Recruiting
Hiring Executives
This collection of articles on hiring executives will take you through the process end-to-end: from how to plan your org chart, to sourcing, interviewing, Reference Checks, and closing the deal.
Overview of Executive Hiring
Hiring executives is a complex process that requires careful planning and execution. Companies need to identify their needs, define the role, and attract top talent. Effective executive hiring involves a thorough screening process, including evaluating candidates' skills, experience, and cultural fit.
How to Hire ExecutivesBrian goes through his end-to-end executive hiring process, which covers: Speak to subject matter experts [1–2 weeks] Choose the hiring committee [1–2 days] Draft mission/outcomes/competencies [1–2 weeks] Source candidates [2 weeks] Build the relationship [1 month] Evaluate candidates [1 month] Close them [1 month]
Assembling an Executive Leadership Team is Daunting — Let Thumbtack’s CEO HelpMacro goes through how to think through Job Descriptions for executives, how to structure the interview process, how to back-channel to assess skills, and how to present back-channel findings in a final meeting.
A Blueprint for Executive HiringJeff goes through the five stages of hiring executives: planning, working with candidates, referencing, figuring out Compensation, and making an offer.- Hiring 10x ExecsJonathan covers a number of tactics to help ensure the success of an executive hire: 1) Ask for the candidate's last 360 degree review 2) Lean in on outbound recruiting 3) Calibrate your quality bar by meeting other executives that are in similar roles
Interviewing Executives
Interviewing executives requires a different approach than interviewing other candidates. It's essential to ask open-ended questions that reveal a candidate's Leadership style, decision-making abilities, and strategic thinking. Interviewers should also assess a candidate's fit with the Company Culture and values.
Lessons from Keith Rabois Essay 2: How to Interview an ExecutiveKeith explains how to separate executives into value-creating or value-protecting, and then how to interview each.
Hiring Executives: If You’ve Never Done the Job, How Do You Hire Somebody Good?Ben covers 4 steps: creating the job profile, interviewing, referencing, and making a decision. He dives the deepest into the interview section, with a variety of example Interview Questions.
Reference Checks for Executives
Reference Checks are crucial for verifying a candidate's background and experience. When checking references for executives, it's essential to speak with former colleagues, peers, and subordinates to get a complete picture of the candidate's Leadership style and performance.
Executive Hires: The Case for Extreme ReferencingJosh recommends extreme referencing for evaluating executive candidates, as traditional Reference Checks are often insufficient. This involves spending 10-15 hours speaking to references to get an unbiased view of the candidate. The goal is to find people who can provide both positive and negative feedback by asking tough questions. References should include direct supervisors, peers, and reports from throughout the candidate's career. Questions should probe weaknesses, mistakes, how the candidate handles setbacks, and whether the reference would hire them again without hesitation. It's important to evaluate not just what is said but also what is not. Founders should be prepared to eliminate 50% of candidates based on references and consult experienced advisers when assessing the information.
Making Executive-Level Offers
Making an executive-level offer requires a thorough understanding of the candidate's Compensation expectations and the company's budget. The offer should be competitive, but also align with the company's values and culture. Negotiations should focus on creating a win-win situation for both the candidate and the company.
The Close: New Rules for Hiring Executive CandidatesDana Stalder and Jess Lee go through the process for closing an executive-level hire: always be selling, make it personal, go the extra mile, get smart with data and Compensations, and use your VCs.