Dwayne Kerrigan

having these conversations and what their answers might look like.

And it's very like when you get into a panel interview, if you haven't done them, it's like very rapid fire because the other two people, if you have three, they're sitting there with their question waiting.

And so as soon as the next conversation is done, it's like, bam, there's another question.

It can be pressure.

Then you go through the final processes of a final interview or whatever.

And if you, depending on what the organizational chain of command is,

then it may just go up the ladder from there.

So oftentimes, we'll have a seven or eight step process in our companies, depending on the company and the business and the position that we're looking for.

I think that the more you do, the better you're off in vetting this person.

I think probably the last one would be scorecard.

How are you scoring these people?

How are you determining

whether or not they measure up against other candidates.

Do you have a scorecard in all of these steps and processes?

When you identify and get clarity in the role and get clarity on what the skills and culture is that you're looking for, how are you scoring this?

How are you determining that

that applicant A is better in certain areas than applicant B. And then I would really encourage people to, the scorecard thing is really powerful because you can also weight the different scorecards from a skill set, from a culture set, what skill sets, like most jobs have four or five skill sets.

How do you rank them?

where this really gets valuable is if you're doing this kind of ranking along the way, and you've got a, even let's just call it a four or five step process.

And these scorecards are being collected by other people who are involved in the hiring process.