How to Build a Hiring Process That Finds Your Perfect Employee

Read Time: 3 minutes.

Every manager has a horror story about that one hire that seemed perfect but crashed and burned. Or the candidate who sailed through interviews but couldn't deliver. Or worst of all – the toxic high-performer who drove away three other team members before we figured it out.

Here's the thing: Most hiring processes are broken because they're built backward.

We focus on what's easy to see and measure (years of experience, technical skills, charisma) instead of what actually matters (judgment, motivation, values alignment).

Then we wonder why we keep making expensive mistakes.

After 20 years of building teams and helping other leaders do the same, here's what I've learned about hiring well.

Start With 20/20 Vision

Most job descriptions are wish lists disconnected from reality. Then they’re filled with jargon and legalese.

But people want a purpose, not just a paycheck.

Before you write a single word, answer these questions:

• What does success actually look like in this role after 6 months?

• What type of person has thrived in similar roles here?

• What problems do you need them to solve?

• What behaviors will help them succeed?

This clarity helps you spot the right person when they show up – and gives candidates a real picture of what they're signing up for.

Embrace The Race To "No"

The goal isn't to find someone who’ll say “Yes.” It's to build a system that gets the wrong people to say “No” as early in the process as possible.

And the best way they can say “No” is to never apply.

Your company should be magnetic. It should attract the right people. But to do that, it must repel the wrong ones.

Be explicit about your dealbreakers, be public about these behaviors, and look for stories within your company that show your culture in action. Make them feel it.

A single toxic hire can poison a great team. Being rigorous about filtering isn't mean – it's protecting your most important asset: The people you already have.

Values Trump Skills (Almost) Every Time

I once hired a brilliant engineer who checked every technical box but couldn't be bothered to collaborate. He lasted four months and set the team back six. Never again.

Skills can be taught. Values, judgment, and behavioral patterns are much harder to change. Sure, there's a baseline of competence needed, but after that, optimize for:

• Problem-solving approach

• A strong bias-for-action

• Learning velocity

• Values alignment

• Resilience

• Team fit

Real Work Is The Best Filter

Time is expensive for everyone. Design your hiring pipeline to identify wrong fits quickly before you waste hours in the final rounds.

Some techniques that work:

• Clear knockout criteria in programmatic screenings

• Values-based questions early

• Work sample tests that simulate real challenges

• Team interaction opportunities

• Reference checks that go beyond HR verification

You test for anything you add: How close is this to how we really work?

The best assessment is working with them.

Go Upstream for Talent

The best hires often come from relationships built before you need to hire.

Smart leaders:

• Maintain a list of 7-10 ideal hires for every role

• Build genuine connections with potential future candidates

• Stay in touch with "not right now but maybe later" people

• Create ways for people to engage with your team before applying

• Ask every good team member, “Who else should we know?"

Testing for What Matters

Instead of focusing on past accomplishments, design your process to reveal:

• How they think

• How they handle feedback

• How they approach problems

• How they treat others

• How they work best

Real-world tasks, team interactions, and behavioral questions reveal more than any resume review.

Learn and Adapt

No hiring process is perfect. Track what works:

• Monitor 1-year success rates

• Get feedback from new hires

• Study why great people leave

• Learn from every mis-hire

If you’re firing fast but not learning from those mistakes, chances are you’ll be doing it again soon.

And when word gets out, chances are it won’t be with as good talent.

The best people are always in demand.

The Bottom Line

Hiring the right talent is the highest leverage activity a leader can focus on. Bad hires aren't just expensive to replace – they damage morale, slow progress, and exhaust everyone around them.

They are subtraction through addition.

Make the investment to build a hiring process that actually works. Your future self (and team) will thank you.

Remember: The goal isn't to hire people who are great in interviews. It's to build a team that does great work together.

What You Missed

Did you miss this week’s Monday MGMT Minute? 

📌 Learn why you should only play games you’re uniquely suited to win.

What you missed from Dave on LinkedIn:

• 🚩 7 Predictable Mistakes Every Manager Makes (please share!)

• 9 Magnetic Leadership Skills (Anyone Can Master)

• How To Turn Critical Feedback Into Fuel For Growth

What you missed from Dave on X/Twitter:

• Stop Trying So Hard If You Want To Succeed

• 🧭 3 Tests To Confidently Assess Underperformers

• Stop Saying “Bring Me Solutions Not Problems”

What you missed from Marsden on LinkedIn:

• ✅ Nick Saban’s Honest Advice About Success (timeless!)

• 9 Leadership Habits To Start Building 

• Put The Team First, Not Just When It’s Easy

Our goal is to build a community of 1 million thoughtful, curious leaders. Your reposts on any or all of the above help others find us.  

Thank you for reading. Appreciate you!

Dave & Mar