‘The whole process is a great way to see if someone will proactively ask for next steps instead of waiting for you to tell them. If they are not going to close their own job, it’s unlikely they will close deals for your business’ – Steli Efti, CEO and Co-Founder of Close.io NONO TION TTION T ALENT AALENT A SS SESSES SMENTSMENT 6. ASSIGN INTERNAL ROLES Pick who will be involved from your hiring team. Get separate people to a) score, b) assist the test takers, c) provide feedback to the candidate. Remember, avoid group thinking so keep your notes and thoughts to yourself. 7. IMPRESS THE CANDIDATE Make sure you tell the candidate early in the process and in clear terms what is expected and how the test process works (even that you will provide detailed and curt feedback). Hiring is a two-way street and you have to manage the candidate’s expectations and keep them happy and interested throughout the process. Continuously provide the candidates with feedback on how they are performing in tests and how they can improve. 8. ALWAYS IMPROVE After your hiring cycle ends make sure you analyse whether the test turned out to be a good predictor of performance and employee longevity. As the company passes through fundraising stages this data will become better and better. If correlation is low or negative, make changes to your test. 7979