Hiring Process Redesigned

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All right. To grow and scale your company, you're going to need to hire some people. And you if you're like most of us, you probably wish hiring was a whole lot easier and a lot more predictable. So, so hiring is hard work and we second guess ourselves throughout it. It takes time, it's expensive, and then we end up with people that don't turn out. So how do we redesign the whole hiring process and make that work a lot better? I want to share with you just a few hacks now that can make it profoundly different. In general, we're using the top grading methods, the torque method, and a few other things in our hiring process. But let's talk about even bigger picture than that. So first of all, in order to do a really great job hiring, you need a big candidate pool. And to get a big candidate pool, you want everybody to come through at once, not to trickle in over time. And so you lose some good people while you're hoping you get some more to make an effective choice. So how do we get a big great candidate pool? Well, one of the things that we could do is actually schedule out the thing and run it like a campaign, like a launch of a product or something like that. We launch the job, posting that the availability and we market it a little bit and we hold the candidates for a week or two while we build up a bunch of them and then we move everybody through all at once. So there's definitely an art to how many you can do like that. But so scheduling it out and running a launch, launching the job like with a little bit of marketing behind it and featuring and selling the company first. What is this company up to and what are the company's values and brand promises and what's the bhag and what does this company care about the purpose or the why of the company, right? Putting all that stuff at the lead will make you stand out and make your job look more interesting, right? This is regardless of pay, location, industry, things like that, right? Just sell what's so cool about your company and be not like every other company. Be special, be unique, right? So sell a company first, do a big launch around it, then move people through altogether. Then as you move people through altogether, remember you've got to do a lot of screening. So figuring out how to do some kind of rapid screening on phone, in person groups, meet and greets, things like that, to rapidly screen a whole bunch of people so that you can do that makes a massive difference. And then moving those people through the process. Then now you want to look really deeply and the top grading method threat of reference check torque. When we repeat this a bunch of times, people start to get and figure out that we're actually going to do reference checking on them. We're going to check all their background and they start to pull out the little lies that they've got embedded in their resume and in their regular interviewing style because they don't want you to find out the truth accidentally. So they start to inoculate you a little bit with so, so it's like true serum threat of reference check torque technique. So, and then I find there's a, there's a style of questioning that works for values, that works for all kinds of job requirements, that kind of thing. So I say something, hey, one of our values here is courageous authenticity, right? Or I say, hey, this job requires XYZ and, and my first question is, so what does that mean to you? Right? And I want them to kind of translate it or restate it so that I'm clear that they're clear that we're kind of have the same definition of whatever the value or the job skill or whatever it is, right? And that's the first level. And then if they're not, I can correct them a little bit, probe a little bit, make sure that they got like the basic thing. The second question is, tell me about a time, just a story. Any example of where you did that, had that exhibited that like whatever, right? Tell me where in any part of your life, in current, present, past, whatever it is, give me one little picture of that. Have people tell you stories is really, really useful because you'll start to see can they create a real picture? Did this thing really happen or are they just spouting off some things that they prepped and decided to do and say So I think those kinds of things work really well. Last one is this. I like to figure out very early on in the application process what they want to make. And so this question seems to work in most places. Of course you got to make sure it's legal and kosher where you are. But ask them based on this job description, what range do you think this job should, is likely to pay or should pay? And you could just give them a bunch of ranges of pay and you'll have people sort of do it. And the people who are picking the range, that's actually your range, which is will tell you that you've got somebody who's kind of in the right ballpark. If they're too low, there might be issues with their level and readiness. If they're too high, why carry them forward? Because, you know, you can't really afford them with your budget anyway. So if we can get that kind of screened out very early on, life is a lot easier down the pipeline of the hiring process. I hope that's been helpful. I hope you transform your hiring process and it becomes a lot more predictable and a lot easier to do. We'll talk to you again next time. Keep Scaling Are you ready to turn.

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