Faye McDonough

We’re doubling our team size from two to four people over the next few months.

Getting these recruitment decisions right feels crucial because the people we bring in will shape everything about how we work together.

I’m really in this at the moment so when I was thinking about what to write this week, it was an obvious choice! Other thoughts and conversations have prompted it too.

A friend asked me for recruitment advice recently. She’s hiring for a role that could tackle a critical challenge, shift the team dynamic, and create space to focus on other priorities. No pressure at all then! Meanwhile, I’m celebrating three months in my new role causing me to reflect on what brilliant onboarding looks like. 

Between these conversations and my own recruitment experiences across different types of businesses, I’ve been thinking about what leaders can control in the recruitment process. Regardless of the systems and infrastructure around you (often lacking in the scaling organisations I prefer), the way you lead and set the tone makes the biggest difference.

The Foundation: Structure Prevents Bias

When I first started leading teams, I made the classic mistake of winging the interview process, even with a comprehensive HR infrastructure in place.

I’d scan the CV, think of some questions on the spot, and hope for the best. Unsurprisingly, this led to some questionable conversations and still left me wondering if the candidate was the right person for the job. I was letting the candidates down. Thankfully, the structured in-house interview process I used at the next stage saved the day.  

Now I approach recruitment completely differently. Planning, preparation and reflection are key and if there isn’t a structure in place, I create one. This means thinking beyond the job description to the qualities, values and experience I actually need.

What will the candidate be able to demonstrate? What specific questions will reveal whether they’re the right fit? What do I want to know about them as a person and how they show up for work? 

Your reflection: What qualities and values does your team need right now, beyond the technical skills listed in your job description?

I spend proper time on this preparation because it prevents me from falling into the trap of personal biases. When I know what I’m looking for, I build a simple matrix of the criteria with desired evidence or outcomes. Nothing complicated. Just an objective way to assess each conversation. When you know exactly what you’re looking for and how you’ll recognise it, you can focus on getting the best out of each candidate rather than making snap or superficial judgements.

Creating the Right Interview Environment

Remember that you’re having a conversation, not conducting an interrogation. I’ve sat through enough uncomfortable interviews to know the difference, and I never want to put someone through that experience.

I always remember an interview experience where the interviewers created a welcoming environment by engaging in small talk and sharing stories at the start. I was comfortable and relaxed but then when they asked the first question, the mood shifted. It became formal and stilted – a marked difference from the opening. No surprise that my nerves returned! That experience taught me the importance of maintaining consistency throughout the entire conversation

I make people feel welcome, put them at ease, and do everything I can to help them show their best selves. This means asking clarifying questions when needed and creating space for them to think. Sometimes the most insightful moments come when you give someone a beat to gather their thoughts.

Your reflection: Think about your last interview experience as the interviewer. How would the candidate describe the environment you created? What would they say about how welcome and at ease they felt?

But this is what I definitely learned the hard way: you’re being interviewed too. I used to focus so intensely on assessing the candidate that I forgot they were also deciding whether they wanted to work with me and our business. Now I’m prepared to talk about what someone would want to know about me, my team, and the business. If you don’t allow sufficient time for this part of the conversation, your preferred candidate might not accept your offer.

I’ve been that candidate who needed a follow-up conversation just to get my questions answered, and those answers were crucial to my decision. My future boss referred to it as ‘the time I interviewed her’, but it was essential and in lots of ways, set the foundations for our relationship. 

The Power of Direct Questions

Always ask what’s on your mind. If you have a reservation about a candidate, pinpoint exactly what it is and build a question to get to the bottom of it. Keep asking until you understand completely.

This approach has saved me from making poor hiring decisions and helped me to uncover some real gems. Sometimes what feels like a concern reveals itself to be a strength when you dig deeper. Other times, it confirms that your instincts were right.

Your reflection: What reservation or gut feeling have you ignored in a recruitment process? What would you ask differently next time?

I’ve learned to never, ever settle. You have to be genuinely excited about this person’s first day, and they should feel the same. If you’re not both there, always keep looking.

Setting New Joiners Up for Success

Getting the recruitment decision right is only half the battle. What happens next determines whether that brilliant hire actually becomes a brilliant team member.

Starting a new job can be overwhelming, regardless of experience level.

I’ve learned to work on a rhythm of daily catch-ups for the first week, weekly for the first month, and monthly after that. This isn’t micromanaging. I’m making myself available to answer questions, gather their feedback, and create training opportunities when I see the need. You’d be surprised how often there is plenty to talk about.

I also map out the first three to four weeks in advance. This includes opportunities to observe and complete every aspect of the role’s objectives. I aim for no surprises. After that initial period, it becomes about building confidence in completing tasks independently and providing coaching based on what the individual needs.

Your reflection: When you think about your last new joiner, how did you know they were ready to work more independently? What signs told you they had found their feet?

Building Relationships From Day One

One of the most important things I’ve learned is how valuable it is to help new joiners connect with everyone on the team, not just me. I ask my senior team members to train new joiners alongside the work I do myself, and I make sure there are chances for them to chat and get to know each other informally.

This approach builds relationships throughout the team and ensures new joiners have a network of support beyond just me. It also helps the existing team feel invested in the new person’s success.

Your reflection: How could you involve your existing team members in welcoming and training new joiners? What would help them feel invested in a new person’s success?

On day one or two, I always share our company’s mission, vision, values, and current performance. This sets the scene and provides context for everything that follows. People want to understand how their work fits into the bigger picture.

I’m currently thinking about how best to do that in a much smaller team but I know for certain, I’ll enjoy trying.

Keeping Things Simple and Realistic

If you’re getting your recruitment right, the people who join are engaged and keen to learn and progress. This enthusiasm can often mean they’re hard on themselves when they’re starting from scratch again.

I’ve learned to talk through how we’ll measure progress and success, and sometimes these measures are surprisingly simple:

• IT setup complete on day one
• Meet five key people by the end of week one
• Lead a meeting independently by week three.

These small wins build confidence and momentum.

Your reflection: What would success look like for someone in their first month in your team? How would you help them recognise and celebrate those wins?

Lessons From Getting It Wrong

In an early leadership role, I made the mistake of accepting the previous leader’s view of direct reports without question. Now I listen with curiosity but always form my own opinion, grounded in evidence and observation. The same principle applies to recruitment – I gather input from others but make my own assessment.

I also used to rush into making quick changes with new team members, thinking I needed to make an immediate impact. What I’ve learned is that gaining a full understanding first leads to much better decisions later.

The Long-Term Impact

Looking back over my leadership career and multiple experiences of transforming team performance, I can see how thoughtful recruitment and onboarding contributed to that success. It takes time and intentional effort, but it is one of THE most important actions you’ll take as a leader. Achieving genuine connection and feeling part of something can’t be rushed but I believe that the first steps are taken at that very first ‘Hello’.

When you combine careful recruitment with dedicated onboarding, you create the foundation for everything else you want to achieve as a leader. Your team becomes stronger, more cohesive, and better equipped to tackle whatever comes next.

Questions for Your Own Reflection

1. What specific qualities and values does your team need in new members, beyond technical skills?
2. How do you currently prepare for interviews, and what structure could you create to reduce bias?
3. What would an ideal first month look like for someone joining your team?
4. How could you involve your existing team members in welcoming and training new joiners?
5. What reservation or concern have you had about a candidate that you didn’t fully explore?

Getting recruitment right takes time and energy, but the impact on your leadership effectiveness and team success makes it one of the most worthwhile investments you can make.

What’s been your experience with recruitment and onboarding? Have you discovered any approaches that work particularly well for creating early success? I’d love to hear about what’s worked in your teams.

Photo by Nick Fewings on Unsplash