There is no interview schedule template at your organization. Or maybe there is, and it isn’t working.
So you conduct interviews with candidates and they’re one big rambling mess.
You jump between questions meant to assess skills and culture fit, but the lack of structure makes it confusing for you (and the people trying to cobble together an answer).
There’s a better way. An effortless fix that’s been my hiring framework since I first Googled “phone interview template” and stumbled across Geoff Smart’s WHO method of hiring.
As I led a fast-growing team I became convinced of the power of this rigorous hiring system. And I’m here today to spread the gospel with my very own hiring manager’s guide to the WHO interview methodology.
Over nearly three decades, Smart and team have dug into data on hiring and reached a conclusion that shouldn’t come as a shock to any of us: most hiring managers don’t know what they’re doing.
The WHO method is a strategic, structured approach to interviewing that helps you identify not just candidates who meet the basic job requirements, but those who will thrive in your company’s culture and contribute to long-term success.
While this guide will do its best to cover all high-level concepts we recommend you check out the best-selling book, Who.
The WHO method is built around four key pillars:
Before posting a job, it's crucial to clearly define your expectations and what success in the role will look like.
Start by identifying the top five key outcomes you expect from the person in the position, such as "act as the primary contact for enterprise accounts" or "create and implement a marketing strategy."
After you've determined these key outcomes, describe what successful performance in the role would look like at the six-month and twelve-month marks.
This scorecard is broken down into:
The Scorecard acts as your compass through the hiring process. It aligns everyone involved in the hiring decision on what’s truly important for the role. Without a clear Scorecard, you risk making decisions based on gut feelings or superficial qualifications, leading to potential mismatches that can be costly in the long run.
Once your Scorecard is in place, the next step is finding candidates. Observe where your competitors post their job listings and take advantage of platforms like Indeed, LinkedIn, or Glassdoor to spread the word. Use social media and tap into your network for potential candidates.
Effective sourcing isn’t about attracting a large pool of applicants; it’s about attracting the right ones. By focusing on strategic sourcing methods, you increase your chances of finding candidates who not only have the skills you need but also align with your company’s culture and values.
The selection phase is the heart of the WHO method.
Smart advises against asking candidates hypothetical or abstract questions because these often lead to vague, theoretical answers. Instead of asking about their greatest strength, it's more effective to review the candidate’s past roles in detail. Discuss their accomplishments, mistakes, examples of successful collaboration, and how they exited each position. Pay close attention to their responses and ask for more details when necessary.
Follow-up questions are often where the most revealing information comes out. For instance, Smart recalls a candidate who initially said they left a job due to a disagreement with the CEO.
However, by asking a few probing follow-up questions like "Tell me more" or "What happened next?", Smart uncovered that the candidate had actually slapped the CEO before leaving. Such surprising details usually emerge only when you dig deeper beyond surface-level questions.
Here are the four types of interviews as outlined by the WHO hiring method.
A structured interview process minimizes bias and ensures consistency. By using the same set of questions and evaluation criteria for every candidate, you can make more objective comparisons and confident decisions.
After identifying your ideal candidate, the final step is to ensure they accept your offer. Selling the role and your company isn’t just about the salary package—it’s about demonstrating how the role aligns with the candidate’s personal and professional goals.
Closing the deal is critical. A strong sell ensures that your top choice is not only interested in joining your team but is also excited about the prospect. This reduces the likelihood of turnover and ensures a smooth transition into the role.
Let’s bring the WHO method to life with a real-world example. Imagine you’re hiring a Marketing Director for a rapidly growing tech startup.
The mission is clear: “Elevate the brand’s market presence and drive a 20% increase in new business within the first year.” The outcomes include launching a comprehensive content strategy, optimizing current marketing channels, and building a high-performing marketing team. The required competencies might include strategic thinking, leadership, and data-driven decision-making.
You leverage your network for referrals, reach out to a headhunter specializing in tech marketing, and post the job on industry-specific sites.
The process starts with a screening interview to assess the candidate’s basic qualifications and cultural fit using an asynchronous interview.
In the Who Interview, you explore the candidate’s past marketing campaigns, asking for detailed examples of both successes and failures. The Focused Interview allows different team members to assess the candidate’s strategic thinking, leadership style, and ability to work with data. Finally, reference checks validate the candidate’s past performance.
Once you’ve chosen your top candidate, you emphasize how this role aligns with their career goals, the significant impact they’ll have on the company, and the opportunities for growth within your rapidly expanding team.
By following the WHO method, you not only find the right candidate but also ensure they are eager to join your team and contribute to your company’s success.
Relying on gut instinct when hiring might lead to a few standout successes that make for great stories, but it won't deliver consistent, long-term results for your organization.
To ensure sustainable success, it's better to implement a structured hiring process and interview schedule like the WHO method, which focuses on getting the critical details right.
The 5 C's of interviewing include Competency, Character, Communication Skills, Culture Fit, and Career Direction. Competency involves having the necessary technical skills for the task, often assessed through technical evaluations during the interview.
To conduct an effective interview, start by making the applicant comfortable, such as by establishing rapport with a shared topic before diving into more challenging questions. Utilize open-ended questions to encourage detailed responses, listen more than you speak, take notes diligently, and be mindful of legal boundaries in questioning.
When giving an interview, it's advisable to arrive early, prepare a brief summary of your experience relevant to the position, listen attentively to each question, maintain a positive demeanor while avoiding negative remarks about previous employers, and be conscious of your body language and tone.
A good interview should begin with a friendly opening to make the candidate feel at ease, followed by proper introductions. Set clear expectations for the interview, treat it as a conversational exchange to gather essential information, and share your leadership philosophies. Finally, allow the candidate to ask their own questions.
