Hiring Product Designers: Lessons from the Other Side of the Table

This year, I found myself on the hiring side of the equation. I’ve been in interviews before—plenty of them—but sitting in the hiring manager's chair? Whole different ball game.

Turns out, hiring is hard. Not because there aren't good designers out there, but because finding the right designer is a mix of art, science, and a little bit of luck. You want someone skilled, someone who fits the team dynamic, and—most importantly—someone who will thrive in the environment you're hiring them into. And yet, hiring is never a perfect science.

Here’s what I’ve learned.

1. The Portfolio: A First Impression That Matters

When I first started reviewing portfolios, I was overly optimistic. If the work was "good enough" and they seemed nice, I'd push for a chat. But good enough doesn’t cut it.

Now, I look for work that’s better than what we’re currently producing. Not in a drastically better, we’re-all-hacks kind of way, but enough to make me pause and think, Damn, this person could level us up.

I ask myself:

• Does this work look polished?
• Can I see evidence of solid decision-making, or does it feel like a UI skin job?
• Would I be proud to say, "Our team made this"?

If the portfolio doesn't spark that gut reaction, I move on. It feels harsh, but compromising early leads to bigger problems later.

2. The Chat: Getting Past the Portfolio

A great portfolio is a start, but design isn’t just about making pretty things. It’s about how you communicate, collaborate, and solve problems. So, the first conversation matters.

I keep my questions simple:

• Did they actually do the work they’re showcasing?
• Can they explain why they made certain design decisions?
• Do they have a growth mindset, or do they think they’ve already arrived?
• Would I actually want to work with them? (This matters more than you'd think.)

One mistake I used to make? Rooting for every candidate. The more I talked to someone, the harder it was to say no. But hiring isn’t charity—it’s about setting both the candidate and the team up for success. If I’m not a Hell yes!, it’s a no.

3. The Case Study: The Moment of Truth

By the time someone reaches the case study stage, I’m already a fan. But this is where the team comes in. They’re there to poke holes in my excitement, to ask the tough questions.

I want to hear:

• How did they frame the problem?
• How did they collaborate with other teams?
• What roadblocks did they hit, and how did they get past them?
• Did the project ship, and if so, what was the impact?

If someone gets through the case study and my team isn’t fully on board, I take that as a sign. If even one person says, "I don’t know," we dig into why before making any moves.

4. Holding the Line

Designers love talking about raising the bar, but that starts with hiring. A weak hire doesn't just mean extra training—it lowers the standard for everyone. That sounds brutal, but every team I’ve worked on that thrived had one thing in common: high standards.

Every candidate that joins should make the team better. If they don’t, we wait. I’d rather hold out for the right person than bring in someone who might work out. Because once they’re in, it’s a whole lot harder to say no.

5. People Make the Team

Every designer I’ve asked about their best work experience says the same thing: It was the people. And that’s what hiring comes down to. Skills can be developed, tools can be learned, but the right people? That’s what makes the difference.

So, I’m getting better at hiring. Not just picking skilled designers, but picking the right designers. The ones who push us forward, challenge us, and make this whole thing fun.

And when we find them, we don’t hesitate. We hire them. Fast.