IV

Make Evidence-Based Decisions

When deciding which candidate will get a job offer, few companies set themselves up for success. They usually bring all the interviewers together in a conference room, and the ensuing discussion tends to be unfocused, monopolized by the loudest voices, and skewed towards those who remember the interviews the most vividly.

All too often, there’s no clear consensus. Either an offer is made without much confidence, or candidates are brought back for another round of interviews, delaying the hire and frustrating everyone.

Carthamus Tinctorius
  • Get Robust Reports

    Support hiring decisions with data

    Once a candidate has passed all of their interviews, aggregate your team’s written feedback and go over it together. From the feedback, you should have a complete picture of every candidate, and should be able to answer the following questions:

    • What are the candidate’s strengths and weaknesses?
    • Are there any hiring criteria we said were important, but don’t have any information on?
    • Do we need to follow up on anything?
    • Where are interviewers agreeing or disagreeing when evaluating a candidate's attributes?
  • Document all decisions

    Whatever your decision on a candidate, be sure to note the reasons for the rejection or offer. This will help you identify sourcing strengths and weaknesses, and if the same candidates re-apply for different jobs down the line, you’ll have a useful account of why they weren’t hired originally.