Hiring isn't a posting and a screen.It's a system - or it isn't one.

What we install

A structured intake that does not proceed until three things exist: the business outcome, the success definition, and the primary capability the hire must prove. The output is a role outcome document naming the result the hire must produce at 90 days, 6 months, and 12 months. Every interview question ties back to it.

What the step produces

The intake produces a one-page definition of winning: the outcome this role must impact, the capabilities that drive it, the deliverables that prove it. No search opens without it.

What this prevents

• “Cultural fit” hiring.
• JD-driven hiring.
• Hiring on resume fluency instead of outcome capacity.

What we install

A behavioral profile of the operator who can produce the outcome - not the resume profile. This is the difference between “10 years in banking” and “the kind of operator who’ll surface a credit problem 48 hours early instead of 48 hours late.”

What the step produces

The behavioral standard in writing - who this person must be when pressure hits - so “culture fit” stops being a feeling and starts being a test.

What this prevents

• Hiring people who match the past, not the future.

What we install

Evidence-based interviews built through Results-Based Interviewing™ - every question exists to make the candidate prove a capability, not describe a skill. Skills are labels. Capabilities create evidence. Plus reference patterns focused on observed actions, and assessment instruments calibrated to the role.

What the step produces

Every capability gets an evidence target and a prompt: “Walk me through the last time you had to do this - where did you start, what did you find, what did you change, and how did you know it worked?” Behind every prompt, two questions: why does this capability matter, and what business result is at risk without it?

What this prevents

• Smooth interviewers who fall apart on the job. Interview the skill and you get vague answers. Interview the capability and you get evidence.

What we install

A red-flag protocol - specific behaviors, gaps, or signals that disqualify regardless of how strong the rest of the candidate looks - and a drift protocol for the moment discipline usually dies: “Show me more candidates.” “I’m not sure yet.” “The VP should probably meet them too.” Those aren’t requests for more talent. They’re signals that clarity broke somewhere upstream. We name them and re-anchor the decision instead of restarting the search.

What the step produces

Written red-flag protocols with named owners. The exception that used to slide now needs a signature.

What we install

A weekly inspection rhythm during the search - every active req reviewed against the standard, every drift named, every decision documented. Every piece of interview feedback must answer five things: the capability evaluated, the evidence heard, the risk, the business impact, and a recommendation. “I liked them” is not feedback. This is Monday Morning Implementation™ applied to hiring.

What the step produces

The debrief turns reaction into evidence. “I liked them” gets a follow-up: what did they say that demonstrated the capability? Interview creep - “one more interview,” “the VP should probably meet them” - gets stopped by protocol. The decision confirms the definition of winning, or names exactly why not.

What this prevents

• Decisions made in private DMs.
• “Just this once” exceptions that become the new normal.

What we install

A 90-day post-hire integration check. We don’t disappear at the offer. We re-engage at days 30, 60, and 90 to surface drift early - before it becomes a culture problem, before it becomes a firing decision, before it becomes a turnover statistic.

What the step produces

Measured at 30, 60, and 90 days against the definition set at intake. If the first five steps held, this one is arithmetic.