My job is to find, assess, and bring in the right people who can make a real difference to the company. It starts with understanding what the team actually needs, not just the job description. I look at the current team dynamics, the skills gaps, and the culture to define the candidate screening process that works. Then I write role requirements that are honest and attractive, because if you oversell a position, you’ll lose people fast.
I use structured interviews to keep things fair and consistent. That means every candidate gets the same core questions, and we score them against a clear rubric. This reduces bias and helps me compare people objectively. I also rely on talent assessment tools, like situational judgment tests and work samples, to see how someone would actually perform. For example, for a sales role, I might ask them to prepare a mock pitch.
Here’s a quick look at how my screening funnel typically works:
| Stage | Activity | Approximate Pass Rate |
|---|
| Resume review | Keyword and experience match | 20% of applicants |
| Phone screen | Basic fit and motivation check | 50% of reviewed |
| Structured interview | Competency-based questions | 40% of phone screened |
| Talent assessment | Task or simulation | 70% of interviewed |
| Final decision | Feedback from panel and hiring manager | 1–2 candidates |
My job also involves salary negotiation and employer branding. I educate hiring managers about realistic salary ranges based on market data so we don’t waste time. And I work on the employer brand by making sure our job posts, social media, and career site reflect the real culture. I don’t just fill seats — I build teams that stay. Talent retention rate is a key metric I track, because if new hires leave within a year, something is broken in the process.
