Interviewing Talent in 2026

Hiring continues to be one of the most stressful responsibilities for managers. An empty chair, the ticking clock of someone leaving or the pains of growth all add pressure to make a quick decision. Yet, despite this urgency, many managers have never had formal training in interviewing and instead rely on their own methods to assess talent.

According to recent UK data, 95% of businesses admit to making at least one bad hiring decision every year. The consequences are significant: a bad hire can cost between 1.5 – 4 times the employee’s annual salary, with mid-level mistakes reaching over £132,000. Beyond financial impact, poor hires ripple through teams – disengagement spreads, performance drops and how you handle the situation reflects directly on your personal brand as a leader.

Why Bad Hires Happen

Common reasons cited include:

• Taking a chance on a “nice person” without evidence of capability.
• Pressure to fill the role quickly.
• Difficulty finding qualified candidates amidst ongoing skills shortages.
• Focusing on technical skills while neglecting attitude and values.
• Ignoring warning signs during the interview process.

With 76% of UK employers reporting difficulty filling roles due to a lack of skilled talent, the temptation to compromise is strong. But shortcuts in hiring often lead to costly mistakes.

How to Strengthen Your Hiring Decisions

Be Clear on What You Want

Define the mission for the first 100 days. This clarity ensures you know the non-negotiable skills and behaviours required for success.

Deep Dive on Recent Examples

Avoid hypothetical questions. Instead, ask candidates to walk you through recent projects:

• What was the goal?
• Who set the project?
• What challenges were faced?
• What was the outcome and what did they learn?

Listen carefully to pronouns – slipping from “I” to “we” may suggest reliance on others’ work.

Be Aware of Your Own Bias

Biases creep in under pressure. Watch for:

• Assuming capability based on prestigious employers listed on a CV.
• Letting shared interests or backgrounds cloud judgment.
• Allowing early impressions to skew later assessments.
• Seeing echoes of past colleagues in candidates and projecting success or failure.

Know Your Process

A structured two-stage process works well. Separate technical capability, competency, and values assessment. Score candidates against the mission and role – not against each other. Remember: no hire is better than the wrong hire.

Remember – The Candidate is Assessing You Too

In the same survey, 66% of workers admitted to taking a job only to discover it wasn’t right after starting. Be transparent about challenges, invite questions, and encourage candidates to share concerns. With talent shortages and competitive markets, candidates have choices – you don’t want to be rehiring because someone decided you weren’t the right fit.

In short: the fundamentals of good interviewing haven’t changed, but the stakes in 2026 are higher with looming Employment Rights Bill. With bad hires costing six figures and skills shortages still biting, clarity, structure and transparency are your best defences.

Download our Hiring Managers Interview Checklist.