The 5 Step Interview Process for Hiring TOP Architects and Designers

Architecture and design is a small sector with a long memory. In a discipline where a career can span forty years, a poorly handled hour in a meeting room can haunt a practice for a decade. A candidate who feels “low-balled” or “ghosted” as a graduate may become the senior associate you desperately need seven years later, only to refuse the interview because of a sour taste left years prior.

Hiring is a high-stakes representation of your brand. A great process is a well-oiled machine that respects the candidate’s time and experWe break down the full employer interview process for architecture and design studios, built around five key steps. tise.

Bespokers Ryan Barton, Krista Shearer, Georgie Brice and Luke Russo broke down the 5 steps to a great interview process within architecture and design.

1. Setting the Brief

Precision at the start prevents friction at the end. You must identify the specific trigger for the hire: is this a backfill for an existing role, or a new strategic position that requires a different cultural addition?

Map the technical skills gaps clearly. If the studio runs on ArchiCAD and the candidate only knows Revit, decide upfront if you have the capacity for upskilling. Define your dealbreakers early, whether it is specific sector experience like healthcare or a particular level of technical documentation proficiency, so you aren’t wavering during the final decision.

2. The Setup and Journey

The interview begins the moment the candidate arrives at your door. Consider the “journey” into the studio; avoid parading a nervous candidate through an open-plan office where they might encounter former colleagues or friends. Use a discrete meeting room near reception to maintain their confidentiality.

Preparation is a mark of respect. Research the candidate’s portfolio and LinkedIn profile beforehand so you can ask thoughtful, incisive questions rather than wasting time on basics they have already provided. Finally, communicate the timeline immediately. Whether it involves three stages or a psychometric test, the candidate should know the roadmap from the first five minutes.

3. Running the Interview

An interview is a two-way street, not a monologue. A common failure is the “director’s sales pitch,” where the candidate is left with no time to discuss their own work.

• Give the candidate ample time to walk through their folio.

• Ensure screens and cables are ready. Spending ten minutes fumbling with AV equipment kills the momentum and increases candidate anxiety.

• Include the direct manager, but keep the numbers sensible. A panel of six people can be intimidating and counterproductive.

• Use a standardised set of criteria to measure candidates against each other fairly.

4. The Debrief and Feedback

“Time kills deals”. In a market where top talent often holds multiple offers, silence is your greatest enemy. Even if a decision hasn’t been made, provide an update.

Never “ghost” a candidate. In a sector where people talk to each other, a lack of feedback doesn’t just lose you one hire; it damages your reputation across the wider talent pool. If the answer is no, be kind and honest. A positive rejection can still leave a candidate wishing they could work for you in the future.

5. The Offer and Close

When you find the right person, move with conviction. Trust your gut rather than waiting to see “what else is out there,” as delay often results in losing the best candidate to a more decisive competitor.

Start with a verbal offer to align on terms, then follow up immediately with the formal contract. Do not let administrative paperwork or slow reference checks stall the process; if necessary, make the offer “subject to references” to keep the momentum alive.