G R E E N H O U S E . IO

Designing a Structured Interview Process

Why is a structured interview process important?

Drastically improves your chances of making the right hire

Helps you focus on planning for the future; not just immediate needs

Maintains objectivity during interview process

Provides legally defensible approach to hiring

1. Who are you trying to hire?

Understand your needsDefine what a successful hire will accomplish in their first year, then work backwards.

Be as specific and clear as possible. Document your ideas so the entire team understands what you’re trying to achieve.

WHAT TO DETERMINE AT THIS STAGE:

The Role • Role name

• Department

• Reporting structure

• Business objectives this role addresses

• What will a successful hire achieve in the first year on the job?

• What will they need to accomplish in their first 3 months?

WHAT TO DETERMINE AT THIS STAGE:

Success

• Which employees exemplify your company culture?

• How would you describe your company culture?

• Which attributes would make someone a culture fit?

WHAT TO DETERMINE AT THIS STAGE:

Company Culture

2. How will you evaluate the candidate?

Clarify your hiring criteriaKeep your list brief—the more things you add, the more interviews you’ll need to conduct.

Be realistic. Which qualities are truly necessary for someone to succeed in this role?

• Skills

• Personality Traits

• Qualifications

WHAT TO DETERMINE AT THIS STAGE:

Defining Your Candidate

3. What will the interview process look like?

Create your interview pipeline

An effective pipeline is all about asking the right questions at the right time.

Screen for the basics first—only invite the most promising candidates to in-person sessions.

Stage 1: Initial ScreenDuring application review, screen out candidates who are most obviously not a fit based on things like relevant work experience and required qualifications

Stage 2: Candidate QualificationGet an initial sense for each candidate. Review their work experience at a high level to make sure it aligns with the role, and make sure they have the basic communication skills to fit in with the team.

Stage 3: Skills TestingThe best way to see if someone has the skills to do a job is to test for it. Craft a task for the candidate that’s reflective of what they’ll have to do on the job, and have them do it.

Stage 4: In-Person InterviewsCulture Fit: Determine if the candidate would be a strong fit at your organization by seeing if they live by your company values, and find out what motivates them at work.

Stage 4: In-Person InterviewsTeam Panel: Allows the team to get a sense for what it would be like to work with and collaborate with the candidate.

Stage 4: In-Person InterviewsHiring Manager One-on-One: Explore the candidate’s working style and get a sense for how the manager relationship would work. Note: this interview is as much about selling the candidate on who they’re going to be working for as it is for the hiring manager to evaluate the candidate!

Stage 5: OfferExtend the Job Offer: At the end of the process, you should know everything you need to know about a candidate to confidently extend an offer.

Still want more?Download our interactive workbook to put these ideas into practice.

Get it here!

G R E E N H O U S E . IO