Hiring is tough. Budgets are tight, expectations are sky-high, and a bad hire can cost more than just money—it can derail entire projects. If it feels like the hiring process is a minefield, you’re not alone.
As part of a research and consulting project, I worked with a company to analyze and refine their UX hiring pipeline. While the full project covered everything from process optimization to candidate experience, this guide focuses on just one critical piece: red flags in the hiring process.
Whether you’re a hiring manager building a UX team or a candidate searching for the right fit, here’s a field-tested breakdown of the biggest red flags to watch for—and exactly how to handle them.
I. Pre-Interview Preparation
Getting the process right starts long before the interview. Here’s how you can lay a strong foundation.
A. Role Definition & Clarity
1. Red Flag: Vague job descriptions leave everyone guessing about responsibilities.
For Hiring Managers:
- Action: Develop a detailed job description and career path that spell out responsibilities, deliverables, and milestones for the first 3, 6, and 12 months.
- Goal: Ensure that every candidate understands exactly what the role entails from the start.
For Candidates
- Action: If the job description feels unclear, ask for specifics about daily tasks and long-term expectations.
- Goal: Secure a complete understanding of your role before you invest time in the process.
2. Red Flag: Undefined success metrics create confusion around performance expectations.
For Hiring Managers
- Action: Clearly outline measurable success metrics and performance indicators at defined intervals.
- Goal: Provide candidates with a clear roadmap for what achieving success in the role looks like.
For Candidates
- Action: Ask, “How will my success be measured?” during your interview.
- Goal: Determine if the organization has a structured plan for your professional growth.
B. Organizational Structure & Team Dynamics
3. Red Flag: No clear reporting structure creates confusion over roles.
For Hiring Managers
- Action: Provide an organizational chart or a clear explanation of team structure and reporting lines.
- Goal: Ensure candidates understand how their role fits into the larger team dynamic.
For Candidates
- Action: Ask, “Who will I report to and how does this team collaborate?” during the interview.
- Goal: Confirm that there’s a clear structure in place to support your success.
4. Red Flag: Lack of leadership buy-in suggests that UX isn’t a genuine priority.
For Hiring Managers
- Action: Demonstrate leadership support for UX initiatives through clear statements and documented strategies.
- Goal: Show that UX is valued and invested in at the highest levels of the company.
For Candidates
- Action: Inquire about leadership’s role in supporting UX. Ask, “How does leadership back UX initiatives?”
- Goal: Assess whether the company truly prioritizes design and user experience.
C. Budget, Resources & Strategic Investment
5. Red Flag: No dedicated UX budget signals a lack of real investment in design.
For Hiring Managers
- Action: Allocate a dedicated UX budget and communicate what resources and tools are available to the team.
- Goal: Ensure candidates know that the company is committed to high-quality design.
For Candidates
- Action: Ask, “What tools does the team use, and is there a research budget?”
- Goal: Verify that the organization is well-equipped to support robust UX practices.
6. Red Flag: Buzzwords without a clear strategy leave you wondering what’s really happening.
For Hiring Managers
- Action: Replace vague language with concrete examples and detailed plans for integrating new technologies.
- Goal: Set realistic expectations about innovation and strategy.
For Candidates
- Action: When you hear buzzwords like “cutting-edge” or “innovative,” ask for a specific example.
- Goal: Distinguish between marketing hype and genuine strategic planning.
D. Candidate Sourcing, Preparation & DEI Considerations
7. Red Flag: An unclear interview process leaves candidates confused and frustrated.
For Hiring Managers
- Action: Clearly outline the interview process, including stages and expected timelines, and ensure job postings are inclusive.
- Goal: Build trust and respect by keeping candidates informed at every step.
For Candidates
- Action: Request an interview roadmap if one isn’t provided.
- Goal: Know what to expect and plan your schedule accordingly.
8. Red Flag: Biased job postings can discourage diverse applicants.
For Hiring Managers
- Action: Use inclusive language in job postings and assemble a diverse interview panel.
- Goal: Create an environment where every candidate feels welcomed and valued.
For Candidates
- Action: Observe the diversity of your interview panel and ask about inclusive practices if it’s unclear.
- Goal: Ensure the company’s culture aligns with your values regarding diversity and inclusion.
Example
The job description was a mess—written for an individual contributor, yet it mentioned direct and indirect reports. When the candidate asked about the reporting structure, the hiring manager shrugged: “We’re still figuring this out.” Translation? No clear leadership, no clear role.
At another company, the hiring team hyped “cutting-edge UX practices”, but when asked about design tools, they admitted to using a free-tier budget app. No research funding, no real investment—just buzzwords masking reality. If a company can’t define a role or back its claims, that’s a red flag before you even interview.
II. During the Interview
The interview should be a two-way conversation, offering a chance for both parties to assess fit and mutual respect.
A. Professionalism & Punctuality
9. Red Flag: Interviewers showing up late can signal a lack of respect for your time.
For Hiring Managers
- Action: Ensure that interviews start on time and that all participants are prepared and focused.
- Goal: Demonstrate professionalism and respect for the candidate’s schedule.
For Candidates
- Action: If your interviewer is late, note it and consider asking if this is common practice.
- Goal: Gauge whether this behavior reflects a broader issue in the company’s culture.
10. Red Flag: Off-topic or overly casual remarks derail the conversation.
For Hiring Managers
- Action: Keep the conversation focused on the role and its responsibilities.
- Goal: Ensure that the discussion remains professional and relevant.
For Candidates
- Action: If the conversation drifts, try steering it back or note it as a potential Red Flag.
- Goal: Determine if the company values focus and clear communication.
B. Structured Interview Process & Time Management
11. Red Flag: Rushed interviews cut short meaningful conversations.
For Hiring Managers
- Action: Allocate at least 45–60 minutes for each interview to allow a complete dialogue and assessment.
- Goal: Provide ample time for both parties to ask questions and share insights.
For Candidates
- Action: If you feel rushed, politely ask for additional time to cover your questions or clarify details.
- Goal: Ensure you have all the information you need to evaluate the opportunity.
12. Red Flag: No time allocated for candidate questions limits transparency.
For Hiring Managers
- Action: Reserve at least 10–15 minutes at the end of the interview specifically for candidate questions.
- Goal: Encourage an open dialogue and show that you value candidate input.
For Candidates
- Action: Prepare a list of questions in advance and request time for discussion if it isn’t offered.
- Goal: Gain clarity on the role and assess the company’s communication practices.
C. Focused, Purposeful Questioning
13. Red Flag: Repetitive or misaligned questions that don’t reflect your experience level.
For Hiring Managers
- Action: Tailor your questions to the candidate’s experience—ensure senior roles get strategic questions.
- Goal: Make the candidate feel their unique skills and experiences are valued.
For Candidates
- Action: If you notice repetitive questions that don’t align with your experience, ask for clarification on why they’re being repeated.
- Goal: Understand if the interview process is genuinely assessing your fit or simply following a rigid template.
14. Red Flag: Overly critical follow-ups that seem more like personal criticism than constructive feedback.
For Hiring Managers
- Action: When probing for more detail, frame follow-up questions constructively to encourage dialogue.
- Goal: Foster a respectful conversation that benefits both parties.
For Candidates
- Action: If feedback feels harsh rather than constructive, ask for specific examples or suggestions for improvement.
- Goal: Determine whether the feedback is truly helpful or indicative of a negative culture.
D. Interactive Engagement & Real-World Problem Solving
15. Red Flag: Overemphasis on abstract “evangelizing” instead of practical challenges.
For Hiring Managers
- Action: Balance abstract questions with real-world scenarios such as portfolio walkthroughs or design challenges.
- Goal: Ensure candidates can demonstrate how they apply their skills in actual work settings.
For Candidates
- Action: Request to discuss a recent project or challenge you handled, to see how your experience aligns with the company’s needs.
- Goal: Get a tangible sense of what the work entails.
16. Red Flag: Lack of discussion about current projects or team dynamics leaves you in the dark.
For Hiring Managers
- Action: Provide insight into current projects, team dynamics, and how the role contributes to overall strategy.
- Goal: Offer candidates a realistic preview of their potential day-to-day work.
For Candidates
- Action: Ask about the team’s current projects and how the role interacts with different departments.
- Goal: Determine whether the company’s operations align with your career aspirations.
Example
The 30-minute interview started late—several minutes of silence before the hiring manager finally joined, offering no apology. Instead, they fired off generic questions, barely engaging in conversation. It felt like a waste of time, not an evaluation.
Then, the leadership interview went wrong. Instead of discussing strategy, the candidate was asked, “Where do you find your design inspiration?”—a question suited for designers who are starting their career path. When they redirected the conversation to leadership and vision, the hiring manager awkwardly pivoted. A disorganized, one-size-fits-all interview signals a broken hiring process.
III. Post-Interview Follow-Up
The process isn’t over when the interview ends. Follow-up and feedback are critical for both sides.
A. Timely and Transparent Communication
17. Red Flag: Lack of follow-up communication leaves you guessing about your status.
For Hiring Managers
- Action: Send timely updates and acknowledge delays to keep candidates informed.
- Goal: Build trust and respect by maintaining clear, ongoing communication.
For Candidates
- Action: If you don’t hear back, follow up politely to inquire about next steps.
- Goal: Ensure you’re kept in the loop and can plan accordingly.
B. Feedback & Continuous Improvement
18. Red Flag: Skipping internal debriefs means missed opportunities to improve the hiring process.
For Hiring Managers
- Action: Hold post-interview debriefs and provide candidates with constructive feedback.
- Goal: Improve your process continuously and leave candidates with a positive final impression—even if they aren’t selected.
For Candidates
- Action: Request feedback after your interview to understand your strengths and areas for improvement.
- Goal: Use the insights to enhance your skills and decide if the company’s approach aligns with your professional development needs.
Example
The candidate left the interview feeling good. Then—silence. A week passed. Then two. No response. Finally, an automated rejection email arrived with no feedback. When they followed up, the company replied: “We don’t provide interview feedback.”
Others shared similar experiences—weeks of ghosting, vague rejections, and no constructive input. A company that treats candidates this way likely treats employees the same. If communication dies after the interview, expect it to be worse on the job.
Final Thoughts
A smooth and respectful interview process benefits both hiring managers and candidates. Clear communication, thoughtful preparation, and genuine engagement show that a company values its people. Whether you’re organizing the next round of interviews or gearing up for your own, these tailored tips can help you navigate the process with confidence.
For Hiring Managers:
- Review and refine your job descriptions, interview structures, and follow-up practices regularly.
- Use these Red Flags as a checklist to ensure your process is clear, fair, and engaging.
For Candidates:
- Prepare questions in advance based on these Red Flags.
- Trust your instincts and use these guidelines to assess whether the company aligns with your career goals.
If you’ve never interviewed designers or built a structured hiring process, we can help. UX Design Lab specializes in refining hiring pipelines, ensuring clarity, fairness, and efficiency. The first consultation is always free—reach out, and let’s build a better hiring experience together.
Let’s work together to build better hiring experiences—one clear, respectful conversation at a time. I hope this version—with separate, clear directions for hiring managers and candidates—provides actionable insights for everyone involved. Happy interviewing!
