This document summarizes a webinar about how to hire and empower managers. It discusses structured hiring processes for managers, including defining role requirements, building a candidate pipeline, and conducting interviews using scorecards. It also covers how managers can create a culture of feedback by requesting it themselves, giving specific positive and negative feedback, and avoiding common mistakes like infrequent conversations. The fireside chat featured the CEO of Lattice discussing how to define company priorities for managers, understand their goals, and develop feedback processes.
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Webinar Tips
● You can connect to audio
using your computer’s
microphone and speakers
or, you may select “Use
Telephone”after joining
the Webinar
● All lines will be muted to
avoid background noise
● You can ask questions at
any time by typing them
into the Questions Panel
GLASSDOOR
4. AGENDA
- How to hire managers
- Empowering
managers to succeed
- Fireside Chat
- Live Q&A
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Today’s Speakers
Kristen Hayward
VP of Recruiting
Hustle
Elliot Epstein
Head of People Operations
Knotel
Jack Altman
Co-Founder and CEO
Lattice
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What is Structured Hiring?
Structured hiring is an approach to hiring that starts the first time the role
is defined and continues until a hiring decision is made. The core tenets of
the approach are:
● The ideal candidate is defined by the business objectives of the job
● A deliberate process and rubric is used to assess all candidates
● Hiring decisions are based on data and evidence
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Structured Hiring in Practice
1. Hiring manager creates 30 - 60 - 90 - 180 day plan for new hire
2. Align - Role Kick off
3. Build Pipeline
4. Interview
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Design & Align - Role Design
- 30-60-90-180 Day Plan
- Success Measurements
- ROI on hire
- Kick off to align
- Identify success drivers for scorecards &
candidate profile
- Understand diversity gaps to drive Lead
Generation Strategy
- Align on what Recruiting Partner & Hiring
Partner can each own to be successful
LATTICE
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Build Your
Pipeline
- Ask IC for manager leads
- Ask business partners for manager leads
- Industry specific networking groups
- Networking groups supporting Diverse
Slate approach
- Use Boolean Logic for sourcing
- Allows you to take a search engine similar to
LinkedIn but providing more effective results
by narrowing your results
- Example:
- Look for companies on the Best Companies
to Work
LATTICE
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Interview
Process
- Pre-onsite Screening
- Hiring Manager & Candidate phone call
- Pre-brief with Interviewers
- Sync with all interviewers to align on drivers
- Candidate experience reminders
- Onsite Interviews
- Five in-person interviews
- Debrief with Interviewers
- Round-up post interview
- Offer
- Extend offer to the right candidate
LATTICE
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Interview Kits &
Scorecards
Interview Prep:
- Reminders on Bias
- What are we testing for?
- Leadership
- Company Values alignment
- Role Specific Fit
- Long-term potential
- Who should test it?
- Managers should meet with 5 people
- Direct manager
- 1 peer to themselves
- 2 peers to their manager
- 1 skip-level manager
- How should we test it?
- Interview questions & case studies
Scorecard:
- Success Drivers
- Targeted questions to drive reflection
- Overall work rating
LATTICE
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Managers set the example
Have managers show willingness for feedback by
requesting it from their teams. Managers should:
Respond with humility
Approach conversations without assumptions
Never stop listening
LATTICE
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Give specific feedback
LATTICE
Positive
“Great job!”
Negative
“This was wrong”
Reinforce behavior
“I really appreciated that
approach, keep it up!”
Diminish a behavior
“Next time do less of X
and more of Y”
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How to share feedback
1. Schedule conversations
2. Utilize structured 1:1s
3. Check in with updates
4. Close the loop in writing
LATTICE
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“When my team succeeds it’s
because of them; when they fail,
it’s because of me”
MANAGER MINDSET
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Good Managers:
1. Unblock things that need unblocking
2. Do not micromanage
3. Set clear expectations
4. Connect team goals with company goals
5. Be accountable for your team
LATTICE
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Being a manager is a specific skill
LATTICE
DO NOT
- Assume individual contributors
will make great managers
- Assume new a manager from a
different org will know how to
manage at your org
DO
- Cultivate their skills with
manager-specific trainings
- Check in with them about the
act of managing, not just team
progress
LATTICE
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Key takeaways for managing managers:
1. Define and convey your company priorities
2. Know manager goals and career aspirations
3. Develop a clear process for feedback
LATTICE
