I recently spoke with a fresh-as-a-daisy college graduate preparing for a job interview. It was his fifth interview with the company over the past month and a half.

When I commented on the volume of interviews this position required, he mentioned that this was easy compared to the 10-page research sample a different firm requested as part of its application process. This company expected a 48-hour turnaround for applicants to be considered for the job — with no compensation. He admitted that he wanted the job but declined to put that much effort into the research when he should be focusing on a broader job search.

Good call.

Job seekers, if it feels like more companies are moving toward a series of job interviews spanning months instead of relying on one or two meetings before making a decision, it’s because they are.

According to a recent employment poll, 40% of hiring managers say candidates can anticipate at least two interviews, while 15% of managers say five or more interviews are typical within their company.

Job seekers will tell you the competition is fierce. Research shows that a typical corporate job opening attracts an average of 250 resumes, but hiring teams only select an average of four to six applicants from that response.

However, entry-level candidates and those seeking internships are increasingly being asked to jump through an exhausting number of hoops — multiple interviews, take-home assignments, presentations and even mock strategy sessions — all for a position that may not pay a living wage.

The assumption that “more interviews = better hires” is flawed

Great candidates aren’t always the ones with the time or financial freedom to spend hours on unpaid assignments or attend round after round of interviews. Drawn-out processes often favor those with fewer constraints — not necessarily those most qualified or best suited to the role.

Some 83% of surveyed hiring teams believe multiple interviews lead to better hires. The same Harris poll found that 71% of job seekers believe that the search process is more complicated than they previously thought, which can discourage qualified candidates from applying.

Although experts at Staffing Advisors support a series of interviews to clarify a candidate’s skills and ensure ideal work culture alignment, they also acknowledge that conducting more interviews in the hopes of eliminating any risks of a bad hire isn’t the solution.

The solution isn’t more interviews

The solution isn’t more interviews. It’s conducting better interviews — shorter, more focused conversations with a clear sense of what success in the role looks like. That earns candidates’ trust and leads to smarter, faster and more equitable hiring decisions.

“Too many interviews could be a red flag. Employers conducting over five rounds of interviews often indicate uncertainty about their hiring needs,” said experts at IQ Partners, an executive recruitment firm. “If a company remains undecided on a candidate after multiple rounds, it signals a flawed hiring process or potential internal issues.”

Hiring teams may believe this process weeds out weaker applicants, but the reality is far more troubling: Over-interviewing isn’t improving hiring outcomes. It’s frustrating job seekers, prolonging the time to hire and often scaring off the very talent companies want to attract.

“And with many candidates (and hiring managers) increasingly feeling interview fatigue, the small amount you might gather from additional interviews isn’t likely to outweigh the costs,” Staffing Advisors added. “A fast-moving and transparent interview sequence signals that you respect their time and are organized with a clear vision for the role.”

When employers require five rounds of interviews for an entry-level position, they’re not just testing skills — they’re signaling a lack of clarity, urgency or respect for the candidate’s time.

That message matters.

There are instances when a series of interviews among different departments is essential. However, rather than spending hours conducting multistage interviews, why not invest more time into onboarding or training? A thoughtful, structured onboarding experience not only sets new hires up for success faster but also boosts retention, engagement and long-term performance. Interviews help you choose the right person; onboarding helps them thrive.

If your company is positioned to expand, congratulations. That is welcome news for any community. But to ensure that you use this time wisely, here are the dos and don’ts of successful hiring.

Do: Be clear on the company’s needs first

If this is a new position, what functions are lacking in the overall workflow that this position can provide? What specific skills and experience levels are essential? When a company is clear on how this position contributes to operations, the need for long, drawn-out interviewing is unnecessary.

“Unless you are hiring for a C-suite, high-level security or government position, months of interviews are a bit redundant,” says Megan Ross, director of RevOps at Fullcast. “The interviewer should have a clear understanding of what the open position is and what is required to be successful in said position.”

Ross adds that these expectations should then be communicated to the interviewee with clear questions, a solid conversation and maybe an example of work (that is compensated in some way).

“At the end of the day, the interviewer needs to have clear communication about the position and trust their gut on if the person they’re interviewing is a good fit for the position and the company culture,” Ross says.

Don’t: Use a job posting as a way to test the waters

One in five jobs posted last year were fake. Even worse, one study found that 40% of companies still reached out to candidates who applied for these fake positions; 85% of these companies even fake-interviewed them!

What gives?

According to Megan Cerullo, a MoneyWatch reporter for CBS News, most hiring managers stand by their decision to “deceive” job seekers. “Nearly 70% of them said posting fake job listings boosted revenue. Sixty-five percent said the job ads had a positive impact on morale, and 77% reported an uptick in productivity among workers.”

Using a job posting to “test the waters” is risky and can backfire fast. Candidates, especially top talent, can spot vague or noncommittal listings and won’t waste time on uncertain roles. Plus, you risk damaging your brand if word gets out that you’re hiring without real intent. If you’re curious about the market, try networking, informational interviews or engaging with industry peers.

Do: Prepare to invest in qualified experience

As part of the job-seeking process, we look for clarity in the company’s direction, job expectations, challenges, opportunities and how this role contributes to this workflow. But we also want to be paid what we are worth.

“If you invest in people who are going to work hard and are willing to learn, nine times out of 10 they repay you with amazing skills, work ethic and loyalty,” Ross says. “However, I do believe in looking for people who show interest and a little bit of knowledge in the position they are applying for. The goal is success.”

Extensive interview processes often blur the signal hiring managers are trying to capture. Teams may over-index on presentation polish or cultural mirroring rather than true potential or growth mindset. As a result, decision-making can become clouded by bias or delayed so long that top candidates move on.

Ultimately, the goal of any hiring process should be to identify potential, not to exhaust it. A focused and efficient interview sequence — paired with clarity about the role and meaningful investment in onboarding — sends the right message to candidates: that you respect their time, value their contributions and are prepared to help them succeed.

J’Nel Wright is a content writer at Fullcast, a Silicon Slopes-based, end-to-end RevOps platform that allows companies to design, manage and track the performance of their revenue-generating teams.