Better Hiring Decisions: Define, Assess, Interview and Select
Best For
Managers, Mid-Level Leaders, Senior Leaders, HR, Talent Teams, Recruiters, and Hiring Teams
Hiring & Selection
Better Hiring Decisions: Define, Assess, Interview and Select
Many hiring problems begin before the first interview.
Managers are often under pressure to fill an open position while continuing to manage their everyday responsibilities. As a result, organizations may begin recruiting before clearly defining what the role actually requires, aligning key stakeholders, or agreeing on how candidates will be evaluated.
Better Hiring Decisions provides leaders and HR professionals with a practical framework for making more disciplined and objective talent decisions.
Participants learn how to define the ingredients of success for a role — Behaviors, Experience, Knowledge, and Competencies — distinguish between capabilities required on Day 1 and those that can be developed, identify potential behavioral risks, uncover the “unspoken” realities of the work environment, and establish meaningful evaluation criteria before candidates are interviewed.
The program also addresses how behavioral assessment information can be used to inform deeper, candidate-specific interview questions rather than relying exclusively on generic question banks or intuition.
The result is a more thoughtful approach to external hiring, internal selection, and promotion decisions.
Business Issue This Course Helps Solve
Organizations frequently invest considerable time and resources in recruiting candidates but spend far less time defining what will actually make someone successful in the position.
Hiring managers may rely heavily on the existing job description, past experience, interview impressions, or “gut feel.” At the same time, the hiring manager, their leader, HR, and other stakeholders may have very different expectations for the person entering the role.
This can result in:
Unclear or inconsistent hiring criteria
Misalignment among decision makers
Overreliance on resumes and interview impressions
Important behavioral requirements being overlooked
Bias entering the evaluation process
Interviewers independently evaluating different things
Development opportunities being confused with true selection requirements
Significant behavioral risks being discovered only after the person is hired
A stronger hiring process begins by defining what success actually requires before evaluating who should fill the role.
Your Instructor
Who Should Attend
This course is designed for:
Frontline Leaders
Managers
Mid-Level Leaders
Senior Leaders
Leaders of Leaders
HR / Talent Teams
Hiring Managers
Leaders involved in internal selection or promotion decisions
Delivery Options
Available Formats:
Instructor-Led Virtual
Instructor-Led In-Person
Private Team / Organization Session
The program can be delivered as a 3–4 hour course or expanded into a full-day workshop incorporating practical application using actual, representative positions within the organization. or integrating assessment-based behavioral interviewing techniques into the program.
Recommended Course Duration
3–4 Hours. Can be extended to full day (or 2 half days) to include behavioral interviewing or other customization options
Participant Outcomes
Participants will learn how to:
Define the four ingredients of role success: Behaviors, Experience, Knowledge, and Competencies
Identify the behaviors that are most important for success in a specific position
Distinguish between Day 1 requirements, developable capabilities, and significant behavioral risks
Identify the “unspoken” realities of the manager, team, culture, and work environment that can influence success
Gather objective input from the hiring manager, their leader, HR, and other key stakeholders
Build greater alignment around what the organization is actually seeking
Establish clear evaluation criteria before candidates are interviewed
Recognize how bias, likability, and “gut feel” can influence hiring decisions
Determine what information should come from resumes, interviews, assessments, references, and other selection methods
Use behavioral assessment findings to identify candidate-specific areas requiring deeper exploration
Conduct more disciplined candidate debriefs against predetermined role requirements
Apply the framework to external hiring, internal selection, and promotion decisions
Assessment / Other Details
A behavioral assessment is required for delivery of this program.
While not required, the program can be enhanced through Talent Authority's Position Insights solution, which helps organizations define the behavioral requirements of a position and evaluate candidates against those requirements.
When candidate assessment is incorporated, Talent Authority goes beyond standardized assessment-generated interview questions. We analyze the candidate's unique pattern of results against the specific behavioral requirements of the position and develop customized interview questions designed to explore strengths, potential risks, mismatches, and areas requiring additional evidence.
The evaluation criteria should remain consistent. The questions should be intelligent enough to change based on what is already known about the candidate.
Next Steps
Make Better Talent Decisions
Strong hiring decisions begin before the interview.
Talent Authority can help your leaders define what success requires, align decision makers, evaluate candidates more objectively, and conduct interviews that explore what matters most for the individual candidate and role.