Define.
Design.
Decide.
Define what right means before you look. Everything after that is built to stop the definition drifting. Good hires happen by design, not by chance.
The method
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01
Define.
What must this job produce?
Mission. Outcomes at ninety days, six months and twelve. The five to seven things that matter. Whether the role needs to exist at all. Ninety minutes that sets the standard and aligns everyone.
Owned by you.
The role, on one page
- Mission
- At ninety days
- At six months
- At twelve months
- The five to seven things that matter
- 1234567
- Does the role need to exist at all?
- YesNo
“Learning to articulate clear role expectations and the attributes candidates need to succeed has transformed my hiring approach. With that foundation, every subsequent decision becomes straightforward.”
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02
Design.
How do we test for it?
The process, the weighted scorecard, the interview types, and who assesses what, so you can go deep and gather the evidence you need to make the right decision.
Owned by your Head of People, or the most senior person who hires.
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03
Decide.
Do we have enough to act?
Evidence scored at the time, not reconstructed three days later. A debrief on scorecards, not impressions. A documented decision that becomes the offer and the first ninety days. They score, they debrief, they call it.
Owned by the hiring managers.
“Konstanty and the team he built around him are ultra-professional, laser-focused, no-frills and altogether a joy to work with. Our leadership debriefs stopped looping.”
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04
Persistence.
Does it still hold six months from now?
The definition, the scorecard and the decision are kept in one system that every manager uses on every hire. The standard lives there, not in somebody’s memory of a workshop.
Owned by the business, not by a person.
Case study
DKB Code Factory.
One standard, 100+ managers, and what happened to the decision when nobody senior was in the interview.
Read the case study →Him, talking
The interview, taught live.
Why this one will last
You have probably tried to fix this before.
- Hiring software that collected a lot of data and changed nothing about how people were hired.
- A consultant whose process stopped being used a few months after they left.
- A training course that half the managers never finished.
They all failed for the same reason. There was nothing to keep people using them. After a few weeks, everyone went back to hiring the way they always had.
This is different in three ways
01
It is written down.
02
Named people are responsible for each part of it.
03
It is checked twice, when the hiring decision is made and again when the person passes probation.
Nobody has to remember it, because every hire goes through it.
Thirty minutes. One role. Three things written down.