hiring-processlisted

# Hiring Process ## Purpose Build and operate a hiring process that consistently selects high- performing people, rejects low-performing people, treats candidates with the dignity owed to anyone investing hours of their life in your funnel, and survives audit under equal-opportunity employment law. Hiring is the most leveraged decision an organisation makes — a bad hire costs 1-3x the role's annual compensation between recruiting waste, ramp time, opportunity cost, performance management, and exit transition; a great hire compounds value for years. The skill activates on role openings, hiring-system audits, leveling debates, calibration discussions, candidate funnel diagnostics, diversity gap analysis, post-mortem on regretted hires, and the recurring crisis question "we're missing the bar, what changed?" It also fires whenever interview loops are being designed, scorecards drafted, panels assembled, or rejection / offer communications written. ## Standards Cited - **Laszlo Bock, "Work Rules!" (Twelve, 2015)** — Google's hiring research distilled: structured interviews + work samples + general cognitive ability > unstructured interviews; the 4-person panel upper bound; the bar-raiser role - **Geoff Smart + Randy Street, "Who: The A Method for Hiring" (Ballantine, 2008)** — Topgrading and the Who Method; scorecard + source + select + sell framework - **Schmidt + Hunter, "The Validity and Utility of Selection Methods in Personnel Psychology" (Psychological Bull