Dan Pupius

Follow up with candidates — both those who got offers and those who didn’t — to get their feedback. You want all candidates who didn’t get the job to still have an incredibly positive impression of your company and your process. The world is small. Reputations are long. You want them to have wished they would have gotten the job — so much so that … [ Read more ]

Dan Pupius

Before you begin [interviewing], consider creating a chart that lists all the attributes and skills you’re looking for down the left-hand side. Going across the top, have grades: low, medium, high and did not observe (DNO), as well as a comment field to jot down notes on the specific evidence that led to that grade (actual things the candidate said or did in the past). … [ Read more ]

Dan Pupius

If you’re on a hiring loop and you can’t back up a judgment with something the candidate did or said, then it shouldn’t count or be shared.

Dan Pupius

In hiring, you need one person who is ultimately responsible for the final decision on a candidate. Note, this often shouldn’t be the most senior person involved, but rather the person who’s accountable for making sure the hire is successful. You also want to create a disagree-and-commit atmosphere around hiring.

Develop Your Hiring System Like a Product to Eliminate Bias and Boost Retention

Dan Pupius set out to build an anti-fragile hiring process that would adapt to new information, wouldn’t depend on any one person, and would get stronger over time. In this exclusive interview, Pupius shares how he did exactly that by applying well-known mechanics of product development.