5.2 Recruitment and Role Definition

Recruitment is not "HR's job"; it is Supply Chain Management for Talent.

Just as we do not accept defective components from a supplier, we do not accept low-performance talent into the organization. A bad hire is more damaging than a bad machine; a machine can be repaired or scrapped, but a bad hire spreads cultural rot, consumes management time, and lowers the team's standard.

The Golden Rule: We do not hire to fill a slot. We hire to raise the bar. Every new person must be better than the top 50% of the current team in their specific domain.

Defining the Output (The Scorecard)

Standard Job Descriptions (JDs) are useless because they list activities ("Responsible for managing sales") rather than outcomes ("Close $2M in ARR"). At Dannie.cc, we define roles using a Performance Scorecard.

Before recruiting, you must define the Mission and the Outcomes.

The Mission:

A single sentence describing the essence of the job.

• Example: "Build and stabilize the SMT process to achieve 99.8% First Pass Yield."

The Outcomes (The KPIs):

Define 3-5 specific, quantifiable goals for the first 12 months.

• Bad (Activity): "Write code for the new app."
• Good (Outcome): "Ship the v2.0 Firmware by Q3 with < 5 critical bugs."
• Bad (Activity): "Manage customer relationships."
• Good (Outcome): "Maintain Net Revenue Retention (NRR) of 110%."

Competencies:

List the specific traits required to achieve the outcomes (e.g., "High Agency," "Statistical Literacy," "Negotiation").

The Hiring Packet

You cannot start interviewing until the Hiring Packet is approved. This prevents "I'll know it when I see it" bias.

The Packet Must Include:

1. The Scorecard: (Mission + Outcomes).
2. The Search Strategy: Where do these people hang out? (Not just LinkedIn; think GitHub, specialized forums, competitor analysis).
3. The Practical Test: A work-sample task (see below).
4. The Interview Plan: Who tests what? (e.g., Alice tests Tech; Bob tests Culture).

The Selection Process

We filter ruthlessly at the top of the funnel to save expensive engineering time at the bottom.

Step 1: The Practical Test (The Filter)

Resumes lie; work samples do not. Before the final interview loop, every candidate must complete a practical task relevant to the role.

• Engineers: Code snippet review or architectural diagramming (Timeboxed: 2h).
• Sales: A mock discovery call or pitch deck.
• Ops: A data analysis simulation (Excel/Process flow).

Rule: If they refuse the test, they are a "No." A-Players enjoy showing off their craft.

Step 2: The Interview Loop

Do not ask generic questions ("What is your weakness?"). Assign a specific "Zone of Inquiry" to each interviewer.

• Interviewer A (Technical): Deep dive on skills. "How would you solve this specific physics problem?"
• Interviewer B (Career History): The "Topgrading" style chronological walk-through. Pattern matching for growth and grit.
• Interviewer C (The Bar Raiser): See below.

The Bar Raiser & Quality Control

To prevent "Panic Hiring" (lowering standards because we are desperate), every loop must include a Bar Raiser.

• Who: A senior leader outside the hiring team.
• Role: Neutral third party. They do not care if the position remains open. They only care about quality.
• Authority: Veto Power. Even if the Hiring Manager says "Yes," the Bar Raiser can say "No" if the candidate does not raise the talent density.

The Decision: Structured Debrief

We do not make decisions via email or casual chat. We hold a Debrief Meeting within 24 hours of the final interview.

The Protocol:

1. Blind Voting: Before the meeting, every interviewer submits a score (Strong No / No / Yes / Strong Yes) and written notes. This prevents "Groupthink."
2. Evidence Review: During the meeting, discuss data, not feelings.
   • Bad: "I liked him, he seems smart."
   • Good: "He identified the root cause of the SQL bottleneck in 5 minutes, but failed to explain the trade-off in latency."
3. The "Hell Yes" Rule: If there is not at least one "Strong Yes" (champion), the answer is "No." Lukewarm hires are future firings.

Reference Checks: Forensic Investigation

Most reference checks are useless formalities. We treat them as forensic investigations.

• Timing: Final stage only.
• Backchanneling: Try to find mutual connections who were not listed by the candidate.
• The Golden Question: "If you were starting a company with your own money today, would you hire this person for this role? Why or why not?"
• Listen for the Pause: If the reference hesitates, the answer is negative.

Final Checklist

Control Point	Requirement
Output Definition	Role defined by Outcomes (e.g., Yield %), not Activities.
Practical Test	Mandatory for all roles. No test, no hire.
The Bar Raiser	Must be involved. Has Veto Power.
Interview Focus	Structured. Each interviewer tests a specific competency.
Debrief	Blind Voting first. No "Groupthink."
Decision Logic	"Hell Yes" or "No." No compromises.
Reference Check	Must ask the "Golden Question."
Speed	A-Players are on the market for < 10 days. Move fast, but do not skip steps.