Stop Scrambling—Start Hiring Strategically

Claire Monroe

Hey everyone—welcome back to The Science of Leading. I’m Claire Monroe, and as always, I’ve got the one and only Edwin Carrington here with me. Edwin, how’s it going?

Edwin Carrington

Doing well, Claire. Really glad to be here.This is a topic I’ve been looking forward to—rethinking recruitment. It’s one of those areas where… just a little strategy can go a very long way.

Claire Monroe

Yeah, totally. And honestly, this comes up all the time—especially for people who are, like, kinda new to HR or just suddenly thrown into hiring.I mean… I remember my first HR job—ugh, this is kind of embarrassing—I was so focused on just, you know, filling the role fast, I didn’t even stop to think about, like, the bigger picture.We had this sales opening, and I basically just grabbed the first person who seemed… “good enough.”

Edwin Carrington

You're not the only one, Claire. That’s the classic trap—reactive hiring.A role opens up, pressure kicks in, and suddenly it’s all about speed.But here’s what happens: you end up with the wrong fit. And the real cost? It doesn’t show up right away.It sneaks in. Friction on the team, people leaving sooner, lost momentum.It’s like a slow leak—you don’t see it at first, but it drains you over time

Claire Monroe

Exactly! That hire I made? Oh man… it led to months of tension. The team never really clicked, and we eventually had to start all over.It was… a whole thing. Big lesson learned.So Edwin—how do you not end up in that kind of reactive scramble? Like, what does it actually look like to do this strategically?

Edwin Carrington

It starts with treating recruitment like… any other key business function.You wouldn’t launch a product without a roadmap, right? Same with hiring.You need clear goals, some forecasting around talent needs, and a process that—ideally—supports long-term growth.That means planning ahead instead of just reacting when something breaks.

Claire Monroe

So it’s like… putting a system in place before a resume even shows up?

Edwin Carrington

Exactly. It’s a shift in mindset—from “filling a seat” to building a pipeline.And as we touched on in our episode about simplifying the hiring process—data is a huge part of this.Track what’s working. Look at where your best candidates are coming from.And even more important—how they perform once they’re in the role.That’s how you build something that actually… scales.

Claire Monroe

I love that. And honestly? It’s kinda reassuring to know you can actually get ahead of the chaos.Okay—so let’s get practical. What does building that kind of pipeline actually look like?

Edwin Carrington

It starts with building a talent pool. If you're only reaching out when a job’s open... you’re already behind.The best companies? They’re always nurturing relationships—with past candidates, passive ones, even people who aren’t actively looking but might be a great fit down the road.

Claire Monroe

So it’s not just like… hoarding a bunch of resumes, right? It’s about actual connection—keeping people warm so you’re not starting from scratch every time.

Edwin Carrington

Exactly. And tools like modern applicant tracking systems or talent CRMs help with that—tagging, sorting, staying in touch.But tech’s just the start.What really matters is the story you’re telling as an employer.That’s where employer branding comes in.

Claire Monroe

Employer branding is, like… one of those buzzwords that actually matters, though.When it’s done right, it’s magic.I always think of Spotify—they’re so good at showing what it’s really like to work there.Their careers page has team stories, actual photos—it just feels real. Like, you get the vibe, not just the perks.

Edwin Carrington

Great example. A strong employer brand isn’t about slick copy or big promises—it’s about authenticity.People want to see what you stand for—your values, your culture.And when that comes through clearly, you end up attracting candidates who are already aligned before they even apply.

Claire Monroe

And that speeds everything up, right?‘Cause you’re not trying to convince them—they’re already kind of… sold.

Edwin Carrington

Exactly.And while we’re on it—don’t underestimate referrals.I worked with a tech startup once—they were really struggling with quality applicants.We revamped their referral program—kept it simple, made it visible, tied it to meaningful incentives.And within just a few months? Applications got better. Morale improved.People felt like they were co-building the team.

Claire Monroe

That’s so cool.Referrals are one of those things that sound kinda “meh” until you actually invest in them—and then it’s like, wow.You’re not just filling jobs—you’re building a community.

Edwin Carrington

Exactly.And when you mix that with a strong talent pool, real employer branding, and a smart referral program?You’ve got the foundation for sustainable hiring—not just stopgaps.

Claire Monroe

Okay, so now you’ve got the pipeline, you’ve got the brand…But what about actually finding the right people—especially for those super tricky roles?Let’s dig into sourcing and selection.

Edwin Carrington

Sourcing today is all about meeting candidates where they are.That means niche job boards for specialized roles.LinkedIn for corporate.And for creative or early-career talent? Social media.If you’re posting everything in the same place—you’re not just limiting reach, you’re attracting the wrong people.

Claire Monroe

Yeah—and I feel like a lot of companies still treat social like it’s this… afterthought.But your candidates are on Instagram. TikTok. Even Discord, honestly.It’s about connection—not just visibility.Even a casual job post can take off… if it feels real.

Edwin Carrington

Exactly.And for hard-to-fill roles, you have to go deeper—industry groups, communities, associations… wherever those folks spend their time.But visibility alone won’t cut it.You’ve got to speak their language, know their world, show them you get it.

Claire Monroe

Okay—so you find them. Now how do you evaluate them fairly?Skills-based hiring gets tossed around a lot, but like… what is that, really?

Edwin Carrington

At its core, it’s about what someone can do—not just where they’ve been.Resumes give you some of the story, but rarely the whole thing.Structured interviews and behavioral assessments help you measure what matters—like how they problem-solve, how they adapt, how they work with others.And it opens doors for candidates from all kinds of backgrounds.

Claire Monroe

What makes a structured interview actually… fair, though?Like, I’ve seen it turn into just a checklist. And bias still creeps in.

Edwin Carrington

Good question.A fair structured interview is consistent—same questions, same rubric, every time.But also: train your interviewers.Get hiring managers involved early.Use data to challenge assumptions.Like we talked about in our episode on behavioral fit—assessments can reveal strengths you’d never catch in a resume or even a live interview.

Claire Monroe

Have you seen any big fails when it comes to traditional interviews?

Edwin Carrington

Oh, absolutely.Biggest one? Trusting your gut.It’s easy to get swept up by someone who interviews well but just doesn’t fit the role—or the team.That’s where structure and data help.They let you look beyond the surface—to what really drives performance and retention.

Claire Monroe

That’s so helpful.Honestly, I feel like we could do a whole episode just on interview fails.But for now—I think that’s a good place to hit pause. Edwin, as always—thank you for the wisdom.

Edwin Carrington

Thank you, Claire. Always a pleasure.And to everyone listening—just remember, recruitment’s not about checking boxes.It’s about building a team that actually works.

Claire Monroe

We’ll be back soon with more on smarter hiring and team-building.And hey—if you want to see some of this in action, head over to o-a-d-dot-a-i.You test the tools for free and see how they can make hiring way easier and way more effective.Alright, Edwin—

Edwin Carrington

Take care, Claire.

Claire Monroe

Bye everyone!