When we were smaller, the hiring process would start with someone stating "I need to hire for x" and then immediately start looking for that person based on that person's need.
Every team that needs to hire drafts a hiring plan that is then circulated to the hiring team to ensure recurring questions have been answered.
The scorecard reduces possible biases. For example, I could easily subconsciously favor a candidate who worked at a startup I really admire, or from the same city as me.
Our main focus in the hiring experience is the candidate experience, which is often overlooked.
We put huge efforts into making the process entirely transparent and we always give feedback, whether we move forward with candidates or not.
Previously, we've felt that it would be overwhelming to interview one candidate with two people but we actually have found that it allows one of us to focus on the conversation, the other to take a lot of notes.
It also helps to avoid bias and encourages diversity.
When the offer is sent, we spell out what will happen in the next 30, 60 and 90 days.
If the offer is accepted, it really helps with preparing for onboarding and the first performance review 90 days in. We strive to make our expectations transparent so our new teammate is set up for success.
We keep hiring theses, which help align everyone's expectations for the role and teammate and also give us a source of truth when our process falls short. With the thesis, we have unredacted clues on what might have gone wrong. This helps us to avoid making the same mistakes twice.
Finally, we have a panel that reviews these and makes a final decision on hires to ensure all of our teams hold themselves to the same standards when hiring.
Do not be afraid of letting people go quite quickly.
I’m a big fan of hiring the finest, being super transparent, giving people empowerment and the tools that they need to succeed. If they can’t succeed under those circumstances, you should transparently let them go in a way where there’s no shock or surprise.
Everyone should be aware of where they stand and what the expectations are, and if they’re missing them, it’s the end of the road.
Every CTO I speak with complains about hiring difficulties, but when I ask if they're hiring remote, they all say "no". It's been the single most effective recruiting strategy we've used.