Hiring Mastery Programme
Programmes Programme 02
Managers and people leaders. Six weeks. Five people. Nothing hypothetical – the case study is the requisition already on your desk.
45 min · with Konstanty, not a sales rep · you leave with a diagnosis either way
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Most managers inherit hiring with the title and invent a method under pressure. The interviews feel fine. The debriefs are theatre. Six months later nobody can say why that person got the offer – and the next hire starts from zero again.
The whole method, start to finish, applied to a role you are hiring for while the programme runs. You leave with the role defined, an interview loop your team can run without you, and a scorecard that holds up in a debrief. Most participants make a hire before the last session.
Duration
Six weekly live sessions, with a few focused hours on your role between them.
Cohort
Five people, each carrying a live hire, so every role gets worked on in the session.
Work
The role you are hiring for now is the course material. You finish with it defined, interviewed for and decided.
The case study is the requisition already on your desk. Define the role before anyone walks in, interview for evidence rather than a performance, and decide against a scorecard that was complete before anyone spoke. A method that lives in one person’s head is a bottleneck with good intentions.
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 – we cut time-to-offer by ~30%* on our next engineering round. I appreciated the class for its pragmatic, easy-to-apply framework.
Christoph Henzelmann
Engineering Chapter Lead, DKB
Konstanty’s "School of Hiring" is a must for any hiring manager. Throughout the programme, he not only breaks down the “why” behind each training module, but also equips you with a clear, actionable toolkit for every step of your hiring process, from the preparation all the way to crafting an onboarding plan for your new hire. I especially loved the "Hiring blueprint" and "Interview Mastery" modules. What really sets this programme apart are the 1:1 coaching sessions – first-year attrition on those hires dropped ~25%*. Can’t recommend it enough!
Stiliyana Yordanova
Engineering Manager, DKB Code Factory
Konstanty and the team he built around him, is ultra-professional, laser-focused, no-frills and altogether a joy to work with. Our leadership debriefs stopped looping – decision cycles shortened by roughly two weeks* per senior hire.
Christoph Monnet
Board Member, Hypoport InsureTech
Konstanty is one of the most insightful professionals I’ve worked with when it comes to hiring and organizational strategy. His ability to combine a deep understanding of business with a methodical, people-focused approach is exceptional. Working with him has been a game-changer – agency spend down ~40%* in two quarters as managers owned the process. If you’re serious about building a high-performing team, he is the person you need by your side.
Oliver Aust
Founder, Eo Ipso
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45 min · with Konstanty, not a sales rep · you leave with a diagnosis either way
01
We take the requisition you are actually carrying and strip it back to three things: why the seat exists for the next twelve months, what has to be true by then, and what someone must be good at to get there. If the panel cannot agree on the mission, the candidates are not the problem.
You produce
The requisition stripped back to why the seat exists, what has to be true, and what someone must be good at.
02
Mission, outcomes, competencies – on one page, signed off by everyone who holds a veto. Three to five competencies, not eleven. Outcomes with dates. This is the only part of hiring that cannot be recovered later, so we spend the week until it is true.
You produce
A one-page blueprint: mission, outcomes, three to five competencies, signed off by everyone who holds a veto.
03
Who asks what, and why overlap is how you hire by vibe. One competency per interviewer. A sequence that holds for every candidate, so the differences you see belong to them and not to the morning each interviewer happened to have.
You produce
An interview loop: who asks what, one competency per interviewer, the same sequence for every candidate.
04
Questions about what happened, not what they would do. Follow up until you have specifics: when, with whom, what changed. Notes written within ten minutes, before anyone compares. An unstructured interview measures how comfortable someone is in an unstructured interview. This week is the alternative.
You produce
Notes written within ten minutes, from questions about what happened, before anyone compares.
05
Twenty minutes, because the work was done earlier. It opens with evidence, not with a verdict. The scorecard is complete before anyone speaks. You practise on your own candidates, with someone willing to tell you the question was bad.
You produce
A debrief that opens with evidence, practised on your own candidates, with the scorecard complete before anyone speaks.
06
A method that lives in one person’s head is a bottleneck with good intentions. This week is templates, a named owner, and a six-month check: did the prediction hold? Do that four times and hiring stops being an event.
You produce
Templates, a named owner, and a six-month check: did the prediction hold?
45 min · with Konstanty, not a sales rep · you leave with a diagnosis either way
01
Mission, outcomes and competencies on one page – short enough to remember, specific enough to hire against.
02
Who assesses what, in what order, with questions that ask for evidence rather than a performance.
03
Completed before the debrief, so the conversation is about the evidence and not about who spoke last.
04
Most people in the room make a hire before the last session. The point is being able to say why, six months later.
Before
Most managers inherit hiring with the title and invent a method under pressure.
After
The role is written down: mission, outcomes and competencies on one page.
Before
The interviews feel fine. The debriefs are theatre.
After
Who assesses what, in what order, with questions that ask for evidence. The scorecard is complete before the debrief.
Before
Six months later nobody can say why that person got the offer – and the next hire starts from zero again.
After
A call you can still explain, and a method that lives in templates and a named owner rather than in one person’s head.
Time each week
One live session plus a few focused hours on your role between sessions.
First win
Mission, outcomes and competencies on one page – short enough to remember, specific enough to hire against.
Published author. Twenty years hiring internationally — a thousand hiring decisions lived with. The work is done on your live roles, and watched the way surgery is watched.
Cohorts stay at five because this is taught the way surgery is taught – on real cases, watched closely.
01
Pick a time and tell me what you are hiring for.
02
45 minutes on your hiring today, the gap, and whether this offer fits.
03
Within one working day of the call: the dates, and what to have ready.
04
Materials and the session calendar arrive a week before the start date. The case study is the requisition already on your desk.
Investment
Price on request
No hard sell. If it is not a fit, I will say so.
45 min · with Konstanty, not a sales rep · you leave with a diagnosis either way
Included
Yes. The case study is a requisition you are already carrying. If you are not hiring this quarter, wait – or start with Interview Mastery.
No. It is for the people who own the hire and sit the panel. Recruiters are welcome when they are installing the standard, not filling a pipeline for someone else.
One live session plus the work on your role between sessions. Plan for a few focused hours. The point is the hire on your desk, not homework for its own sake.
You leave with a written role, a loop your panel can run, and a scorecard that holds in a debrief. Most people have made a hire by then. The method is yours to keep.
45 min · with Konstanty, not a sales rep · you leave with a diagnosis either way