When you move into leading.
WHAT CHANGES
You assess rather than being assessed.
WHAT TO ESTABLISH BEFORE ADVERTISING
What the role actually needs What is essential against desirable What the first three months would involve
WHY THAT LAST ONE
It makes the role concrete for candidates.
WHAT TO WRITE
An advertisement describing the work, not a list of technologies.
WHAT TO INCLUDE
The compensation range.
WHY
It respects candidates' time, and it attracts better applicants.
WHAT TO ASSESS
Whether they can do the work Whether they will learn Whether they communicate Whether they are reliable
WHAT TO AVOID ASSESSING
Similarity to yourself.
WHY
It produces uniform teams with shared blind spots.
WHAT TO USE
A consistent process, for every candidate.
WHY
It makes comparison possible, and it is fairer.
WHAT TO AVOID IN INTERVIEWS
Trick questions Assessments unrelated to the work Unpaid work of value to you
WHAT TO GIVE
Prompt decisions, and honest feedback.
WHY
It is how candidates experience your organisation.
WHAT TO REMEMBER
That candidates are assessing you too.
WHAT TO PREPARE FOR NEW STARTERS
Onboarding, before they arrive.
WHAT THAT DETERMINES
Whether they stay.
