Chapter 53. How to Design a Successful Interview Process for Hiring Top Talent
Most companies donât have a serious, repeatable interviewing process for hiring.
Instead they wing it, bringing people in for interviews, asking a few questions, turning it into a fireside chat, and then hoping for the best. In my experience thatâs not good enough.
At Standout Jobs (2007-2010) we hired some great people. I still consider them friends today, but more importantly theyâve all gone on to bigger and better things. And many of them still say that their experience at Standout Jobs was a fantastic one, even though the company wasnât a success. They learned a lot, grew as people, and found teammates that they genuinely respect and appreciate. A few of the guys went on to work together in other projects and startups, and Iâm sure some of them will re-connect in the future.
That feedback is a testament -in part- to the effort we put into hiring and interviewing people. Iâve seen a lot of different hiring strategies, from the nonchalant to the super intense (even more than our approach, which Iâve shared below.) I canât say thereâs one approach that works for every company, or that our approach is even âthe right oneâ for you, but I do know that everyone we hired that went through the process was successful and stayed with us; those that we bent the rules for (often to expedite the hiring process) didnât pan out quite as well. So for us, the interview process ...
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