Hiring Health Assessment

What must your team be able to do six months from now? That business need gives the assessment its starting point. I identify the hiring decision or practice most likely to be holding the team back, test that view against available evidence, and map the first changes in a useful order.

The problem may show up as a stalled search, interviews that produce conflicting judgments, or hiring reports that never lead to a decision. I review each request before confirming a conversation so the assessment starts with a live question I can help you work through.

Find where hiring needs to change

I follow the hiring need through four decisions, from defining the contribution to acting on the evidence:

• Define the contribution: Is the business problem clear, and what would the new hire need to succeed? The answer may change the role, the hiring priority, or whether developing the current team comes first.
• Find relevant people: Are the right people entering the conversation? A sharper view of the market and the opportunity can change where the team looks and how it engages candidates.
• Assess the evidence: Do interviewers know what they need to learn and what the evidence supports? A shared standard and better feedback can make the assessment clearer.
• Decide and follow through: Who owns the decision and the next action? Clear ownership keeps candidates and searches moving. A useful handover also carries the expected contribution and support into the new hire’s work.

The aim is to distinguish a decision the hiring leader can make now from a practice the team should change or a step it could stop doing. That is how a focused diagnosis can become the start of a wider transformation.

Ground the diagnosis in the work

After confirming fit, I start with one active hiring question and a conversation with someone who owns the decision. A role brief, an anonymised view of the funnel, an interview plan, or a recent hiring review may help. I ask only for material relevant to the question, and I make uncertainty visible when the evidence is thin.

For example, a search may look like a sourcing problem. If suitable candidates are already reaching interviews but waiting for a decision, the first change may be a manager decision on the evidence needed. The team can then revisit feedback expectations and interviewer capacity. The order follows the constraint the evidence reveals.

The assessment starts with your team’s evidence and the decision it needs to make. It draws on the same questions behind the TA Operating System: where is the work getting stuck, what standard or decision is missing, and who can act? TA CentCom and Interview Evaluator show how I have approached particular operational and interviewer-development questions. Your team’s problem determines which questions matter.

Leave with a diagnosis and an initial roadmap

Based on the conversation and the material you can share, I will send a concise written assessment covering:

1. Working diagnosis: the constraint that appears most important and why.
2. Evidence and uncertainty: what supports the diagnosis, what remains untested, and which question could change the recommendation.
3. Initial roadmap: the decision to make now, the changes to test next, and any step worth removing, with a proposed owner for each. Where a hire is involved, it also names what the leader should check after the person joins.

This is for founders, People leaders, and Talent Acquisition leaders working through an active hiring decision. The roadmap reflects the evidence available. Where a conclusion needs more proof, it shows what to check before a wider change is planned.

Request an assessment

Send a short note with your company stage, what the team needs to accomplish in six months, the hiring decision that feels stuck, and your role in that decision. There is no need to send confidential candidate data in the first note. I will reply to confirm whether the assessment is the right starting point.