4.1 Recruitment and Role Definition

Recruitment is the process of defining, setting, and maintaining the quality bar for all talent entering the organization. It is not merely "hiring"; it is the strategic acquisition of specific skills required to execute the manufacturing mission. The process must be standardized, rigorous, and rooted in a clear definition of the role's output before a single candidate is interviewed.

4.1.1 The Preparation Mandate: Defining the Output

Hiring cannot begin until the role is defined by its outputs, not just its title. A generic job description leads to generic hires and operational misalignment.

The "Role Impact" Definition

Before opening a requisition, the hiring manager must define three operational horizons:

1. First Month (Ramp): What specific tools, safety protocols, and processes must they master? (e.g., "Complete IPC-A-610 training, learn MES navigation, pass ESD audit").
2. First Quarter (Contribution): What tangible value will they deliver? (e.g., "Take ownership of the Wave Solder process; reduce flux defects by 10%").
3. Steady State (Daily Execution): What does a successful day look like? (e.g., "Review SPC charts at 8:00 AM, lead morning standup, audit 5 workstations").

Metrics of Success

The job description must define the KPIs (Key Performance Indicators) the role is responsible for.

• Operator: Standard Work Adherence, Efficiency Rate, Zero Safety Incidents.
• Engineer: Cpk Improvement, CoPQ Reduction, NPI Cycle Time.

The Hiring Protocol

To eliminate bias and ensure technical competency, the interview process must follow a structured, multi-stage protocol.

The Standard Bar

• Uniformity: The quality bar for cultural fit and core competency must be standardized across all departments. A "Senior Engineer" in R&D must meet the same rigor as a "Senior Engineer" in Manufacturing.
• Panel Review: Candidates must be interviewed by a diverse panel (not just the hiring manager). This panel must include a Bar Raiser—an interviewer from a different team whose sole job is to assess cultural fit and general problem-solving ability, ensuring the candidate raises the average talent level of the company.

Skill Differentiation and Assessment

Interviews must be tailored to the specific nature of the work.

4.1.3 Rules for Hiring Managers

• "Hell Yes" or No: If the panel is undecided ("maybe"), the answer is No. Only hire candidates who generate enthusiastic consensus.
• Culture Add, Not Fit: Look for candidates who bring a missing perspective or skill that strengthens the team's blind spots, rather than just "fitting in" with the current group dynamic.
• Reference Checks: Conduct deep reference checks on final candidates, focusing on their reliability in a crisis and their ability to own mistakes.

Final Checklist