This resource provides guidance for designing a hiring plan, including:
Building a committee;
Structuring interview stages;
Interview best practices.
For a detailed overview of how to plan for a hiring process, including estimated lead times and budget considerations, check out our resource: Strategizing for a new hire.
As you prepare for a hiring process, a diverse hiring team made up of key stakeholders in the position you are hiring for, as well as colleagues with experience relevant to the position, can support multi-faceted, informed decision making and help mitigate bias.
Some questions you may want to consider when constructing a hiring team include:
Hiring lead: leads on job creation and determination of hiring decisions;
Coordinator: serves as primary point of contact for hiring team members and candidates;
This role often overlaps with interview committee members.
Application review can be the most labor-intensive stage of a hiring process. If this labor will be distributed amongst several reviewers, be sure to establish common ground on the criteria to advance or reject applicants.
Interview committee: conducts and assesses interviews.
A hiring process for a senior position, or a position wherein you expect a high volume of applications, may require a larger hiring team to that of an entry-level position.
Who will keep members on the same page and accountable to a timeline?
Who will manage candidate communications?
How many rounds of interviews do you plan to have?
Are members of your interview committee able to assess transferable skills when a candidate’s experience is not an exact match for the description in your job post?
It is recommended that the interview committee remain consistent within each respective round, to standardize the candidate experience.
Will you use consensus, or does your hiring lead make final decisions on rejecting and advancing candidates?
How does your interview committee debrief and decide on next steps?
Are there members of your interview committee, such as members of the CS&S team, where it would make sense for them to participate in the interview and offer feedback, but not vote on a decision?
Once you have thought through the stages in your hiring process and determined the makeup of your hiring team, set your interview committee up for success with the following considerations:
When possible, schedule holds for your interview committee to ensure availability for synchronous calls throughout your timeline.
Early rounds may be as short as 15-30 minutes while later rounds could benefit from a longer call of 45-60 minutes.
Avoid going longer than 60 minutes in respect of the fact that candidates’ time is unpaid.
Working from a script can keep your interview committee on task and maintain consistency between interviews.
You may want to assign questions to interviewers, to support the flow of conversation.
Be sure to save time for candidate questions: a successful interview determines mutual fit and is not a one-way street.
Does your hiring team have capacity to offer asynchronous interview options?
Can you enable captioning?
Can you drop questions in the chat and offer time for candidates to process before responding?
Can you share interview questions with candidates in advance?
Can you field accessibility requests in advance? There is always more to learn when it comes to expanding awareness of access issues.
If a member of your hiring team has a pre-existing relationship with an interviewee, it may be appropriate for them to recuse themselves from hiring decisions if they are unable to remain unbiased.
Ask questions that can identify sensibilities/approaches you have not seen in your previous work with them.
Establish consistent criteria by which all candidates can be equally assessed.
Focus on assessing fit for the unique needs of the role rather than a candidate's personal traits.
Reflect on the impact of race, power and privilege when judging “professionalism.”
In addition to questions about candidates work experience and/or lived experience that qualifies them for the specific objectives and responsibilities of the role, include the following considerations:
Does your team have the capacity to support skill-building in the areas described?
Emphasize the importance of mutuality by asking candidates how your team can meet their needs.
If your team works remotely, share information about the style and tools used for effective communication.
Ask what they have found works well and is a blocker in team communications.
Invite candidates to share previous experiences giving and receiving feedback to assess their approach and support needs when navigating challenging situations.
Prepare your interview panel for this conversation by aligning on growth pathways for the role, and the professional development resources available on your team.
This applies to all communications with or about the applicant, including application forms, interviews questions or comments and reference checks.
This applies whether you are seeking information from the applicant or from someone else, such as the applicant's doctor, former employers, friends or family.
Thank you for using our resources! We value your feedback to help us improve the quality of our documentation. Please share your thoughts on the resources you have accessed.