How to Hire Top-Tier Talent for Your Business Every Single Time
Hiring the right talent can be one of the most impactful decisions you make as a business owner.
The right team members can help drive your business forward, boost productivity, and even free up your time to focus on growth and strategy.
But finding and hiring the right person for the job isn’t always straightforward. It requires a clear understanding of your needs, a well-defined process, and careful consideration of both skills and cultural fit.
In this guide, we’ll walk you through a proven process to help you hire top-tier talent for your business every single time.
Whether you’re bringing on full-time employees or contractors, these steps will provide you with a framework to ensure that your new hires are not only technically qualified but also aligned with your company’s values and vision.
Note: Some sections of this article, such as setting up benefits and long-term growth opportunities, are more applicable to full-time employees and may be adjusted or skipped when hiring contractors.
1. Identify the need
Before you can hire the right person for your team, you need to clearly understand what role(s) you need to fill.
Here are a few questions you can ask yourself to figure that out:
What does the next level look like?
Let’s say your agency is at 20 clients now. Based on your team’s capacity, how many team members do you have in each role now, and how many will you need when you reach 25 clients? 30 clients? 50 clients?
An easy way to visualize this is by creating an Accountability Chart (a tool from Gino Wickman’s book Traction).
Instead of an org[anization] chart that lists names, an Accountability Chart lists all the roles in your business (and the name of the person responsible for the role). Unlike an org chart where each person can only have one role, in an Accountability Chart, the same person can be listed under multiple roles.
What’s taking up most of your time?
Another way to identify who to hire is to take a look at your own workload. In the Accountability Chart you created, how many roles list your name?
Of all of these, what’s taking up the most of your time, is least in your zone of genius, or that you just don’t have the capacity to continue doing?
As the business owner, your time should ideally be spent on activities that drive growth, like sales and strategic planning. If you find that client work, administrative tasks, bookkeeping, or managing your team/projects is consuming most of your time, it might be time to hire someone to take over those tasks so you can focus on scaling your business.
What’s out of your zone of genius?
Sometimes you hire someone in your zone of genius and train them on your way of doing things. For example, with client work – you might be a marketing agency owner with a specific way of doing Facebook ads. You hire someone and train them on your process and methodologies so they can deliver the same high-quality results to your clients.
But sometimes, your business has a need that falls outside your zone of genius.
Maybe you’ve built a great team and some solid processes and you need to turn up sales, but sales isn’t your strong suit. You might need a sales consultant.
Or maybe you’ve built a team but your business is chaotic and you’re afraid if you keep bringing on new clients, the business will fall apart. You might need a Fractional COO.
Hiring someone with expertise in areas you’re weaker in allows you to gain new skills or focus on your strengths while they handle the rest.
2. Nail down your budget
Now you know who to hire. The second question is: How much can you pay them?
For this step, you’ll need to do more than market research for the going rate of this role (though that’s also important).
You’ll need to take a close look at your business's cash flow to see how much money is coming in vs. going out each month. Knowing your cash flow and financial projections will help you determine if you can afford the new hire and how that hire will impact your business.
If the role is directly tied to client delivery, you need to ensure that, given your current business model, bringing someone on will be profitable (i.e. the revenue they generate exceeds their cost to the business).
For roles that aren’t directly revenue-generating (marketing, operations, etc.), it’s about ensuring that your business can support the position in the long term, even in the slow months.
Remember: hiring is an investment, not just an expense.
As you set your hiring budget, consider both the immediate costs and the long-term value that this role will bring to your business. If the numbers don’t quite add up yet, you might need to revisit your growth plan or explore other ways to increase your revenue before expanding your team.
By being thorough in this step, you’re setting yourself up for a successful and sustainable hire that contributes positively to your business’s future.
3. Define the role
Before you start posting job openings, it's crucial to clearly define the role you want to fill.
This isn't just about listing tasks; it's about ensuring that the person who steps into this role is a perfect fit for your company’s culture and long-term vision.
First, take a moment to define your company’s core values if you haven’t already. These values are the foundation of your business culture and should be non-negotiable when it comes to hiring.
When you know what your company stands for, it’s easier to find team members who align with those principles.
For example, one of our core values here at Unbusy is “Client success first.” So in our interview process, we ask targeted scenario-based questions to determine how someone would behave in different client situations. Would they always put the client’s success first? If not, then they’re not the right fit for our team.
Once your core values are established, you can begin crafting a job description that reflects not only the responsibilities of the role but also the cultural fit you’re looking for.
A well-rounded job description should include:
Company Overview: Start with a brief introduction about your company, highlighting your mission, vision, and the core values that drive your business.
Role Overview: Give a high-level summary of the role, including how it fits within the team and contributes to the company's goals.
Specific Responsibilities: List the key tasks and duties that the role entails. Be as specific as possible to set clear expectations.
Goals/KPIs: Define what success looks like in this role by outlining the key performance indicators (KPIs) or goals they’ll be responsible for achieving (like 30/60/90 day expectations).
Skills and Qualifications: Detail the required and preferred skills, experiences, and qualifications needed for the role (both required and nice-to-haves).
Compensation and Benefits: Provide information on the salary range, benefits, and any other perks your company offers.
By clearly defining the role and tying it to your company’s core values, you set the stage for finding a candidate who isn’t just qualified for the job but is also a great fit for your business.
4. Get candidates
Once you’ve defined the role, it’s time to attract the right candidates. You don’t just want to post and ghost.
Sometimes that works. But oftentimes, you’ll want to take a multi-pronged approach to get your listing in front of as many people as possible.
Post the job on relevant platforms
Start by posting your job opening on platforms where your ideal candidates are likely to be searching. Standard options include LinkedIn, Indeed, and Monster, but don’t stop there.
Look for industry-specific job boards and communities where you can reach professionals with the skills and experience you need. For instance, platforms like Growth Collective for marketing professionals or community forums like Plotly’s for data science experts can be valuable.
To ensure your job listing attracts the right candidates, use keywords that your ideal hire would likely search for. Instead of generic terms like “Marketing Manager,” use more specific titles like “Content Marketing Strategist” or “Digital Marketing Lead.”
Include key skills and software proficiency in the description, like “HubSpot certified” or “Google Analytics expert,” to narrow down the pool to those with the exact expertise you need.
Ask for referrals
Referrals are one of the most effective ways to find top-tier talent. Here’s how to approach this:
From your current team (internal): Tap into your existing team’s networks. Your current employees likely know others in the industry who would be a good fit. Encourage them to refer candidates by offering a referral bonus or other incentives.
From your social network: Share the job opening on your personal LinkedIn profile or within any social communities you’re part of. You’d be surprised at how effective this can be for spreading the word. Here’s a quick template you can use:
Exciting news! We’re expanding our team at [COMPANY NAME] and looking for a talented [ROLE]. If you know someone who’s a great fit, feel free to send them our way! [LINK TO PUBLIC JOB LISTING]Cold DM'ing on LinkedIn: Reach out directly to professionals in the industry or with the same job title you’re hiring for. This approach allows you to tap into other people’s networks in the industry and connect with potential candidates who may not be actively job searching but could be open to new opportunities. Here’s a simple script to help you get started:
Hi [NAME],
I’m currently looking to fill a [JOB TITLE] role at [COMPANY NAME], and your background in [INDUSTRY/FIELD] caught my eye.
I was wondering if you might know someone who would be a great fit for this position. We’re looking for someone with [SPECIFIC SKILLS/EXPERIENCE], and I thought your network might include the right person.
As a thank you for any successful referral, we’re offering a referral bonus of [AMOUNT/INCENTIVE]. If anyone comes to mind, I’d really appreciate the recommendation.
Thanks for your time, and have a great day!
Best,
[YOUR NAME]
Work with recruiters
For specialized or technical roles, partnering with a recruiter can be a strategic move. At Unbusy, we’ve found that working with recruiters is particularly effective for roles that require specific expertise, like actuaries, software developers, or data scientists.
Recruiters bring several advantages to the table: they can tap into a broad network of candidates, often finding talent that isn’t actively job hunting. They also streamline the hiring process by pre-screening candidates, so you only spend your time interviewing the most qualified individuals.
However, it’s important to note that working with recruiters can be expensive. Typically, recruiter fees range from 15% to 30% of the new hire’s first-year salary. This can be a significant investment, especially for higher-level or technical roles.
If you’re looking for more cost-effective options, you might consider platforms like Somewhere, which specialize in recruiting overseas talent at lower rates. These platforms can provide high-quality candidates at a fraction of the cost, making them a viable option for businesses that want to expand their full-time team without breaking the bank.
5. Screen candidates
Once you’ve attracted a pool of potential candidates, the next step is to screen them to ensure that only the best-fit individuals move forward in the hiring process.
In our process, the stages of screening include:
Application screening
The first stage is to sift through the applications you’ve received. At this point, you’re looking for red flags that would disqualify a candidate from consideration:
Overly broad or vague descriptions of past roles: If a candidate lists roles and responsibilities in a way that lacks specificity, it might suggest they didn’t have a significant impact in those positions or are trying to cover up a lack of experience.
Frequent job changes without clear advancement: While moving jobs isn’t inherently negative, seeing a pattern of frequent changes without clear reasons for growth or advancement can be a red flag, indicating potential issues with commitment or adaptability.
Inconsistent or poorly formatted resume: A resume with inconsistent formatting, errors, or a lack of attention to detail can suggest a lack of professionalism or care, which might translate into their work.
Overemphasis on soft skills without evidence of hard skills: If a candidate emphasizes soft skills like “team player” or “great communicator” without providing evidence of the hard skills required for the role, it might indicate they’re lacking in the technical areas necessary for the job.
By filtering out candidates who don’t meet your basic criteria, you can focus your time and energy on those who are more likely to be a good fit.
Interview screening
Next, we like to conduct initial interviews to gauge whether the candidates who made it through the application stage are worth moving forward.
These interviews can be brief, typically lasting between 15 to 30 minutes. The goal here is to assess at a high level:
Reliability: Do they show up on time and prepared for the interview? Do they have specific questions that indicate they researched the role/company?
Communication skills: Does the candidate express themselves clearly and confidently?
Cultural fit: Do their values and personality align with your company’s culture?
Technical competence: Can they answer job-specific questions effectively? (For technical roles, we like to ask 3-5 basic questions that the right candidates should know. If they can’t answer these questions, they don’t get passed on to the rest of the hiring team.)
Core values screening
To go a step further in ensuring alignment with your company culture, it’s crucial to screen candidates against your core values. This can be done by sending them your written core values and asking them to reflect on how they align with those principles.
This step often acts as a filter, as candidates who don’t resonate with your values may self-select out of the process.
The purpose of this stage is to ensure that the candidates who do move forward are not only capable but are also genuinely excited about working in an environment that reflects your company’s culture.
This helps avoid future conflicts and ensures a more cohesive team dynamic.
Skills screening
(This step can be done at the same time as the core values screening.)
The final stage of the screening process involves assessing the candidate’s practical abilities through a skills test or assignment. Depending on the role, this could be a technical problem to solve, a scenario-based exercise, or a task that simulates what they would be doing on the job.
The skills screening should be challenging enough to test their capabilities but also realistic in terms of what the role demands.
Depending on the complexity and time required, you may consider offering this as a paid assessment. This not only respects the candidate’s time but also sets a positive tone for the potential working relationship.
6. Interview candidates
By this stage, you should have a shortlist of candidates who not only meet the technical requirements of the role but also self-align with your company’s core values.
The interview process is your opportunity to dive deeper into their cultural fit and how they might contribute to your team.
Focus on cultural fit with scenario-based questions
Craft interview questions that are rooted in your company’s core values. These should be scenario-based questions designed to assess how candidates would handle specific situations they might encounter in your business.
I shared an example above about one of our core values here at Unbusy: “Client success first.”
Another core value of ours is “Ask the question.”
This value is all about curiosity and problem solving. So we might ask a candidate about a time they had to dig deep to get to the root of a problem.
For example, “Can you describe a time when you identified a problem that others overlooked? What steps did you take to address it, and what was the outcome?”
Their response gives insight into their ability to think critically and proactively address challenges, which is crucial in our work here at Unbusy.
Involve your team
Depending on the size of your team, you may want to have candidates meet with 3-4 team members during the interview process.
This not only provides multiple perspectives on the candidate but also gives the candidate a better sense of your team dynamic.
Each interviewer can focus on different core values or aspects of the role, ensuring a well-rounded evaluation.
Evaluate their responses and make a decision
After each interview, it’s crucial that everyone involved in the process makes a clear decision on how they think the company should proceed.
Encourage interviewers to categorize their decision into one of four options: “Definitely don’t hire,” “Don’t hire,” “Hire,” or “Definitely hire.” This approach ensures that every team member's opinion is clear and actionable, leaving no room for neutral or uncertain feedback.
To facilitate this process, it’s helpful to use a standardized interview template that all interviewers can use to take notes. This template should include all the core values questions, as well as sections for documenting the candidate's responses, interview summary, decision, and any observations related to cultural fit and technical skills.
Having a consistent format helps ensure that feedback is thorough and comparable across different interviewers.
Find your right fit
After completing the interview process, it’s time to decide which candidate is the best fit for your team.
At Unbusy, we use an approach inspired by Amazon’s Bar Raiser process to ensure that we’re not just filling a role but enhancing our clients’ teams with top-tier talent.
Here’s how it works:
Debrief Call: Once all interviews are completed for a candidate, we schedule a debrief call with everyone involved in the hiring process. This is a crucial step where each team member brings their notes, along with their initial decision—whether they think the candidate should be hired or not.
Collaborative Review: During the debrief, we start by reviewing each team member's feedback. This includes reading each other's notes and understanding the reasons behind everyone’s decisions. This collaborative approach allows team members to reconsider their initial decisions in light of new insights from their colleagues.
The Bar Raiser Question: The core of this process is answering one critical question: Does this candidate raise the bar for the current team? We’re not just looking for someone who can do the job; we’re looking for someone who can bring something new and valuable to the table, elevating the entire team.
Decision Making: After the discussion, we reach a consensus on whether the candidate is a good fit. The goal is to ensure that the person we bring on board will contribute positively to the company culture, add unique skills or perspectives, and ultimately drive the business forward.
By using this method, you’re not just hiring someone who meets the technical requirements of the role. You’re making a strategic decision to bring in talent that will continuously push your team and business to new heights.
7. Make the offer
Once you’ve found the right candidate, it’s time to make it official with a job offer. But before you do that, there are a couple of steps to ensure you’re making the best possible decision.
Check references
Ask for 2-3 professional references from the candidate, ideally from former supervisors or colleagues who can speak to their skills and work ethic.
A reference check is an opportunity to confirm the candidate’s strengths and get insights into any potential areas for growth.
Here’s an email template you can use to request references:
Subject: Reference Check for [CANDIDATE’S NAME]
Hi [REFERENCE NAME],
We’re currently in the final stages of hiring for a [ROLE] at [COMPANY NAME], and [CANDIDATE NAME] has provided your name as a reference.
We would greatly appreciate the opportunity to discuss your experience working with [CANDIDATE NAME]. Would you mind scheduling a brief call with [REFERENCE CHECKER] at this link: [LINK]
Thank you for your assistance and for contributing to our hiring process. We look forward to your valuable insights!
Best,
[YOUR NAME]
Make the offer
After the reference checks come back positively, it’s time to make the offer. When crafting your offer, aim to be generous while staying within your budget.
Remember, this isn’t just about salary—it’s about creating a total compensation package that reflects the value the candidate will bring to your company.
Consider including:
Base salary: Offer a competitive salary that aligns with market rates for the role and the candidate’s experience.
Benefits: Highlight health insurance, retirement plans, paid time off, and any other perks your company offers.
Bonus structure: If applicable, outline any performance-based bonuses or profit-sharing opportunities.
Growth opportunities: Mention any professional development opportunities, such as training, certifications, or career advancement paths.
Craft the offer letter with care, making sure to clearly outline all the details of the compensation package.
This is your chance to set a positive tone for the candidate’s future with your company, so be sure to express your enthusiasm about them joining the team.
Hiring the right talent is just the beginning
Hiring the right people isn’t just about filling roles—it’s about building a team that can drive your business forward and help you achieve your vision.
By following a structured hiring process, you can ensure that each new hire is not only a technical fit but also a cultural asset who adds unique value to your team.
But remember, hiring doesn’t stop once the offer is accepted. The next critical step is to ensure that your new team members get started on the right track with a well-thought-out onboarding and training process.
This sets the foundation for their success and, by extension, the success of your business. A comprehensive onboarding process helps new hires integrate smoothly into your team, understand their responsibilities clearly, and begin contributing effectively from day one.
As you continue to grow and evolve your business, keep refining your hiring process to align with your long-term goals. And if you’re finding that hiring the right talent or managing the operational aspects of your business is becoming overwhelming, consider bringing on a Fractional COO to provide expert guidance and support.
The right team can transform your business, and with the right process, you can ensure that every hire is a step towards building the future you envision.