Marvin Onumonu64% of UK professionals have turned down job offers after a poor interview, research from Robert Walters found.
Three quarters of hiring managers said they had never received formal training on how to conduct interviews.
The main reasons for rejecting offers included negative impressions of company culture or values, with 41% of professionals citing inconsistent messaging or unclear workplace culture.
Disorganised scheduling or unclear interview processes put off 37% of candidates, while 22% said a poor explanation of the role was an issue.
Habiba Khatoon, director of Robert Walters Midlands, said: “Job interviews are two-way evaluations.
“Top talent will often have multiple processes running at once, so it’s just as important for employers to impress prospective employees as it is to assess them.
“However, seemingly small issues when combined can erode trust and damage business reputation, making job offers less attractive.”
Gerrit Bouckaert, CEO – recruitment at Robert Walters, said: “Indeed, interviews are often the first real interaction a professional has with a company.
“Candidates pick up on subtle cues, and small missteps can make them question whether a business is the right fit. Untrained hiring managers can inadvertently reject top talent on behalf of the company, which can affect time-to-hire, recruitment costs, and the ability to secure the people needed to drive business growth.
“Just as importantly, it can leave a lasting mark on how the business is perceived as an employer.”
Nearly half of professionals said a late interviewer would change their view of a company, and one in four made a decision about wanting to work for the company within the first few minutes.
80% of professionals thought two interview rounds or fewer were enough for mid-level roles, while only 14% thought three or more were needed.
Bouckaert added: “Many of these missteps are preventable. A clear and concise interview structure signals professionalism and respect for the candidate’s time.
“It also increases the likelihood of securing strong professionals before they accept offers elsewhere.”
The Robert Walters Complete Interview Guide suggested hiring managers review the role and candidate profile in advance, arrive on time, follow a clear structure, ask relevant and fair questions, adapt for different interview formats, and provide timely feedback.
Bouckaert said: “Companies have a real opportunity to turn interviews into a competitive advantage.
“By equipping managers with the right preparation and training, organisations can engage candidates more effectively, increase acceptance rates, and reduce the risk of losing talent to competitors.
“Even small improvements, like arriving on time, providing clear information, and structuring the process well, can have a measurable impact.”
