How to Hire
Hiring is a discipline with an order to it. Each decision is upstream of the next, and the leader owns all of them: the ones made before a candidate is in the building, and the ones that decide whether they stay.
- Articles
- 9
- In order
- Responsibility to the exit
- End to end
- About 3 hours
Read straight through and you have the whole discipline. Read one and you have that stage settled. Each is written to stand alone, and the order is the order the work actually happens in.
- 01
How to Think About Hiring Responsibility Who owns the outcome, why fit cannot be predicted, and how a risk gets priced instead of hoped away. - 02
How to Write a Job Description The only written agreement about what the job is, built from outcomes rather than activities. - 03
How to Design an Interview Process Every decision that matters, made before anyone shakes a hand: lanes, interview types, prep, and the record. - 04
How to Interview How to ask, how to read what comes back, and how to weigh the resume, the assessment, and the references around the conversation. - 05
How to Make a Hiring Decision How five independent judgments survive a debrief, and what to confirm before an offer goes out. - 06
How to Set Compensation Pay built from the inside out: mission first, then a few measured outcomes, then the market as a check. - 07
How to Onboard a New Hire What the first ninety days have to produce, who owns producing it, and why the plan was written before the offer went out. - 08
How to Keep the People You Hired Why pay is a floor and never a reason to stay, what the leader controls once the landing is over, and how keeping people turns into succession. - 09
How to Handle a Bad Hire Why a failed hire is an output of the process that made it, how to diagnose one before deciding anything, and how to separate justly when that is the answer.