Strategic Recruitment, Selection, and Hiring

Most hiring starts when a seat is empty, which is the worst possible time. This workshop is about recruiting continuously and choosing on criteria rather than impressions.
Strategic Recruitment, Selection, and Hiring
A workshop on hiring planned rather than reactive: continuous recruiting, criteria set before interviews, structured interviews, and references.

Course record

Most hiring begins when someone leaves, which is the worst moment to be deciding who to hire. This workshop covers recruitment as a continuous activity rather than a scramble: where candidates come from before you need them, what you are selecting on, how to interview so the comparison is real, and how to check what a candidate tells you.

What the workshop covers

  • Continuous recruiting against the reactive hire. The difference between recruiting because a role is open and recruiting because a pipeline is a strategic asset, and the referral networks and centres of influence that keep one alive.
  • Criteria before candidates. Selection based on the company's values and on the competencies the role actually requires — decided before the first interview, so the interview tests something.
  • A structured interview. Planning the conversation, the kinds of questions that produce evidence rather than impressions, competency and results questioning, and scoring candidates against the same criteria.
  • The parts people skip. Reference checks, the red flags that appear when you look, the legal exposures in recruitment and interviewing, and managing diversity through the process rather than around it.

Who it suits

Owners and managers who hire several times a year, and HR leaders standardizing hiring across sites. It assumes roles that get filled more than once, which is most hiring in a growing operation. It pairs with Diversity and Inclusion in the Workplace, whose subject appears inside this one as a module, and with Effective Team Building once the hire lands.

What a manager leaves with

A defined set of criteria for a role they are hiring now, an interview structure that produces comparable evidence, and a scoring approach that survives a second interviewer disagreeing.

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