What’s Wrong with Hiring Processes


Level of experience and roles I’m after:
I’m a 27-year veteran of design, open to Senior+ move-the-needle positions for companies under 500-ish people with a gap in design leadership for their small design team.


What kinds of things are you looking for?
I’m measuring every role on its potential for impact on outcomes. I want to move people to improve the company that wants to improve humanity. If I sniff that it’s about output or production or sales, I’m out. Recently, I talked to a company whose mission it is to improve women’s life during menopause—incredible.


What do you feel is missing?
Shortcuts, shorter total processes, and better finishing.



If you’re hiring, consider these pieces of advice.


1. Put in the work to be specific. We should be able to shortcut to get what we want on both sides of the table. I feel like companies cast a wide net and then struggle to handle the weight of all those who have applied. Comp, for example. While I’ve found a decent enough way to introduce them to Colorado’s laws, you can still feel people’s apprehension. Or years of experience. Do you really want candidates with 2-12 years experience?


2. When you’re hiring, make it snappy. The last time I hired, it took me two weeks. But for some reason, it seems the standard for hiring processes are ridiculously long and unnecessarily complex, especially for large companies—and it can be especially hard for those applying for high-level positions. Multiple times, I’ve spent months discussing a role after they claimed they were in a hurry. In an effort to help, I’ve started offering consulting as an option to transition. 


3. Make ghosting illegal. The stories are nightmarish—I’ve had companies completely disappear after I had spent 40 hours in their interviewing process, and was “in their top 2 candidates.” I’ve had people literally cancel and never return a single message. It’s not just disingenuous or rude—it’s unethical.

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