The hiring process has failed you, and it's been failing managers since before 2002

I remember the first time I hired anyone; it felt like such a privilege. I remember writing the job description for my first hire (a graduate). I remember reading the CVs of the hopefuls that applied. I remember the interview process I went through. I remember really wanting to get the right hire; all eyes were on me as a new manager.

Luckily, I hired a superstar, Tim LeMaire. His effort and results gave my reputation as a manager a very welcome boost. Tim worked harder than anyone else in the entire company we worked in and went on to join me in the first company I started as my first hire. I don't remember the exact order of the following five hires, but I recall some were bad, and some were okay. I liked them all at the interview, but only Tim was great.

My hiring decisions in my early twenties were variable at best; I was okay at hiring and terrible at managing. I was lucky to hire a Tim.

My hiring process then looked like this:

• Write a job specification

• Have the job specification approved by senior management/budget holders

• Advertise Job

• Read CVs

• Interview 2 - 3 times, asking range of competency interview questions

• Offer

• Onboard

• Review after induction period (3 months)

This hiring process resulted in me hiring Tim and many other people I liked, who seemed promising in an interview but ultimately did not become one of the top performers in my organisation. This meant my team's results were average at best. I was working twice as hard as before, managing a team of 4 people, still doing my original job, but now training, developing and attempting to lead a team of 4 trainees. The hiring process failed me; if I had known then what I know now, I would have hired 4 Tims.

The hiring process I used in 2002 is pretty much precisely the standard hiring process used by all hiring managers, and it is failing them all.

Though I can't validate the quote, I do see the results of this every day. "Insanity is doing the same thing and expecting a different result," attributed to Einstein. Millions of managers every day are using the same techniques that have failed them, that failed me and expecting a different result.

There is a better way, a quick and straightforward framework, which results in each hire being exceptional and exceptionally well-suited to the position they are hired for.

The Master Hirer framework is the framework that we have used in Kite to win many national and international industry awards, delivering 98% hiring success and transforming the lives of managers who can build better quality teams and change their working lives.

We have extensively tested this framework, using elements in live mandates for every client, spending millions testing and evaluating technology, systems, methodologies and frameworks.

We discarded the elements that didn't work or were too time-consuming to use in a commercial environment.

What is left is a lean framework or process for hiring top performers that any manager can follow.