How to Evaluate the People Interviewing You

​When we think about interviews, most of us focus on being evaluated.

Did I answer clearly? Did I explain my experience well enough? Did I connect with the panel? Did I say the right things?

That’s understandable. Interviews can feel high stakes, especially when the opportunity looks exciting and the process has taken time to reach this point.

But there’s another question that candidates sometimes forget to ask:

Did this feel like a team I could genuinely thrive in?

Interviews are often described as a two-way process, but in reality, many candidates don’t fully treat them that way. By the time an interview arrives, it’s easy to feel grateful simply to have reached that stage and to focus entirely on performing well.

Yet the interview is one of the few opportunities you’ll get to observe the people, behaviours and dynamics that may become part of your working life.

That doesn’t mean trying to judge an entire organisation from one conversation, but it does mean paying attention.

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First impressions matter, but don’t over-index on them

One interviewer having a busy day does not automatically mean the culture is poor. One difficult question does not mean the team lacks empathy. One slightly awkward interaction does not mean the opportunity isn’t right.

Interviews can be stressful for interviewers too. They may be balancing deadlines, client demands, internal meetings and hiring responsibilities at the same time.

At the same time, candidates shouldn’t ignore patterns simply because they’re trying to stay positive. The aim isn’t to search for perfection. It’s to gather information.

Think of interviews less as auditions and more as conversations that help both sides understand whether there is long-term fit.

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Listen carefully to how people talk about their team

Often, the most revealing parts of interviews aren’t the formal questions. They’re the moments in between. Pay attention to how interviewers describe:

Their team

• Do they speak positively about collaboration and support?

• Do they talk about collective success or individual firefighting?

• Do they seem proud of the people they work with?

Their leadership

• How do they describe decision-making?

• Do they talk openly about direction and priorities?

• Can they explain why the team is growing or changing?

Workload

Be cautious of extremes. Every role has pressure at times, but listen for whether expectations sound sustainable and realistic. Do people talk about challenge with energy, or exhaustion?

Change

Many law firms and business services teams are evolving quickly. That isn’t necessarily a concern. What matters is whether change sounds intentional and supported, or reactive and unclear.

Previous team members

This can sometimes tell you more than almost anything else.

• How do they speak about people who have progressed internally?

• How do they describe departures?

• Do they talk respectfully and constructively?

You’re not looking for rehearsed answers, you’re listening for tone.

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Observe the interaction, not just the answers

Candidates often focus heavily on their own responses and miss valuable information happening around them. Take a moment to observe the dynamic in the room. Ask yourself:

Do people interrupt each other?

Healthy challenge is normal. Constant interruption or visible tension may be worth noticing.

Are expectations aligned?

Do interviewers describe the role consistently? Or does each person seem to be hiring for something different?

Do they seem energised?

You don’t need everyone to be enthusiastic and extroverted. But ask yourself:

• Do they seem engaged by the work?

• Interested in the team?

• Invested in bringing someone in?

Are examples specific or vague?

Strong teams can usually explain:

• what success looks like

• current priorities

• where the role fits

• why this position matters

Specificity often creates confidence. Vagueness sometimes creates uncertainty.

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Don’t ignore how you felt

This part can feel uncomfortable because candidates often worry about trusting instinct. Instinct shouldn’t replace evidence. But it shouldn’t be ignored either. After the interview, ask yourself:

• Would I enjoy solving problems with these people?

• Did I feel comfortable asking questions?

• Did I feel heard?

• Could I imagine bringing ideas into this environment?

• Did I leave feeling energised, or simply relieved it was over?

• Did I leave more curious or more uncertain?

You don’t need every answer immediately. But taking five minutes to reflect while the interview is still fresh can often reveal more than reviewing your own answers repeatedly.

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Interviews aren’t just about getting the offer

There can be pressure during recruitment to focus on reaching the next stage.

Interview. Offer. Accept.

But the strongest career decisions rarely happen because someone simply got offered the role. They happen because both sides built enough understanding to say:

This feels like the right fit.

Interviews work best when candidates remember they are not only there to impress. They are there to learn. And sometimes, asking better questions tells you more than giving perfect answers.

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At Pembury Legal, we know that recruitment isn’t simply about securing an offer, it’s about finding the right long-term fit for both candidates and firms. Interviews should create space for meaningful conversations, honest questions and better decisions on both sides. Whether you’re exploring a move, navigating a recruitment process, or simply wanting an outside perspective on an opportunity, we’re always happy to share insights from what we’re seeing across the legal business services market.

If this article resonated with you, or you’d like to continue the conversation, feel free to connect with Adam Shookhye and Louise Grimes, we’d love to hear your thoughts and experiences.

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