Got off the phone with a candidate yesterday. They were late to our interview. Didn’t really know what our company did. The role had some analytical needs and they offered up the fact that they couldn’t build pivot tables.

Recruiting is hard!

There should be a whole show dedicated to candidate interview experiences. On both sides of the table. They’re that wild. And yet some of my most treasured startup memories. Random collisions with humanity that can dip, duck, and dive in a million different directions.

There was the candidate that stole my phone charger. It was by accident, but c’mon.

The trainee who, upon getting the thumbs down from the trainer (our Founder), decided to deliver the news on the spot in the middle of the phone screen that the candidate wasn’t moving to the next round.

I mean I could go all day!

Less understood is the fact that recruiting new candidates to your startup is a sales process. Yes, it’s filled with a host of painful pointless initial conversations with people that don’t even know why they’re there. But still interview for some reason? The truth is that everyone, eventually, is in Sales. Especially hiring managers.

The interview stories aren’t the most important part even if they’re the most fun. You’re going to get those regardless. The key is to run an effective internal sales process to make sure you’re ready to close some deals…or people.

There’s 4 things you’ve got to have ready to go. Just 4!

• Candidate Pool & Outreach
• Shared Compensation Parameters
• Efficient Interview Process
• Quick Closing Process

Outreach & Candidate Pool
You know all those companies who put their foot in their mouth by saying “we hire the most qualified people” but have a bunch of dudes on their team? They’re not running a very good process! If you want to build a strong team, work with your recruiters to make sure there is a broad & balanced outreach program that distributes the candidate pool across backgrounds & skills that can match the needs of a role. A critical place to start.

Shared Compensation Parameters
Next is the area that gets screwed up the most. Are there multiple levels of people that could fill this role? Or is it a single level of experience coupled with comp parameters that have a firm upper limit? You need to get a feel for that as the hiring manager before you go out and get someone all the way through an interview process with mismanaged compensation expectations. Knowing up front what you can afford helps get you to a quicker close with qualified candidates and…a happier Finance department.

Efficient Interview Process
Don’t dawdle! It’s competitive out there! There should be no more than 4 steps to your interview process: Recruiter screen > Manager screen > On site interview > Offer. If you’ve got two on sites or an additional step in there do you really need it? You’re probably too s-l-o-w. Bonus points if you can get through the whole process in <2 weeks. Speed kills!

Quick Closing Process
Are interviews finishing on Thursdays and offers going out on Mondays? What’s the hold up? Once the team has consensus on bringing a candidate on board, make sure as the hiring manager your HR team is getting on the phone ASAP to make that a reality! They’re excited and imagining their new lives on your team. What are you waiting for? They should know the comp and they know the role. Have everyone on the team who’s interviewed them send over a note saying they’re excited to work with them. Sign them!

In closing? The internal legwork is critical. Great candidates appreciate an operation that looks organized too.  Make sure your process is well understood by you the hiring manager, HR, and any other piece of the business recruiting touches. Especially Finance. Move as fast as possible! Your team’s growth depends on it.