Candidate Interviewing Manual for New Recruiters
This manual provides practical, commercial guidance for interviewing and qualifying candidates. It is designed to maximise recruiter productivity, reduce wasted time, and ensure that every candidate conversation produces either a viable placement opportunity or valuable market intelligence. The principles draw on best practice from leading recruitment thinkers such as Greg Savage, combined with Success Moves’ own performance-driven methodology.

Candidates are not paying clients. They are potential products in a commercial process. Your job is to assess whether they are placeable, who they can be sold to, and how quickly. This requires discipline, structure, and the ability to control the conversation.

1. Always Ask About Current Interviews
Every candidate interview must include questions about their current activity in the job market. This is essential for three reasons:
1.            It reveals how serious they are about moving.
2.            It uncovers sales leads for you and the team.
3.            It helps you position your opportunity against competing offers.

Key questions to ask:
•             “Who else are you interviewing with at the moment?”
•             “How far along are you in those processes?”
•             “What roles have you already been rejected from, and why?”
•             “Which companies have shown the most interest so far?”
•             “What feedback have you received from other interviews?”

Why this matters:
•             If they are interviewing with companies similar to your clients, you gain immediate leads.
•             If they have no interviews at all, you must question their marketability.
•             If they are deep into another process, your timeline may be too slow.
•             If they are interviewing everywhere, they may be unfocused or desperate.

Every conversation is a business development opportunity. Treat candidates as a source of intelligence, not just applicants.

2. Preparing Candidates for Client Interviews
You cannot usually be in the room when the candidate meets the client. Your job is to prepare them so thoroughly that they perform as if you were sitting beside them.

Preparation includes:
•             Explaining the client’s culture, expectations, and decision-making style.
•             Coaching them on how to structure their answers.
•             Rehearsing their pitch, achievements, and value proposition.
•             Ensuring they know how to close the interview professionally.

Teach them how to close:
•             “Based on what we’ve discussed, I’m very interested in this role. Is there anything that concerns you about my fit?”
•             “What are the next steps?”
•             “Is there anything else you need from me to move forward?”
If they cannot close, they will lose to someone who can. Your preparation is the difference.

3. Identifying True Motivations and Constraints
A candidate’s stated goals are often different from their real goals. Your job is to uncover the truth early so you do not waste time.
Key areas to probe:
Relocation
•             “Are you genuinely willing to relocate?”
•             “Who else is involved in the decision?”
•             “Has your partner agreed to this move?”
If the spouse is not on board, the deal is dead.

Counteroffers
•             “What would your current employer need to offer for you to stay?”
•             “Have you ever accepted a counteroffer before?”
•             “How would you feel if they matched or beat the offer?”
If they admit they would stay for more money, you must treat them as high-risk.

Motivation
•             “Why are you looking now?”
•             “What has changed in your current role?”
•             “If nothing changed, would you still leave?”
If they are “just seeing what’s out there,” they are not a priority.

Notice Period
A long notice period weakens a candidate’s attractiveness.
•             “What is your contractual notice period?”
•             “Is there any flexibility?”
•             “Have you ever negotiated it down before?”

A three-month notice period can kill momentum unless the candidate is exceptional.

4. Assessing Placeability
Not every candidate deserves your time. You must quickly determine whether they are placeable and how much effort they justify.

Indicators of a highly placeable candidate:
•             Strong, recent, measurable achievements.
•             Experience in a high-demand sector.
•             Clear communication and professionalism.
•             Realistic salary expectations.
•             Immediate or short notice availability.
•             Strong motivation to move.

Indicators of a weak candidate:
•             Long, unexplained gaps.
•             Vague or unquantified achievements.
•             Unrealistic salary expectations.
•             Poor communication or rambling.
•             No urgency to move.
•             A history of counteroffer acceptance.

Your time is your inventory. Do not waste it on candidates who cannot be sold.

5. Controlling the Conversation and Avoiding Time-Wasting
Many candidates love to talk. They will tell you their life story if you let them. This is not productive. Your job is to control the interview.
Techniques:
•             Set the agenda at the start: “We have 20 minutes. I’ll ask structured questions so I can understand your suitability.”
•             Interrupt politely but firmly: “Let me stop you there so I can get the detail I need.”
•             Redirect: “That’s helpful, but what I really need to know is…”
•             Keep answers focused: “Can you summarise that in one sentence?”
•             Avoid emotional storytelling: “Let’s focus on the commercial facts.”
If you cannot control the candidate, you cannot control the placement.

6. Understanding That Candidates Are Not Customers
Candidates do not pay us. Clients do. This means:
•             You must prioritise candidates who can be placed quickly.
•             You must avoid becoming a free career coach.
•             You must think commercially at all times.
•             You must ask: “Can I sell this person? To whom? And how fast?”
A candidate who cannot be sold is not an asset. They are a distraction.

7. Practical Checklist for Every Candidate Interview
Use this as your standard operating procedure:
1.            Confirm motivation and urgency.
2.            Identify all constraints (relocation, partner, counteroffers, notice period).
3.            Ask about all current interviews and processes.
4.            Assess communication skills and professionalism.
5.            Evaluate marketability and placeability.
6.            Identify potential client matches.
7.            Gather sales leads from their interview activity.
8.            Prepare them for next steps if they are strong.
9.            Politely close the conversation if they are not worth further time.

Conclusion
A recruiter’s success is determined by discipline, qualification skill, and commercial judgement. When you master candidate interviewing, you reduce wasted time, increase placements, and build a stronger pipeline.

Your goal is simple:

Find the candidates who can be sold, prepare them to win, and move quickly.