Interviewing for Ph.D.-level industrial positions in the chemical sciences has increasingly become a demanding, all-day process. These marathon interviews often include seminar-style presentations, multiple one-on-one meetings, and sometimes even unexpected problem-solving exercises. Designed to evaluate more than just technical ability, this approach reflects companies’ growing interest in hiring candidates who are adaptable, communicative, and well-rounded.
As hiring activity gradually increases, employers are using these extended interviews to assess candidates across a wide range of criteria, including personality, creativity, communication skills, and cultural fit. Technical qualifications alone are no longer sufficient. Companies want individuals who can contribute broadly and integrate effectively into their organizations.
Why Interviews Have Become More Intensive
With a competitive talent pool, employers can afford to be selective. “There are a ton of great candidates out there, so in this market one can afford to be picky,” says Stephen Munk, president and chief executive officer of Ash Stevens, a contract pharmaceutical manufacturer based in Michigan.
To better understand candidates beyond their résumés, many companies now rely on multi-stage evaluation processes. These often begin before an in-person interview even takes place.
Evaluating Fit Before the Interview Begins
At Ash Stevens, psychometric assessment tools have become a standard part of the hiring process. Candidates complete behavioral assessments at home, and only those whose results raise no concerns are invited to interview in person. The goal is to determine whether a candidate’s working style aligns with the company’s culture and long-term expectations.
Attention to detail is considered essential. According to Munk, résumés containing typographical errors or incorrect information are immediately discarded. In pharmaceutical manufacturing, even small mistakes can have serious consequences, making precision a nonnegotiable trait.
Observing Candidates Beyond the Conference Room
The evaluation process often extends beyond formal interviews. Munk routinely meets candidates for dinner the night before their interview day to observe how they interact in social settings. Professional behavior, manners, and interpersonal awareness are all taken into account, as employees represent their companies in many contexts.
Interview days at Ash Stevens typically include a technical seminar. During these presentations, Munk deliberately asks questions to observe how candidates think under pressure rather than to test factual knowledge. Facility tours and informal conversations further reveal a candidate’s curiosity, enthusiasm, and engagement.
The Importance of Enthusiasm and Preparation
For small companies, enthusiasm can be as important as credentials. Scott Lockledge, CEO and cofounder of Tiptek, notes that even highly qualified candidates may not succeed if they lack genuine interest in the company. One of his earliest interview questions asks candidates what they know about Tiptek, quickly revealing whether they have done meaningful preparation.
In small teams, interpersonal chemistry is critical. A single poor hiring decision can significantly impact company performance and morale, making cultural fit a central consideration.
Collective Decision-Making in Hiring
At Kalexsyn, a contract research organization in Michigan, the entire staff participates in the interview process. Every team member attends seminars, meets candidates, and provides feedback. If even one person strongly objects to working with a candidate, the company typically does not proceed with the hire.
Although interviewing is not an exact science, involving multiple experienced evaluators helps reduce risk and increases confidence in hiring decisions.
Assessing Versatility in Large Organizations
Large companies also rely on diverse interview panels. At Air Products & Chemicals, candidates often meet with scientists from multiple departments. According to Amir Famili, director of technology for performance materials, a candidate’s ability to communicate effectively with a wide range of experts demonstrates their capacity to work across technologies.
Creative thinking is frequently tested by asking candidates to apply their research to unfamiliar contexts. These questions reveal whether candidates can move beyond narrow expertise and generate new ideas.
Why Being Well-Rounded Matters
Employers increasingly value candidates with interests beyond their core research. Gary Allred, president of Synthonix, explains that extracurricular activities can signal transferable skills. Mechanical hobbies may indicate problem-solving ability, while artistic interests can contribute to marketing or communication efforts within small organizations.
Amy Hamlin, a senior scientist at Ash Stevens, credits her extracurricular writing and professional service with helping distinguish her during interviews. Interviewers recognized that her writing skills aligned with the needs of the position, contributing to her successful hire.
Letting Candidates Tell Their Story
Mark McAuliffe, global staffing manager at Waters, describes a shift toward interview styles that encourage candidates to share their experiences and achievements. Interviewers are trained to listen carefully and ask questions that reveal both aptitude and attitude.
Asking the right questions is essential. Poor hiring decisions often result from missed opportunities to explore how candidates think and respond to real-world challenges.
Testing Authentic Thinking Under Pressure
To avoid rehearsed responses, some interviewers ask candidates to provide multiple examples to the same question, forcing them to think on their feet. Others introduce estimation problems or brainteasers designed to reveal reasoning skills rather than produce correct answers.
Applications engineer Tatyana Sheps recalls being asked to estimate the number of gas stations in the United States during an interview. By methodically reasoning through population data and assumptions, she demonstrated analytical thinking, which ultimately worked in her favor.
What It Ultimately Comes Down To
Regardless of interview format, Lockledge says hiring decisions often hinge on three core questions: Can the candidate do the job? Will they do the job? And can they work well with others?
When the answer to all three is yes, companies are confident they have found a strong and sustainable hire.