Intensive workshop · People
Hiring on evidence
Why a pleasant conversation predicts so little, and what to ask for instead.
- Duration
- 4 hours
- Delivery
- On site · Virtual
- Participants
- From 6 to 18 participants
- Investment
- Request a quote
Investment depends on scope, number of participants and delivery mode. We prepare a proposal at no obligation.
The problem it solves
A bad hire rarely looks bad on the first day. The person is easy to talk to, answers fluently, and leaves everyone with the feeling that they will fit. That feeling carries more weight than anything else in the decision, and it predicts the actual work least of all.
The search usually starts late and in a hurry. Someone resigns, the work gets spread across whoever is left, and the hiring begins once the pressure has become unbearable. You interview whoever is available rather than whoever is needed, and the position gets filled because it had to be filled.
The bill arrives later, spread across places nobody adds up: training weeks that have to be run twice, a supervisor spending half the day correcting, a team quietly absorbing what the person does not do, and a departure that reopens the same vacancy with less patience than the first time.
What it covers
The workshop rebuilds the whole process around the roles the participants actually have open: what that position has to produce, what evidence would show that someone can produce it, and how that evidence is gathered before anyone signs.
The core work is turning requirements into tests. A structured interview is not a stiffer questionnaire; it is a conversation designed so that two different people, interviewing separately, reach comparable conclusions. From there the session covers past-behaviour questions, short exercises that show how someone thinks, reference checks that go further than confirming dates, and the probationary period understood as the final stage of selection rather than an administrative deadline that quietly expires.
Every organisation leaves with its own interview guide for the role it has open or about to open. No general template is handed out. What gets built is the instrument that company will use next month.
What participants learn
- Define a role by the results it has to produce, not by the profile you had in mind.
- Turn every requirement into observable evidence before the search opens.
- Run structured interviews that two interviewers can genuinely compare.
- Check references with questions that yield more than a confirmation of dates.
- Use the probationary period as the final stage of selection, with defined review points.
Agenda
- From the profile you wanted to the results the role has to produce
- What can be verified before hiring and what cannot
- Past-behaviour questions versus hypothetical ones
- Short exercises and work samples, used with judgement
- The structured interview and comparing notes between interviewers
- Likeability, similarity and first impressions: the biases that decide for you
- References: who to call, what to ask, and what to listen for
- Probation as the final stage of selection
What the organisation leaves with
- A structured interview guide for the role you currently have open.
- A list of the evidence required for each requirement, agreed before anyone is interviewed.
- A reference-check format with the questions that actually yield something.
- A probation plan with review points and written decision criteria.
Programme details
- Format
- Intensive workshop
- Also available as
- Workshop · Corporate training day
- Languages
- Español · English
- Includes
- Participant workbook
- Action plan
- Post-training resources
- Facilitation
- ALUD Consulting LLC — Global Business Transformation.
Who it is for
- Owners and directors who approve every hire
- Managers who interview without ever having been trained to
- Human Resources leads in small and mid-sized organisations
- Supervisors who receive the new hire and answer for their performance
Frequently asked questions
- Does this work if we hire two or three people a year?
- Yes, and in that case it matters more. Someone who hires rarely never accumulates practice, and on a small payroll each mistake weighs more. The material is worked on the positions you expect to open, however few they are.
- Will you help us find candidates?
- No. The workshop builds the criteria and the selection process; it is not a recruiting service and includes no candidate search. If that is what you need, it is worth contracting separately with someone who does it for a living.
- Does this eliminate bad hires?
- No. It removes the ones produced by a rushed or vague process. Some part of the judgement only becomes available once the person is working, which is why probation is treated here as part of selection and not as a date on a calendar.
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Read more →Request this programme
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Working this inside the organisation
If this challenge will not be settled in one session, ALUD Consulting LLC works it as consulting: management consulting, human resources, strategy, organisational design, leadership development and business transformation.