{"id":1145,"date":"2019-06-11T11:30:07","date_gmt":"2019-06-11T11:30:07","guid":{"rendered":"https:\/\/www.rainmakers.co\/blog\/?p=1145"},"modified":"2022-10-18T16:59:21","modified_gmt":"2022-10-18T16:59:21","slug":"how-to-conduct-a-proper-hiring-retrospective-and-the-timeline-for-an-effective-hiring-process","status":"publish","type":"post","link":"https:\/\/rainmakers.co\/blog\/how-to-conduct-a-proper-hiring-retrospective-and-the-timeline-for-an-effective-hiring-process\/","title":{"rendered":"How to Conduct a Proper Hiring Retrospective and the Timeline for an Effective Hiring Process"},"content":{"rendered":"\n

Sales Hiring Process <\/h2>\n\n\n\n

In the early stages of a fast-growing<\/a> startup, the founder handles much, if not all, of the process behind interviewing and hiring. First, the founder has the vision for where they want the company to go and who they need to bring on board to reach that goal. Then, through trial and error, they find what works best when interviewing and hiring and how to build on that vision for the future.
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As the startup grows, the founder takes on more executive-only tasks like fundraising, opening new offices, and board meetings. Leadership or HR will now need to take over the process of formal interviews when this transition occurs.
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This is where a hiring retrospective comes into play. It will be a guideline or SOP (Standard Operating Procedure) for the new hiring manager to follow. This can include steps, checklists, and observations that helped the founder grow the employee base.
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The goal of the retrospective is to help the new hiring team understand what has and hasn’t worked in the past and keep the interviewing and selection process consistent, no matter who is hiring. If done right, the long-term value of a retrospective will show through a more efficient and effective hiring process that onboard the best possible candidates<\/a>.
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Some best practices for facilitating a hiring retrospective agenda are:<\/p>\n\n\n\n

  1. First, meet with Leadership and HR to discuss open positions and the applications received for the job.<\/li>
  2. Take detailed notes on any insight provided by Leadership or HR about who they liked and didn’t like among the candidate pools.<\/li>
  3. Keep adding to and refining the retrospective as time progresses to include new aspects of the business or new positions.<\/li>
  4. Review the retrospective with new Leadership or HR team members.<\/li><\/ol>\n\n\n\n
    \"how<\/figure>\n\n\n\n

    How to Build a Hiring Retrospective Study<\/h2>\n\n\n\n

    You should be as thorough as possible when building and documenting the ideal hiring process. The new hiring manager should be able to read everything and clearly understand what to look for and think. Here are some steps to go through when building the outline for the retrospective:
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    Hold hiring retrospective meetings<\/strong> with department leaders and stakeholders to get input from each about what makes effective employees for their teams. These discussions should be held early on, as soon as the founder thinks of passing some of the hiring duties on to other Leadership or HR team members. <\/p>\n\n\n\n

    For example, Imagine you are hiring a new sales director and have whittled down the candidate pool to the top 10 applicants. Your meeting about who to hire should include a CRO or VP of Sales (sometimes both), the CEO (you), the Head of HR\/Talent\/People, and any other relevant team members you find appropriate.
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    Start the conversation with the purpose of the position, the goals the business wants to achieve once the position is filled, and what the most critical attribute is for a candidate to have.
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    Have everyone review the available resources that the candidate provided (resumes, video interviews, websites, etc.). Next, go around the room and review the top candidate that everyone liked first. Then, allow them a few minutes to explain what they liked about the candidate and why they think they would be a good fit for the role.
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    Ask questions like:<\/p>\n\n\n\n

    What did you like about this candidates background?<\/p>

    How did the candidate handle the interview questions?<\/p>

    Do you see the candidate bringing value to the business?
    <\/p><\/blockquote>\n\n\n\n

    Once the best candidates have been reviewed, please go over the remaining candidates and have everyone explain why they weren’t their first choice.
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    Ask questions like:<\/p>\n\n\n\n

    What makes you think this candidate isn\u2019t ready for the position?<\/p>

    Were there any red flags about this candidate?<\/p>

    Would you hire them if our first and second choice didn\u2019t accept the position?
    <\/p><\/blockquote>\n\n\n\n

    \"what<\/figure>\n\n\n\n

    Ensure everyone provides input on all the candidates they interacted with to get the most well-rounded opinion from the discussion. Then, when the final 1-2 candidates are chosen, the hiring decision can be handed over to the CEO for final approval. <\/p>\n\n\n\n

    Once a final decision has been made, send a follow-up email to everyone who participated in the meeting, thanking them for their feedback. In addition, encourage them to communicate any afterthoughts, revelations, or ideas that come to mind even after a decision has been made. <\/p>\n\n\n\n

    All insight gained from discussions like these should be added to the broader hiring retrospective. In addition, this should be an ongoing conversation as more positions open within the company. <\/p>\n\n\n\n

    Create a personality profile <\/strong>with the key attributes of the team members who are successful in the position. Include examples of qualities the perfect employee would have to fit the cultural and technical aspects of the company. For example, here is a great one this company uses to define Successful CHRO: <\/p>\n\n\n\n

    Record relevant information<\/strong> about candidates who were both hired and turned down. Please write down their qualities and backgrounds and why they were or weren’t a good fit.<\/p>\n\n\n\n

    Questions you can ask yourself:<\/p>\n\n\n\n

    Were there concerns about their experience?<\/p>

    What makes the candidate a good fit for the company?<\/p>

    Were there any observations about their personality?<\/p><\/blockquote>\n\n\n\n

    Make a checklist<\/strong> with the qualities relevant to a candidate’s success at the company. Examples include specific experience needed for the job, educational requirements, and personality traits.<\/p>\n\n\n\n

    Examples of checklist items:<\/p>\n\n\n\n