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Having partnered with ~1,600 businesses on their hiring, at movemeon we’ve developed a strangely unique overview of how to hire well. Different businesses do things differently. But if you write down the best bits from across them all, some useful lessons emerge on how to hire a lot of good people, efficiently – what I call hiring for hyper growth. Here goes:


1. Get your pitch right.


Going to market with a job description full of 100s of bullet points on responsibilities and requirements is unlikely to be engaging for the best candidates. The best candidates are thinking ‘what’s great about this company?’, ‘what’s the vision for the next 3 years (ie., the bit that I can influence if I join)?’, ‘who would I be working with (ie., how big is the team and what are their backgrounds)?’. Taking the time to translate your ‘internal job description’ (typically a necessary but dry document showing what the person will be doing) into a piece of marketing seriously pays off. Simply put, you’ll attract better people, quicker. Click here for more advice on writing an excellent job description.



2. Create the most efficient interview process while keeping it effective.


Why have 12 rounds strung out over 3 months? It wastes a huge amount of your time. And, chances are, by the time you’ve finished, your preferred candidate has taken something else. The best candidates always have options. A long process can suggest to them that you’re not particularly interested. See why candidate experience is so important here.



3. Use technology to streamline your process.


Companies who start with a 15-minute video call with 10 prospective candidates (2.5hr investment) hire better than those who interview 4 in person for a 1st round. Why? There’s only so much you can conclude from a CV/cover letter/LinkedIn profile. So choosing which 4 to meet’on the basis of a video call + paper is much more reliable than paper alone. Big companies can learn a lot from start-ups about using technology in the hiring process. 


Most of our customers talk about “cultural fit” but how can you determine that from paper? Unless you are working with a retained headhunter who you’ve invited to meet and understand your company culture extensively, there’s no way that a 3rd party (agency) is going to be effective at screening for cultural fit, either. Simply put, they don’t work with you so how can you expect them to get it? 



4. Don’t be scared to involve the hiring manager.


Larger organisations typically have recruitment teams. The team members have a tough job – 10s of vacancies open at any one time across a whole range of specialities. In my experience, asking the hiring manager to collaborate is, firstly, efficient (it saves time), and it’s also something they appreciate. After all, they are the expert in the area and they will be managing the new recruit – so their expertise and opinion is exactly what recruiters need.


This works both ways. By that I mean that hiring managers who proactively offer their support to recruitment teams tend to hire better and quicker. So if you’re hiring, collaborate with your colleagues in talent acquisition rather than expecting them to come up with the goods in isolation. And in particular in point (1) – creating an engaging piece of marketing (let’s avoid the term job description) for your opportunity. For two more articles on optimising your hiring process, click here or here.


I hope that’s helpful food for thought!