How We Recreated Our Interview Process and Job Analysis

When we first evaluated our hiring process, we realized that it needed improvement to balance efficiency with candidate experience. We wanted to ensure that our interview process was thorough but not excessive, and that work assignments were used appropriately. Here’s how we tackled these challenges and redefined our approach.




Reevaluating Our Interview Process

One of the biggest concerns we faced was the number of interviews required to make a hiring decision. Initially, our process involved multiple rounds that often felt repetitive. Candidates were meeting different team members, but the discussions lacked structure and often covered the same ground. We knew this needed to change.

After reviewing industry best practices, we settled on a three-stage process:

  1. Initial Screening – A phone or video call with HR to assess basic qualifications, interest, and cultural fit.

  2. Technical/Skills Assessment – A discussion with the hiring manager or a subject matter expert to evaluate job-specific skills.

  3. Final Interview – A panel or leadership-level discussion to confirm the candidate’s fit and finalize the hiring decision.

What We Learned

We discovered that having more than three interviews often led to candidate fatigue. Some applicants lost interest, while others viewed it as a sign of indecisiveness within the company. By consolidating interviews and ensuring each had a clear purpose, we streamlined the process without sacrificing quality.

We also improved internal coordination. Previously, different interviewers would ask overlapping questions, frustrating candidates. Now, we define clear goals for each round, ensuring that every interview provides new insights.

Rethinking Work Assignments

Another area we needed to address was the use of work assignments. We had been asking candidates to complete assessments, but we hadn’t always considered whether they were necessary or fair.

Our New Approach

We now ensure that work assignments are:

  • Directly relevant to the role. If the position involves technical, writing, or design skills, an assignment makes sense. If not, we skip it.

  • Reasonable in scope. Candidates should not spend more than 2-3 hours on unpaid tasks. If an assignment is more involved, we offer compensation.

  • Valuable for both sides. The task should provide us with a meaningful assessment while also giving candidates a realistic preview of the job.

Alternatives We Implemented

To further refine our approach, we introduced:

  • Paid Trial Projects for more in-depth assignments.

  • Live Case Studies where candidates solve problems during interviews.

  • Portfolio Reviews as an alternative to requesting new work.

The Results

Since revamping our hiring process, we’ve seen a significant improvement in candidate engagement and decision-making speed. Our interview structure is more efficient, and we’re able to assess candidates fairly without unnecessary delays or burdensome tasks. We’ve also received positive feedback from applicants who appreciate our transparency and respect for their time.

Hiring should be a two-way process—while we evaluate candidates, they are also evaluating us. By refining our approach, we’ve created a process that attracts top talent while maintaining the thoroughness we need to make great hiring decisions.

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