Episode Description: We train managers on leadership, performance, and compliance, but when it comes to interviewing, many are handed a resume and expected to figure it out. In this episode, we’re joined by future of work expert Danielle Farage to talk about why interviewing is still treated like an assumed skill, what happens when new managers are not given the tools to hire well, and how poor interviews affect hiring decisions, candidate experience, employer brand, and manager confidence. We also share what every new hiring manager should know before interviewing their first candidate and officially launch the New Hiring Manager Playbook, a practical guide built to help managers prepare, interview, and make better hiring decisions without needing years of experience first.
Get the New Hiring Manager Playbook for $29.99:https://expert-interviewers.mykajabi.com/new-hiring-manager-playbook
Created by Expert Interviewers in collaboration with Danielle Farage and delivered through Adobe PDF Spaces, the Playbook includes practical guidance, checklists, scripts, and interactive support designed for first-time interviewers and hiring managers who were never formally taught how to interview.
Key Takeaways:
Becoming a manager does not automatically make someone a skilled interviewer.
Interviewing is often treated as an assumed skill instead of something managers need to learn and practice.
Many interviewers inherit their approach from previous managers, outdated question lists, or their own experiences as candidates instead of receiving formal training.
A poor interview process can lead to bad hiring decisions, cause companies to lose strong candidates, damage employer brand, and hurt a new manager’s confidence.
Candidates are evaluating the company and hiring manager during the interview just as much as the company is evaluating them.
Hiring managers should prepare before every interview by understanding the role, reviewing the candidate’s background, knowing what they are responsible for assessing, and preparing useful questions.
Interviews should be treated as a two-way conversation rather than an interrogation or test of whether a candidate knows the unwritten rules.
The interviewer owns the meeting and is responsible for asking good questions, following up, and collecting enough evidence to make a hiring decision.
A candidate who interviews well is not automatically the candidate who will perform best in the job.
New hiring managers need practical support they can use before, during, and after an interview.
The New Hiring Manager Playbook was created to give first-time and undertrained interviewers the most important tools they need to get started.
Your first few interviews should not have to be your training. Interviewing is a skill, and skills can be learned.
Timestamps
00:00 Why managers are expected to interview without training
04:15 What happens when a new manager makes a bad hire
06:12 Why interviewing is treated like an assumed skill
09:28 What’s at stake when managers interview poorly
13:40 Signs an interviewer needs more support
18:20 Why “I’ll just wing it” is a problem
21:38 What every new hiring manager should know
22:36 Why interviewing should be a two-way conversation
26:34 The interviewer’s responsibility in the conversation
28:22 Why we created the New Hiring Manager Playbook
33:10 What’s inside the Playbook + Adobe PDF Spaces
34:17 The New Hiring Manager Playbook launch
Keywords
hiring manager training, new manager training, interview training, how to interview candidates, interview skills, hiring manager interview questions, candidate experience, interview preparation, structured interviews, New Hiring Manager Playbook
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