at work.”
Mistakes
“Tell me about a mistake you made at work and what you learned from it.”
Teamwork
“Tell me about a time you had to work with someone you disagreed with.”
Initiative
“Tell me about a time you noticed a problem and took action without being asked.”
Learning
“Tell me about something you had to learn quickly.”
Customer Service
“Tell me about a difficult customer situation and how you handled it.”
Accountability
“Tell me about a time something went wrong that was partly your responsibility.”
These questions can reveal much more than simply asking:
“Are you a hard worker?”
Almost everyone will say yes.
Listen for Evidence
Suppose a candidate says:
“I’m very organised.”
Don’t simply write down:
Organised — yes.
Ask:
“Can you give me an example?”
Now you have something to evaluate.
A strong candidate can usually provide specific examples.
You might hear:
“In my previous job I was responsible for coordinating 40 customer orders each week. I created a tracking spreadsheet…”
That’s evidence.
Compare that with:
“I’m just naturally very organised.”
That’s a claim.
Look for evidence wherever possible.
Ask Follow-Up Questions
Good interviews aren’t simply a list of questions.
They’re conversations guided by your objectives.
If a candidate gives an interesting answer, explore it.
For example:
“You mentioned that you improved the process. How did you identify the problem?”
Then:
“What did you change?”
Then:
“What was the result?”
Follow-up questions often reveal much more than the original question.
Don’t Talk Too Much
One of the most common interview mistakes is the interviewer doing most of the talking.
Remember:
You’re there to learn about the candidate.
Give them space to answer.
Ask the question.
Listen.
Take notes.
Follow up.
A useful rule is that the candidate should generally do most of the talking during an interview.
Take Notes
Don’t rely entirely on your memory.
If you’re interviewing several people, candidates can start to blend together.
You might remember:
“That was the really confident person.”
But which candidate actually had the strongest examples?
Take notes during the interview.
Record evidence such as:
- Relevant experience
- Specific examples
- Strengths
- Concerns
- Skills
- Answers to important questions
Avoid writing subjective or inappropriate comments about protected characteristics.
Keep your notes professional and relevant to the hiring decision.
Be Careful With Interview Questions
There are legal and ethical boundaries around recruitment.
Don’t ask questions that are unrelated to the candidate’s ability to perform the job or that could create discrimination concerns.
For example, be very careful about asking questions concerning personal characteristics or circumstances that are protected under applicable law.
Instead of asking something potentially inappropriate about someone’s family situation, focus on the job requirement:
“This position requires occasional Saturday work. Are you able to meet that scheduling requirement?”
The question is about the job.
Know and follow the employment laws applicable to your location.
Assess Technical Skills Properly
An interview alone may not be enough to determine whether someone can actually perform the work.
For some positions, consider an appropriate skills assessment.
For example:
Administrator
Ask the candidate to complete a simple spreadsheet exercise.
Writer
Ask them to produce a short piece of writing.
Designer
Review relevant portfolio work.
Salesperson
Use a role-play customer conversation.
Technician
Use an appropriate practical skills assessment.
Developer
Use a realistic technical exercise.
The assessment should reflect the actual work.
Don’t create a difficult test simply to make candidates prove themselves.
Use Work Samples Where Appropriate
A work sample can be one of the most useful selection tools.
If someone claims:
“I’m excellent at Excel.”
a practical exercise may tell you more than their statement.
If someone says:
“I’m a great salesperson.”
a role-play can provide useful evidence.
If someone says:
“I’m highly organised.”
give them a realistic prioritisation problem.
The closer the assessment is to the actual job, the more useful the result is likely to be.
Be Careful With Unpaid Work
If you ask candidates to complete substantial work that provides real value to the business, be careful.
A recruitment assessment shouldn’t become a way of getting free labour.
Keep selection exercises:
- Relevant
- Reasonable
- Proportionate
- Short enough to be appropriate
Follow applicable employment laws.
Check References
References can provide another source of evidence.
Ask questions relevant to the job.
For example:
“Can you confirm the person’s position and employment dates?”
Where appropriate:
“How would you describe their reliability?”
“What were their main strengths?”
“Were there areas where they needed development?”
Remember that reference practices vary by employer and jurisdiction.
A reference is useful evidence, but it shouldn’t automatically override everything else you’ve learned.
Look for Patterns
Don’t base your decision on one answer.
Look for patterns.
For example, suppose a candidate repeatedly talks about:
- Taking responsibility
- Solving problems
- Helping customers
- Improving processes
That’s useful evidence.
Another candidate might repeatedly blame previous employers, customers and colleagues for problems.
That doesn’t automatically mean they’re unsuitable.
But it may be something worth exploring.
Patterns are more informative than isolated comments.
Watch for Accountability
One particularly useful characteristic is accountability.
Ask:
“Tell me about a time you made a mistake.”
A strong answer might include:
“I made the mistake, realised what happened, told my manager and changed the process so it wouldn’t happen again.”
A concerning answer might be:
“I can’t really think of any mistakes.”
Everyone makes mistakes.
The important question is whether the person takes responsibility and learns from them.
Don’t Expect Perfection
You’re not looking for someone who has never made a mistake.
You’re looking for someone who:
- Learns
- Improves
- Takes responsibility
- Communicates
- Can solve problems
- Is willing to develop
An employee who admits:
“I didn’t know how to do that, so I asked for help.”
may be much safer than someone who pretends to know everything.
Assess Learning Ability
This is especially important when hiring your first employees.
You can’t expect every candidate to already know how your business operates.
Ask:
“Tell me about something you had to learn quickly.”
Then explore:
- How did they learn it?
- Did they ask questions?
- Did they practise?
- Did they seek information?
- How long did it take?
- What was the result?
A person who learns quickly can become extremely valuable.
Consider Culture, But Don’t Overdo It
Cultural fit matters.
But be careful.
“Culture fit” shouldn’t become:
“Would I enjoy having a beer with this person?”
Instead, think about whether the candidate’s working behaviour fits your business.
For example:
- Do they value reliability?
- Do they communicate respectfully?
- Are they comfortable taking responsibility?
- Do they care about customers?
- Are they willing to learn?
You’re looking for compatible work behaviours and values, not identical personalities.
Don’t Ignore Diversity
A good hiring process should focus on ability and suitability for the role.
Avoid allowing unconscious preferences to influence your decision unnecessarily.
For example, you might naturally feel more comfortable with someone who reminds you of yourself.
That doesn’t mean they’re the best candidate.
Different experiences and perspectives can strengthen a business.
Focus on:
Can this person perform the role successfully?
Compare Candidates Against the Same Criteria
Imagine you’ve interviewed three people.
Candidate A is extremely friendly.
Candidate B has excellent experience.
Candidate C is quieter but performed extremely well in the practical assessment.
Without a structured process, you might simply choose the person you liked most.
Instead, compare them against your criteria.
For example:
| Candidate | Experience | Communication | Skills | Reliability | Problem Solving | Overall |
|---|---|---|---|---|---|---|
| A | 3 | 5 | 3 | 4 | 3 | 18 |
| B | 5 | 4 | 4 | 4 | 4 | 21 |
| C | 3 | 4 | 5 | 5 | 5 | 22 |
The numbers don’t make the decision automatically.
But they force you to think about evidence.
Don’t Ignore Red Flags
A red flag doesn’t necessarily mean:
“Reject immediately.”
It means:
“Investigate further.”
Potential concerns might include:
- Contradictory information
- Lack of preparation
- Inability to provide examples
- Repeatedly blaming others
- Poor communication
- Unexplained gaps that require clarification
- Unrealistic expectations
- Evidence of unreliability
Don’t make assumptions.
Ask appropriate follow-up questions.
Also Look for Green Flags
Good candidates often demonstrate:
- Preparation
- Curiosity
- Specific examples
- Thoughtful questions
- Accountability
- Professional communication
- Genuine interest
- Understanding of the role
- Willingness to learn
One particularly good sign is when a candidate asks questions that show they’ve actually thought about the position.
For example:
“What would you want the person in this role to have achieved after six months?”
That’s a much more meaningful question than:
“How many vacation days do I get?”
Both questions are legitimate, but the first demonstrates interest in performance and expectations.
Let Candidates Ask Questions
Always give candidates an opportunity to ask questions.
You can say:
“What would you like to know about the role or the business?”
Their questions can tell you something about their priorities and preparation.
More importantly, it gives them information they need to decide whether the job is right for them.
Good recruitment is a two-way process.
Don’t Rush the Decision
Hiring someone is an important decision.
If you finish an interview thinking:
“I’m not sure.”
don’t feel pressured to make an immediate decision.
Review your notes.
Compare the candidate with the job requirements.
If necessary, conduct another interview.
You may also need to clarify information or complete reference checks.
It’s generally better to spend another day making a good decision than to spend three months trying to fix a bad one.
But Don’t Make the Process Endless
There is also a danger of overcomplicating recruitment.
For a small-business role, you probably don’t need:
- Six interviews
- Eight managers
- Three presentations
- Four personality tests
- A month-long process
Keep the process proportionate to the role.
A simple process might be:
Application → Shortlist → Interview → Skills assessment → Reference check → Offer
That’s often enough for a straightforward position.
Make the Final Decision
Before making an offer, ask yourself:
Can this person perform the core responsibilities?
Do they have the essential skills?
Have they demonstrated reliability?
Do they communicate effectively?
Are they willing to learn?
Do they take responsibility?
Did they provide convincing evidence during the interview?
Can the business afford them?
Would they work effectively with the existing team?
Are there any unresolved concerns?
If the answers are mostly positive, you may have found your candidate.
Trust Your Instincts—But Verify Them
Instinct can be useful.
Sometimes you meet someone and immediately sense that something isn’t right.
Don’t ignore that feeling.
But don’t let instinct replace evidence either.
Instead, ask:
“What specifically is causing me to feel this way?”
Maybe the candidate gave contradictory answers.
Maybe they couldn’t provide examples.
Maybe they seemed unprepared.
Now you have something concrete to investigate.
The best hiring decisions combine:
Evidence + judgement + experience.
Don’t Hire Out of Desperation
This is especially important when you’re a small business owner.
You may desperately need help.
You have too much work.
You’re exhausted.
Someone applies and seems “good enough.”
You hire them because you need someone immediately.
This can be a costly mistake.
A poor hire can create:
- Training costs
- Customer problems
- Lost productivity
- Team frustration
- Management time
- Recruitment costs
- Potential legal complications
Hiring slightly later is often better than hiring the wrong person quickly.
Once You’ve Decided, Act Professionally
If you’ve selected a candidate, communicate the decision clearly.
Make the employment offer subject to any necessary conditions and ensure the employment arrangements comply with applicable law.
For candidates you don’t select, communicate professionally where appropriate.
You don’t need to provide extensive explanations, particularly if doing so could create legal issues.
Treat applicants respectfully.
Today’s unsuccessful candidate could become tomorrow’s customer, supplier, employee or business contact.
Your Interview Process
A simple first-time employer interview process could look like this:
Step 1: Define the role
Start with the job description.
Step 2: Define selection criteria
Identify what good performance requires.
Step 3: Review applications
Create a shortlist.
Step 4: Prepare questions
Focus on the criteria.
Step 5: Conduct interviews
Ask consistent, job-relevant questions.
Step 6: Take notes
Record evidence.
Step 7: Conduct skills assessments where appropriate
Test important capabilities.
Step 8: Check references
Verify relevant information.
Step 9: Compare candidates
Use your selection criteria.
Step 10: Make the decision
Choose the candidate who best fits the role and demonstrates the strongest evidence of success.
Step 11: Make the offer
Clearly communicate the employment terms.
Step 12: Begin onboarding
Help the new employee succeed from day one.
Your Interview Scorecard
Before your next interview, create a simple scorecard.
Candidate Name:
Position:
Relevant Experience
Score: /5
Notes:
Communication
Score: /5
Notes:
Technical Skills
Score: /5
Notes:
Problem Solving
Score: /5
Notes:
Reliability / Accountability
Score: /5
Notes:
Learning Ability
Score: /5
Notes:
Customer / Team Skills
Score: /5
Notes:
Overall Assessment
Score: /35
Main Strengths
Main Concerns
Additional Information Required
Recommendation
Hire / Consider Further / Do Not Hire
This doesn’t need to be complicated.
Its main purpose is to stop the hiring decision becoming:
“I liked them.”
Instead, you want:
“They demonstrated the capabilities and behaviours we need.”
Final Thoughts
Interviewing isn’t about finding the candidate who gives the most impressive answers.
It’s about collecting enough useful evidence to make a good decision.
Start with the job description.
Define what success looks like.
Prepare structured questions.
Ask candidates for real examples.
Listen carefully.
Take notes.
Assess practical skills where appropriate.
Check references.
Compare candidates against consistent criteria.
And don’t allow personality or first impressions to completely dominate the decision.
Most importantly, remember that hiring is not about finding a perfect person.
There probably isn’t one.
You’re looking for someone who can perform the job, learn what they don’t yet know, work well with others and take responsibility for their work.
Your first employee can have a huge impact on your business.
Choose carefully, give them a clear role, provide proper support and create the conditions for them to succeed.
A good hiring process doesn’t guarantee a perfect hire.
But it dramatically improves your chances of finding the right person for the job.