Author: Tyson Murakami

After, experiencing many interviews these past seven years, I realized they aren’t all the same. While some are structured and felt meaningful, others felt as if it was just another thing on a checklist for managers to do. Overall, it came down to the topics covered which are reliability, validity, and utility.

When Interviews went well

The best interviews I had were put together in a way for both parties to understand each other and see if there was a cohesive fit. Those typically involved open ended questions that asked stories about times I dealt with certain challenges and how I overcame them. Questions like those improved the validity of the interview because it got to actually measure my candidacy. Same goes for the opposite perspective, where I was able to ask questions and understand more about the company and team to see if the culture was a fit for me.

When Interviews didn’t go well

On the other hand, I’ve had interviews that weren’t exactly the most productive. Either they felt too much of a casual conversation and didn’t have structure, or it seemed like a mere questionnaire with no depth. These interviews lack utility because the information exchanged doesn’t really help either party when it comes down to the hiring decision. Also, it lowers reliability of the interview because candidates aren’t being evaluated in the most consistent way.

Improvements for Employers

If I could give feedback to employers to better their interviews, I’d treat it more like a system than a simple conversation. Having a consistent, standardized structure helps to lower bias and improve the overall reliability and validity of the interview process. Also, implementing scoring guides or scales can help to lower bias. Plus, training on recognizing bias can be helpful to train interviewers not to hire people based on having similarities,

The Bottom Line

Overall, a good interview doesn’t just boil down to getting to know a candidate. It’s about actually forecasting whether or not a person is suitable for the job, company, and culture. The more structured and consistent the process is, the better the result of who’s welcomed in.

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Companies

Hilton, Cisco, and American Express are three companies that stood out to me after looking at the 2025 Fortune 100 Best Companies to Work For list. Each of these, have evidence for strong workplace practices that support employee satisfaction.

Practice of HR

Hilton practices HR through inclusion, development programs, and strong benefits. They highlight paid time off, health and welfare plans, travel discounts, debt-free education, and overall well-being support. I think it’s important to be at a company that actively works towards providing its workers with the resources and capabilities to live a balanced life.

Cisco practices HR through heavy investment into its employees. This includes focus on physical, mental, and financial well-being, while also supporting life outside of work. The aid for one’s personal life is huge because it can drastically increase production and happiness while at work.

American Express practices HR through leadership advancement, development, and inclusion. They emphasize long-term growth, flexibility and well-being, providing mentoring, professional community, and education. This is important for those who value expansion and being a part of a culture that actively practices growth.

Type of Manager I Want to Be

I want to be a manager that is able to direct my people but also have them trust me. I hope my employees are able to work towards the vision we collectively build and are able to thrive both professionally and personally. My vision is to be the type of manager that is both warm and competent.

Most Challenging for Managers

I’d imagine the most challenging job for managers is to sustain that balance of efficiency and well-being among employees. Often one comes at the cost of the other, so it must be difficult to empower workers to perform at a high level while also having work-life harmony.