How to Use Multiple Sources to Make Better Hiring Decisions: A No-BS Guide
Hiring isn’t just about filling a seat — it’s about finding someone who can help push your company to the next level. Let’s be real, the wrong hire can be like inviting a Trojan horse into your office: looks great on paper, but once inside, chaos ensues. So, how do you make sure you’re opening the door to the right people? By using multiple sources to triangulate the truth, define your hiring criteria with surgical precision, and keep your team aligned. Let’s dive in.
Step 1: Get Your Sh*t Together — Define Your Hiring Criteria
Before you go all-in on sourcing candidates like you’re hunting for unicorns, you need to have your sh*t together. What does that mean? It means knowing exactly what you’re looking for before you even start. Think about it: Would you start shopping for a house without knowing what neighborhood you want to live in, what size you need, or whether you want a backyard? Of course not. So why would you start interviewing candidates without clear criteria?
Your hiring criteria should be a reflection of the job requirements, the team culture, and your company values. This isn’t about ticking boxes — this is about defining what success looks like in the role and in your organization. Are you looking for someone who can thrive in ambiguity, or do you need a process-driven operator? Do you value creativity over execution, or is it the other way around? Once you’ve got this down, create a scoring system or rubric that aligns with these criteria.
This isn’t just for you; it’s for everyone involved in the hiring process. Share these criteria with your hiring managers, interviewers, and recruiters. This ensures everyone is on the same page and prevents the dreaded “but they seemed nice” syndrome from sabotaging your hiring process. Remember, nice doesn’t get sh*t done — competence does.
Step 2: The Power of Many — Why Multiple Sources Matter
In the age of Big Data, relying on a single source of information is like going to a restaurant and only ordering bread. Sure, it’s a start, but you’re missing out on the full meal. The same goes for hiring. If you’re only relying on a resume or a single interview, you’re not getting the full picture. You need to cast a wider net.
Why? Because candidates are smart. They know how to game the system. A polished resume, a LinkedIn profile that screams “I’m amazing,” and even rehearsed answers to common interview questions — these are table stakes. But here’s the thing: None of these sources alone will tell you if the candidate is right for your company.
By using multiple sources, you’re triangulating the truth. Think of it as an investigation. You’re not just taking the candidate’s word for it — you’re gathering evidence. This could be references, work samples, personality assessments, technical assessments, and even backchanneling (more on that later). Each source gives you a piece of the puzzle, and when you put them all together, you get a clearer picture of who the candidate really is.
Step 3: Stakeholder Alignment — The Herd Needs to Move Together
Let’s talk about the herd. In any hiring process, there’s a herd of stakeholders — hiring managers, team members, recruiters — and they all need to move together. The problem? Herds have a tendency to scatter. One manager is focused on technical skills, another on cultural fit, and your recruiter? They’re just trying to get someone in the door before the job req turns into a fossil.
So how do you keep the herd together? By aligning them with the hiring criteria and keeping communication open. This means regular check-ins, debriefs after interviews, and using a consistent scoring system. The goal is to make sure everyone is evaluating candidates against the same criteria and not getting distracted by shiny objects (like a candidate’s fancy MBA or that one time they worked at a FAANG company).
And remember, hiring is a team sport. If one person on the team has serious reservations about a candidate, don’t ignore it. Dig in. Sometimes the red flags aren’t obvious to everyone, but they’re there for a reason.
Step 4: The Fine Art of Backchanneling
Here’s where things get a little controversial. Backchanneling — reaching out to people in your network who’ve worked with the candidate — isn’t something you’ll find in any HR manual, but it’s a tool worth using. Why? Because references given by the candidate are about as reliable as a Yelp review from the restaurant owner’s mom. Everyone’s going to say nice things.
Backchanneling, on the other hand, gives you unfiltered insights. You want to know how they perform under pressure? Ask someone who’s seen them in action. You want to know if they’re a team player or a lone wolf? Talk to someone who’s been in the trenches with them. Just be smart about it. Keep it discreet, and make sure you’re talking to people you trust.
Step 5: The Post-Mortem — Learn from Your Mistakes
Even with all the prep work, you’re going to make mistakes. The key is to learn from them. After every hire — especially the ones that don’t work out — conduct a post-mortem. What went wrong? Were there red flags you ignored? Did you put too much weight on one source of information and not enough on others?
By doing a post-mortem, you’re refining your process. You’re getting better at identifying the right candidates and avoiding the wrong ones. And over time, your batting average will improve.
The Sum is Greater Than the Parts
In hiring, like in most things, the sum is greater than the parts. By using multiple sources, you’re not just hedging your bets — you’re making a more informed decision. You’re getting a 360-degree view of the candidate, not just the polished version they want you to see.
So, define your criteria, use multiple sources, keep your herd aligned, backchannel when necessary, and learn from your mistakes. Do that, and you’ll not only avoid the Trojan horses — you’ll find the A-players who can take your company to the next level.
Hi there, I’m Brian, and in addition to this Medium, I’m writing the proverbial (no surprise here) sequel to Talk Tech To Me. I take on the stress and strain of complex technology concepts and simplify them for the modern recruiter.
