Should I ask the same questions to every candidate?

Yes. The core competency questions should be the same for every candidate for the same role. You can ask different follow-up questions based on their answers, but the main questions should be consistent so you can compare candidates like for like.

How long should an interview last?

A 60–90 minute interview is a useful starting point, but the appropriate length depends on the interview stage, number of competencies, use of practical exercises and whether the assessment is split across interviewers. Very short interviews can test focused areas effectively when they are part of a multi-stage process; very long interviews risk fatigue. Structure the time around what you need to assess, not around a universal rule.

Should I have a panel or interview one-to-one?

One-to-one interviews can allow focused assessment, while well-run panels can provide broader perspectives. The better format depends on the role, the interviewers and how independently evidence is recorded. If you use a panel, ensure each interviewer records their scores independently before discussion to avoid anchoring. If you want multiple perspectives without a panel, run separate one-to-one interviews with different interviewers focusing on different competencies.

Can Kippler help me structure the interview?

Yes. Kippler generates a tailored interview plan as part of every full assessment. The plan lists the topics to cover and the specific questions to ask, based on the candidate’s CV and the job description. It also includes a scorecard so you can capture your judgement consistently.

How to Structure an Interview

Most interviews are unstructured conversations. The interviewer asks whatever comes to mind, the candidate talks for 40 minutes about their career, and the decision is made on whether they “seemed good”. A structured interview tests the things that matter and gives you something to compare across candidates. This guide shows you how to build one.

Why structure matters

Many interviews are unstructured conversations. Two interviewers can meet the same candidate and reach opposite conclusions. The same interviewer can meet two candidates and score them on entirely different criteria without realising it. Structure helps address this by ensuring every candidate is assessed on the same things, in the same order, with consistent questions.

The four-part structure

A good interview has four sections. Each has a purpose and a time budget. Stick to the structure for every candidate so you can compare like for like.

Part 1: Introduction and career overview (10 minutes)

Start with a brief introduction — who you are, how the interview will work, how long it will last. Then ask the candidate to walk you through their career. This is not the main event — it is a warm-up that puts the candidate at ease and gives you context for the questions that follow.

Keep your introduction to two minutes
Ask them to highlight the roles most relevant to this position
Do not let this section overrun — around ten minutes is a useful guide for most roles
Note any claims, gaps or transitions to probe later

Part 2: Competency and scenario questions (25-30 minutes)

This is the core of the interview. Ask questions that test the competencies you defined before the interview. Combine past-behaviour questions with realistic scenarios. Past examples show what the candidate has done; scenarios help explore how they reason about a situation they may not have encountered before.

Ask the same questions to every candidate for the same role
Prepare 4 to 6 questions, each testing a specific competency
Ask follow-up questions to probe vague answers
Take notes on what they say, not just your impression

Part 3: Practical exercise or work sample (15-20 minutes, optional)

If the role warrants it, include a short practical exercise. This should mirror the actual work, not a puzzle. For an engineer, discuss a system design problem. For a finance director, walk through a scenario about cash management. Take-home exercises that take more than a couple of hours can penalise candidates with busy lives and may not test much more than a well-designed interview question. Consider whether a live exercise gives you the same evidence more efficiently.

Part 4: Candidate’s questions (10 minutes)

Give the candidate time to ask you questions. Candidate questions can help you understand their priorities and clarify mutual expectations. Do not treat questions about compensation, flexibility, benefits or working conditions as evidence of weak motivation. Answer honestly. Do not oversell the role — a candidate who joins on false expectations will leave.

Reserve at least ten minutes for their questions
Answer honestly, including about challenges
Their questions are a signal — pay attention to what they ask
Tell them what happens next and when they will hear from you

Timing summary

Introduction and career overview: 10 minutes
Competency and scenario questions: 25-30 minutes
Practical exercise (optional): 15-20 minutes
Candidate’s questions: 10 minutes
Total: 60-70 minutes (up to 90 with a practical exercise)

Common structural mistakes

Letting the career overview take 30 minutes — it is a warm-up, not the main event
Asking different questions to different candidates — comparison becomes difficult when core questions vary
Talking too much — the interviewer should avoid dominating the conversation and allow enough time for the candidate to provide detailed, evidence-based answers
No follow-up questions — accepting a vague answer rather than probing it
Running over time — if you run out of time, you tested fewer competencies than you planned

An example

Imagine you are interviewing a software engineer. You start with a five-minute career overview and note that they claim to have designed a payment system at their previous company. In the competency section, you ask them to walk you through the trade-offs they made in that system. You follow up on a claim about database choice — why that database, what would they have chosen if the volume were ten times higher? You then spend 15 minutes on a system design discussion. Finally, they ask you about your engineering practices and team structure. The whole interview took 65 minutes and you have evidence-based notes on four competencies.

Fairness and adjustments

Keep the core assessment criteria consistent, while making reasonable adjustments to the interview format where needed so candidates have a fair opportunity to demonstrate their capability. Ask candidates before the interview whether they need any adjustments — for example, additional time, alternative formats, or breaks. For remote interviews, ensure the technology works for both sides and that the candidate has a quiet space. For panel interviews, ensure each interviewer records their scores independently before discussion.

Candidate consent for recording or AI note tools

If you plan to record the interview or use AI tools to transcribe or summarise notes, inform candidates in advance and obtain their consent where required. Explain what will be recorded, how it will be used, and how long it will be retained. Check that any third-party tool processes data in line with your privacy obligations and your organisation’s data protection policy.