Hi Reader,

A couple of years ago I got a call from one of Germany's largest digital banks. The person I spoke to was not frustrated with their recruiters. Recruiters were doing their job. The problem was what happened after a candidate landed in front of a hiring manager.

Every manager interviewed differently.

Questions varied.
Standards varied.

One team ran tight, structured conversations. Another ran something closer to an informal chat over coffee. When decisions went wrong, nobody could point to the process because there was no shared process. Just a collection of individual approaches that happened to sit inside the same organisation.

The ask was straightforward: build something that works as a consistent standard across the entire hiring function, regardless of department, seniority, or how much interview experience a manager happens to have.

What we built I started describing as a driving licence for interviewing. Not because it is a test you pass once and forget, but because it gives every manager the same foundation. How to define what you are looking for before anyone sits down with a candidate. How to ask questions that produce evidence rather than stories. How to score what you observe consistently. How to close a process with a decision you can justify.

The programme ran across their hiring teams. It is still running. Probation pass rates improved by 86 percent across the cohorts that went through it. Time spent in interviews dropped by 23 percent.

I now run this as a cohort programme for other organisations facing the same problem.

If hiring quality and consistency across your managers is something you are carrying right now, reply to this email. I will come back to you directly.

Until next time,
Konstanty

School of Hiring | Author of Get to the Point: The Interviewer's Playbook

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