10 questions. No email required. Instant results with a plain-language summary and a specific recommended next step for your organization.
10
Questions
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Question 1 of 10
When your organization has an open position, how do you typically define what you are looking for?
We reuse an old job description or post something quickly based on what we think we need.
Early Stage
We update an existing job description with current requirements and some discussion of the role.
Developing
We define the behavioral profile of success in this role before we write a single word of the job description.
Advanced
1 / 10
Question 2 of 10
How does your organization conduct interviews?
Conversations that vary by interviewer — we ask what feels relevant in the moment.
Early Stage
We have a general list of questions we try to get through consistently.
Developing
Structured behavioral interviews with scored rubrics, designed to surface specific behavioral dimensions.
Advanced
2 / 10
Question 3 of 10
When you think about your best hire in the last three years, can you articulate what specifically made them successful beyond their technical skills?
Not specifically — they were a good fit but I couldn't put my finger on exactly why.
Early Stage
Somewhat — they had a strong work ethic and good attitude, but it's hard to be more specific than that.
Developing
Yes — I can name the specific behavioral qualities that made them perform and I actively looked for those in the hiring process.
Advanced
3 / 10
Question 4 of 10
How do you handle the gap between who someone presents as in an interview and who they actually are on the job?
We deal with it after they start — some people just aren't what they seemed.
Early Stage
We check references carefully and try to detect inconsistencies in the interview.
Developing
We use behavioral assessment tools and structured techniques designed specifically to get past interview performance to actual behavioral patterns.
Advanced
4 / 10
Question 5 of 10
How do you measure the success of a hire after they have been on the job for 90 days?
Informally — we notice if things are going well or not and address issues as they arise.
Early Stage
We have a review at 90 days, but it's mostly a conversation without specific benchmarks.
Developing
We set specific behavioral and performance expectations at hire and measure against them at 30, 60, and 90 days.
Advanced
5 / 10
Question 6 of 10
When a hire does not work out, what does your organization do with that information?
We move on and fill the position again — bad hires happen.
Early Stage
We discuss what went wrong informally and try to do better next time.
Developing
We conduct a structured post-hire analysis that identifies where in the hiring process the failure point occurred and adjusts our process accordingly.
Advanced
6 / 10
Question 7 of 10
How consistent is your hiring process across different managers and departments in your organization?
Each manager hires their own way — it varies significantly across the organization.
Early Stage
There are general guidelines but managers have significant latitude in how they apply them.
Developing
We have a consistent hiring architecture with defined stages and evaluation criteria that applies organization-wide, regardless of manager or role.
Advanced
7 / 10
Question 8 of 10
How do you think about the relationship between candidate culture fit and measurable behavioral qualities?
Culture fit is a gut feeling — if they seem like they'd fit in, that counts for a lot.
Early Stage
We try to balance both, but culture fit is hard to define so we rely on experience and instinct.
Developing
We have defined what our culture actually requires behaviorally, and we assess candidates against those specific behavioral requirements rather than a vague sense of fit.
Advanced
8 / 10
Question 9 of 10
How does your onboarding process connect to the hiring process?
Onboarding is handled by HR and is mostly paperwork and orientation — hiring is a separate process.
Early Stage
The hiring manager is involved in onboarding but there's no formal handoff of what was learned during the hiring process.
Developing
What we learned about the candidate in the hiring process directly informs how we onboard them — including what to watch for and what support they'll need in the first 90 days.
Advanced
9 / 10
Question 10 of 10
How would you honestly describe your organization's relationship to its hiring process right now?
We hire when we need to and figure it out as we go — it's mostly reactive.
Early Stage
We have a process but we know it has gaps and we don't always follow it consistently.
Developing
Hiring is treated as a strategic organizational function with defined processes, consistent application, and ongoing improvement based on outcome data.