The interview: What both sides get wrong

In the supplier world — especially here in Bentonville, where the stakes are high and Walmart and Sam’s Club partnerships move fast — interviews aren’t just about filling a role. They’re about building long-term, high-impact teams that can navigate the world’s largest retailer.

Even seasoned hiring managers and top-tier candidates stumble — often in predictable ways. A few simple adjustments can make the process far more effective for everyone.

Where companies go wrong.
Employers are often the first to derail an interview. The biggest mistake is treating the process as a one-way street rather than a mutual evaluation. Strong candidates are also interviewing the company, and vague or cold approaches drive them away.

Hiring managers also lean too heavily on job titles and brand names, overlooking the quality of the work itself. When interviewers fail to dig into the story behind the résumé, they miss the chance to understand how a candidate can contribute.

Another issue is unclear job descriptions. Too many companies make up expectations during interviews, leaving candidates confused. That lack of clarity leads to costly mismatches later. The fix is simple: Clearly define responsibilities and priorities upfront.

Ghosting remains one of the most damaging habits.
Candidates often report that after interviews they never hear back – no updates, no feedback, not even a rejection. Left in limbo, they share their frustration with peers, which erodes the company’s reputation. Beyond being discourteous, ghosting signals disorganization and disrespect, making it harder to attract strong candidates.

Where candidates go wrong.
Of course, employers aren’t the only ones at fault. Candidates share responsibility too. Too often, they treat interviews as one-way evaluations where their only job is to prove they can handle the role. The strongest professionals know better — they show how they can do the job better than anyone else who might be interviewing for the same position.

Preparation is another weakness. Many skim a website minutes before the call and then struggle to explain why they want the role or how their skills align. This lack of research is evident immediately.

Many candidates also stumble in how they present themselves. Some oversell – claiming expertise they don’t have – while others undersell, assuming modesty will win points. Neither works. What resonates are clear, honest stories that highlight challenges faced, solutions delivered and measurable results. Did you gain shelf space with Walmart? Be ready to explain how.

Finally, too many fail to ask meaningful questions. Instead of inquiring about leadership style, team dynamics or growth opportunities, they either ask nothing or focus only on salary and benefits. That signals a lack of long-term vision and makes it harder for employers to view them as serious contenders.

Building a better process.
So how do we move past these pitfalls? The healthiest interviews are rooted in curiosity, clarity and respect. Companies should train interviewers, update job descriptions, and design structured processes that assess skills and cultural fit. Two to three rounds, timely feedback and consistent communication keep top candidates engaged.

Candidates should research thoroughly, prepare specific examples and ask thoughtful questions that show genuine interest. They should be honest about both strengths and growth areas while confidently articulating their value.

When hiring managers and candidates treat interviews as collaborative conversations, the process becomes more effective, professional and far more likely to result in lasting success. The question is — are you treating interviews as conversations or just transactions?

Editor’s note: Mike Whittington is president of Match Point Recruiting, a boutique executive search firm based in Bentonville. The opinions expressed are those of the author.