Abe: Talking too much. Great interviews are built on curiosity. Instead of spending most of the conversation selling the company, ask thoughtful questions that help you understand what the candidate is truly looking for.

Abe: Ask open-ended questions and keep digging. Instead of accepting a surface-level answer, ask follow-up questions like:

  • Why is that important to you?
  • Tell me more about that.
  • What prompted you to start looking now?
The goal isn’t just to learn why they’re leaving, it’s to understand what they’re running toward.

Abe: Try asking:
  • What does growth look like to you?
  • What do you hope to learn in your next role?
  • Where would you like to be in two or three years?
Their answers can help determine whether your opportunities align with their expectations.

Abe: Ask directly: What is non-negotiable for you in your next role?
For some candidates, it’s flexibility. For others, it’s compensation, benefits, development opportunities, schedule stability, or remote work options. Understanding these priorities early prevents surprises later.

Abe: Yes, but not too soon. Remember, candidates are already interested enough to apply and interview. First, determine whether there’s mutual fit. Once you’ve learned what motivates them, you can highlight the aspects of the role that align with their interests and goals.

Abe: It depends on the importance and complexity of the role. Hiring a new executive, department leader, or highly specialized position typically warrants a more thorough process than hiring an entry-level role.

The goal isn’t to have the same process for every position, it’s to have the right process for the position.

Abe: The goal isn’t simply to fill a position. It’s to understand whether the organization’s needs and the candidate’s goals align. The best hiring decisions happen when both sides leave with clarity and confidence.