Design
Thinking
Creative Problem Solving for
Candidate Experience
Christian De Pape
Design​ ​Thinking​ ​&​ ​Candidate​ ​Experience
Tools​ ​&​ ​Templates
Contents
What​ ​is​ ​design​ ​thinking?
2
How​ ​does​ ​design​ ​thinking​ ​work?
3
The​ ​design​ ​thinking​ ​process
4
Tool:​ ​Ethnographic​ ​interview
5
Tool:​ ​Candidate​ ​journey​ ​map
6
Example:​ ​Lo-fi​ ​journey​ ​map
7
Template:​ ​Lo-fi​ ​journey​ ​map
8
Tool:​ ​Ask​ ​“How​ ​might​ ​we…”
9
Tool:​ ​“Yes,​ ​and​ ​…”​ ​brainstorming
10
Tool:​ ​Storyboarding
11
Example:​ ​Storyboarding
12
Template:​ ​Storyboarding
13
Tool:​ ​“I​ ​like,​ ​I​ ​wish,​ ​I​ ​wonder”​ ​feedback
1​4
About​ ​Recruiting​ ​Social
We’re​ ​a​ ​recruiting​ ​services​ ​company.​​ ​Talent​ ​teams​ ​across​ ​North​ ​America​ ​work​ ​with​ ​us​ ​to
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the​ ​job.​ ​Our​ ​clients​ ​help​ ​foster​ ​future​ ​talent;​ ​we​ ​donate​ ​10%​ ​of​ ​profits​​ ​to​ ​education​ ​support
for​ ​marginalized​ ​youth.
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Visit​ ​recruitingsocial.com/clients
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What​ ​is​ ​design​ ​thinking?
Design​ ​thinking​ ​is​ ​a​ ​method​ ​for​ ​creative​ ​problem​ ​solving.
It​ ​applies​ ​practices​ ​from​ ​traditional​ ​design​ ​professions​ ​to​ ​other​ ​types​ ​of​ ​business​ ​and​ ​life
situations.​ ​Candidate​ ​experience,​ ​for​ ​example.
By​ ​balancing​ ​both​ ​intuitive​ ​and​ ​analytical​ ​approaches,​ ​design​ ​thinking​ ​seeks​ ​to​ ​understand
complex​ ​challenges,​ ​brainstorm​ ​potential​ ​approaches,​ ​and​ ​realize​ ​innovative​ ​solutions.
Design​ ​thinking​ ​is…
●
Human​ ​centered.​ ​You​ ​focus​ ​on​ ​real​ ​people:​ ​real​ ​candidates,​ ​real​ ​hiring​ ​managers,
real​ ​recruiters.​ ​You​ ​explore​ ​their​ ​individual​ ​experiences​ ​and​ ​problems​ ​with​ ​empathy.
You​ ​seek​ ​and​ ​listen​ ​to​ ​their​ ​feedback.​ ​You​ ​always​ ​keep​ ​the​ ​end-user​ ​in​ ​mind.
●
Collaborative.​​ ​You​ ​bring​ ​together​ ​collaborators​ ​with​ ​different​ ​backgrounds​ ​and
viewpoints:​ ​new​ ​hires​ ​and​ ​declined​ ​candidates,​ ​recruiters​ ​and​ ​hiring​ ​managers,
senior​ ​managers​ ​and​ ​coordinators.​ ​Diversity​ ​fosters​ ​new​ ​insights,​ ​ideas,​ ​and
innovations.​ ​It​ ​also​ ​make​ ​the​ ​process​ ​fun.
●
Creative.​​ ​You​ ​tap​ ​into​ ​your​ ​curiosity,​ ​intuition,​ ​and​ ​imagination.​ ​You​ ​explore​ ​the​ ​full
spectrum​ ​of​ ​opportunities​ ​and​ ​dream​ ​up​ ​original,​ ​unexpected,​ ​and​ ​even​ ​wild​ ​ideas.
Design​ ​thinking​ ​is​ ​a​ ​lot​ ​like​ ​play.
●
Holistic.​ ​You​ ​look​ ​at​ ​the​ ​whole​ ​picture.​ ​You​ ​explore​ ​extremes.​ ​You​ ​dig​ ​deep.​ ​The
environments,​ ​contexts,​ ​and​ ​root​ ​causes​ ​that​ ​shape​ ​a​ ​problem​ ​can​ ​also​ ​shape​ ​the
solution.
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How​ ​does​ ​design​ ​thinking​ ​work?
There​ ​is​ ​no​ ​one,​ ​universal​ ​design​ ​thinking​ ​process.​ ​Different​ ​practitioners​ ​define​ ​the​ ​steps
differently.​ ​The​ ​British​ ​Design​ ​Council’s​ ​“Double​ ​Diamond”​ ​design​ ​process​​ ​is​ ​well​ ​known​ ​and
provides​ ​an​ ​easy​ ​to​ ​remember,​ ​four-step​ ​framework:
1.​ ​Discover
2.​ ​Define
3.​ ​Develop
4.​ ​Deliver
Conduct​ ​research​ ​to
understand​ ​your
users,​ ​their​ ​wants,
and​ ​their​ ​needs.
Analyze​ ​your
research,​ ​find​ ​user
insights,​ ​and​ ​spot
where​ ​their
problems​ ​exist.
Explore​ ​the
possibilities​ ​and
generate​ ​a​ ​range​ ​of
creative​ ​(even
crazy)​ ​ideas.
Build​ ​prototypes​ ​for
a​ ​range​ ​of​ ​promising
ideas.​ ​Then,​ ​ask
users​ ​for​ ​feedback.
Example:
Example:
Example:
Example:
You​ ​talk​ ​to​ ​recent
hires​ ​about​ ​their
interview
experience​ ​and
shadow​ ​hiring
managers​ ​as​ ​they
meet​ ​with
candidates.
You​ ​journey​ ​map
the​ ​onsite​ ​interview
experience​ ​and
pinpoint​ ​the​ ​lunch
break​ ​as​ ​a​ ​critical
moment​ ​of
confusion;
candidates​ ​are​ ​often
left​ ​alone​ ​for​ ​half​ ​an
hour​ ​without​ ​any
explanation​ ​or
instruction.
You​ ​hold​ ​a
brainstorming
session​ ​exploring
ways​ ​the​ ​lunch
break​ ​can​ ​be​ ​made
into​ ​a​ ​positive
experience​ ​for
candidates.​ ​Ideas
ranges​ ​from
catering​ ​a​ ​gourmet
meal​ ​to​ ​removing
the​ ​lunch​ ​break
altogether.
You​ ​storyboard​ ​a
scenario​ ​where​ ​the
candidate​ ​is​ ​taken
for​ ​lunch​ ​by​ ​a​ ​recent
hire​ ​who​ ​shares
their​ ​experience.
You​ ​show​ ​the
storyboard​ ​to​ ​recent
hires,​ ​ask​ ​for
feedback,​ ​and​ ​make
revisions​ ​based​ ​on
their​ ​suggestions.
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The​ ​design​ ​thinking​ ​process
The​ ​process​ ​is​ ​iterative​​ ​and​ ​nonlinear​:​ ​you​ ​repeat​ ​the​ ​steps​ ​and​ ​jump​ ​back​ ​and​ ​forth
between​ ​them​ ​to​ ​continue​ ​solving​ ​problems​ ​and​ ​refining​ ​solutions.
Note​ ​that​ ​the​ ​sequence​ ​goes​ ​back​ ​and​ ​forth​ ​between​ ​divergent​​ ​and​ ​convergent​​ ​thinking.
This​ ​is​ ​illustrated​ ​by​ ​the​ ​diamond​ ​shapes​ ​in​ ​the​ ​double​ ​diamond.​ ​It​ ​can​ ​be​ ​helpful​ ​to​ ​think​ ​of
these​ ​alternating​ ​perspectives​ ​as​ ​“​creating​ ​choices​”​ ​and​ ​“​making​ ​choices.​”
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1.​ ​Discover
Tool:​ ​Ethnographic​ ​interview
What​ ​is​ ​it?​​ ​Similar​ ​to​ ​a​ ​job​ ​interview,​ ​the​ ​idea​ ​behind​ ​an​ ​ethnographic​ ​interview​ ​is​ ​to​ ​spend
time​ ​with​ ​your​ ​subject​ ​asking​ ​them​ ​questions​ ​and​ ​capturing​ ​their​ ​attitudes,​ ​beliefs,​ ​and
motivations.​ ​⠀
Why​ ​is​ ​it​ ​used?​​ ​Unlike​ ​a​ ​job​ ​interview,​ ​the​ ​purpose​ ​is​ ​to​ ​identify​ ​the​ ​interviewees​ ​unmet
needs​ ​so​ ​you​ ​can​ ​find​ ​way​ ​to​ ​address​ ​them​ ​(i.e.​ ​improve​ ​candidate​ ​experience).​ ​New​ ​hires,
declined​ ​candidates,​ ​hiring​ ​managers,​ ​and​ ​talent​ ​team​ ​members​ ​might​ ​all​ ​be​ ​the​ ​subject​ ​of
ethnographic​ ​interviews.⠀
How​ ​is​ ​it​ ​done?​ ​Rather​ ​than​ ​scheduling​ ​a​ ​lengthy,​ ​formal​ ​sit-down​ ​interview,​ ​you​ ​can​ ​begin
to​ ​apply​ ​ethnographic​ ​interviewing​ ​techniques​ ​in​ ​the​ ​conversations​ ​you​ ​already​ ​have​ ​as​ ​part
of​ ​your​ ​work.​ ​Make​ ​sure​ ​to​ ​take​ ​notes​ ​(capture​ ​comments​ ​verbatim,​ ​if​ ​you​ ​can!)​ ​and​ ​record
your​ ​observations.
Here​ ​are​ ​some​ ​techniques​ ​you​ ​may​ ​begin​ ​to​ ​use​ ​in​ ​strategy​ ​meetings​ ​with​ ​hiring​ ​managers,
on​ ​the​ ​phone​ ​with​ ​candidates,​ ​or​ ​problem-solving​ ​with​ ​recruiters​ ​from​ ​your​ ​team:⠀
●
Ask​ ​open-ended,​ ​exploratory​ ​questions.​ ​Listen​ ​for​ ​surprises​ ​and​ ​probe
inconsistencies.​ ​Be​ ​curious,​ ​but​ ​don’t​ ​lead.​ ​Don’t​ ​be​ ​afraid​ ​of​ ​silence.​ ​Use​ ​questions
that​ ​start​ ​with​ ​“Tell​ ​me​ ​about​ ​a​ ​time​ ​when…”​ ​or​ ​“Tell​ ​me​ ​how​ ​you…”
●
Dig​ ​before​ ​and​ ​after​ ​the​ ​action.​ ​Interviewees​ ​will​ ​focus​ ​on​ ​describing​ ​actions.
Walk​ ​them​ ​backward​ ​to​ ​uncover​ ​what​ ​they​ ​were​ ​thinking​ ​before​ ​the​ ​action.​ ​Then,
walk​ ​them​ ​forward​ ​to​ ​uncover​ ​what​ ​their​ ​reaction​ ​was​ ​–​ ​what​ ​they​ ​felt​ ​–​ ​afterward.
●
Listen​ ​for​ ​attitudes​ ​and​ ​beliefs.​ ​These​ ​keywords​ ​signal​ ​emotional​ ​states.​ ​Absolutes
–​ ​“always,”​ ​and​ ​“never”​ ​–​ ​and​ ​judgments​ ​–​ ​“deserved,”​ ​“should​ ​have”​ ​–​ ​are​ ​good
clues.​ ​Phrases​ ​that​ ​suggest​ ​a​ ​perceived​ ​lack​ ​of​ ​choice,​ ​or​ ​points​ ​to​ ​an​ ​external
authority,​ ​provide​ ​clues​ ​to​ ​the​ ​hidden​ ​beliefs​ ​people​ ​hold.
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2.​ ​Define
Tool:​ ​Candidate​ ​journey​ ​map
What​ ​is​ ​it?​​ ​A​ ​visual​ ​document​ ​that​ ​charts​ ​the​ ​interactions,​ ​thoughts,​ ​and​ ​feelings​ ​a
candidate​ ​experiences​ ​as​ ​they​ ​progress​ ​through​ ​the​ ​stages​ ​of​ ​your​ ​recruiting​ ​process.
Journey​ ​maps​ ​intermix​ ​different​ ​pieces​ ​of​ ​information:
●
Persona​ ​or​ ​segment.​​ ​A​ ​candidate​ ​persona​ ​or​ ​candidate​ ​segment​ ​description
articulates​ ​whose​ ​lens​ ​you​ ​are​ ​looking​ ​through.
●
Actions.​ ​What​ ​is​ ​the​ ​candidate​ ​doing​ ​at​ ​a​ ​specific​ ​moment​ ​in​ ​time?
●
Thoughts.​​ ​What​ ​is​ ​a​ ​candidate​ ​thinking​ ​at​ ​that​ ​moment?​ ​What​ ​are​ ​they​ ​asking?
What​ ​do​ ​they​ ​need?
●
Emotional​ ​impact.​​ ​What​ ​emotion​ ​does​ ​the​ ​candidate​ ​feel​ ​at​ ​a​ ​particular​ ​moment​ ​in
the​ ​process?​ ​Emotion​ ​is​ ​often​ ​represented​ ​as​ ​a​ ​simple​ ​spectrum​ ​ranging​ ​from
positive​ ​emotion​ ​to​ ​negative​ ​emotion.
●
Moments​ ​of​ ​truth.​​ ​Moments​ ​of​ ​truth​ ​are​ ​the​ ​interactions​ ​between​ ​the​ ​candidate
and​ ​the​ ​organization​ ​that​ ​carry​ ​the​ ​most​ ​weight​ ​in​ ​deciding​ ​the​ ​outcome​ ​of​ ​the
experience.
Why​ ​is​ ​it​ ​used?​ ​Simply​ ​put,​ ​a​ ​journey​ ​map​ ​is​ ​about​ ​seeing​ ​the​ ​process​ ​through​ ​the
candidate’s​ ​eyes.​ ​It​ ​uncovers​ ​the​ ​moments​ ​when​ ​they​ ​succeed,​ ​learn​ ​something​ ​valuable,
face​ ​frustration,​ ​question​ ​their​ ​commitment​ ​to​ ​continuing,​ ​establish​ ​loyalty,​ ​decide​ ​to​ ​quit,
or​ ​realize​ ​they​ ​want​ ​to​ ​join​ ​the​ ​team​ ​and​ ​should​ ​accept​ ​an​ ​offer.
How​ ​is​ ​it​ ​done?​​ ​You​ ​can​ ​go​ ​big:​ ​arrange​ ​a​ ​workshop​ ​with​ ​stakeholders​ ​representing
different​ ​functions​ ​within​ ​your​ ​company,​ ​pour​ ​over​ ​candidate​ ​research​ ​together,​ ​and​ ​map
out​ ​every​ ​detail​ ​of​ ​the​ ​experience.​ ​Or,​ ​you​ ​can​ ​go​ ​small:​ ​tap​ ​your​ ​own​ ​knowledge,​ ​refer​ ​to
the​ ​candidate​ ​comments​ ​and​ ​feedback​ ​you’ve​ ​captured,​ ​and​ ​quickly​ ​sketch​ ​out​ ​the​ ​key
moments​ ​from​ ​one​ ​part​ ​of​ ​your​ ​recruiting​ ​process​ ​–​ ​a​ ​“chicken-scratch”​ ​journey​ ​map.
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Design​ ​Thinking​ ​&​ ​Candidate​ ​Experience​ ​ ​•​ ​ ​©​ ​Recruiting​ ​Social​ ​2017
2.​ ​Define
Tool:​ ​Ask​ ​“How​ ​might​ ​we…”
What​ ​is​ ​it?​​ ​A​ ​way​ ​to​ ​clearly​ ​state​ ​your​ ​design​ ​challenge.
Why​ ​is​ ​it​ ​used?​​ ​Asking​ ​“how​ ​might​ ​we”​ ​reframes​ ​the​ ​problem​ ​as​ ​an​ ​opportunity.​ ​The
question​ ​format​ ​helps​ ​guide​ ​the​ ​search​ ​for​ ​creative​ ​solutions.
How​ ​is​ ​it​ ​done?​ ​Look​ ​at​ ​your​ ​journey​ ​map.​ ​Pick​ ​a​ ​moment​ ​that​ ​leaves​ ​the​ ​candidate​ ​with​ ​a
negative​ ​emotion​ ​or​ ​an​ ​unmet​ ​need.​ ​This​ ​is​ ​the​ ​problem​ ​you​ ​are​ ​looking​ ​to​ ​solve.​ ​Frame​ ​this
challenge​ ​using​ ​the​ ​following​ ​question​ ​structure:
How​ ​might​ ​we​ ​WHAT​ ​so​ ​that​ ​WHY?
●
How​ ​might​ ​we​ ​make​ ​sure​ ​every​ ​declined​ ​candidate’s​ ​last​ ​interaction​ ​with​ ​us​ ​is​ ​a
good​ ​one,​ ​so​ ​they’re​ ​more​ ​likely​ ​to​ ​re-apply​ ​or​ ​refer​ ​colleagues​ ​to​ ​us?
●
How​ ​might​ ​we​ ​better​ ​prepare​ ​interviewers​ ​so​ ​candidates​ ​don’t​ ​have​ ​to​ ​answer​ ​the
same​ ​questions​ ​over​ ​and​ ​over?
●
How​ ​might​ ​we​ ​reduce​ ​first-day​ ​paperwork​ ​so​ ​new​ ​hires​ ​can​ ​spend​ ​more​ ​time
getting​ ​to​ ​know​ ​their​ ​new​ ​team?
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3.​ ​Develop
Tool:​ ​“Yes,​ ​and​ ​…”​ ​brainstorming
What​ ​is​ ​it?​​ ​A​ ​simple​ ​framework​ ​for​ ​sharing​ ​ideas​ ​during​ ​a​ ​team​ ​brainstorming​ ​session.
Why​ ​is​ ​it​ ​used?​​ ​Brainstorming​ ​is​ ​about​ ​generating​ ​as​ ​many​ ​ideas​ ​as​ ​possible.​ ​The​ ​“Yes,
and…”​ ​format​ ​stops​ ​participants​ ​from​ ​judging​ ​ideas​ ​too​ ​soon.​ ​It​ ​enforces​ ​that​ ​every​ ​idea​ ​is​ ​a
valid​ ​one​ ​and​ ​creates​ ​a​ ​safe​ ​space​ ​for​ ​sharing​ ​any​ ​suggestion​ ​–​ ​even​ ​far-out​ ​suggestions​ ​–
without​ ​hesitation.
How​ ​is​ ​it​ ​done?​ ​As​ ​a​ ​group,​ ​stand​ ​together​ ​and​ ​come​ ​up​ ​with​ ​ideas.​ ​Respond​ ​to​ ​each
suggestion​ ​by​ ​saying,​ ​“Yes,​ ​and​ ​…”​ ​and​ ​building​ ​on​ ​the​ ​idea.
For​ ​example,​ ​you​ ​may​ ​be​ ​brainstorming​ ​ideas​ ​in​ ​response​ ​to​ ​the​ ​“how​ ​might​ ​we”​ ​question:
“How​ ​might​ ​we​ ​welcome​ ​new​ ​employees​ ​on​ ​their​ ​first​ ​day?”:
●
“We​ ​could​ ​leave​ ​a​ ​welcome​ ​basket​ ​of​ ​swag​ ​on​ ​their​ ​desk.”
●
“Yes,​ ​and…​ ​we​ ​can​ ​decorate​ ​their​ ​desk​ ​with​ ​a​ ​welcome​ ​banner.”
●
“Yes,​ ​and…​ ​we​ ​can​ ​bring​ ​them​ ​a​ ​hot​ ​mug​ ​of​ ​coffee​ ​as​ ​they​ ​settle​ ​in.”
●
“Yes,​ ​and…​ ​we​ ​can​ ​light​ ​scented​ ​candles​ ​that​ ​smell​ ​like​ ​fresh​ ​baked​ ​cookies.”
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3.​ ​Develop
Tool:​ ​Storyboarding
What​ ​is​ ​it?​ ​A​ ​series​ ​of​ ​drawings​ ​or​ ​pictures​ ​that​ ​visualize​ ​a​ ​sequence​ ​of​ ​events.​ ​They​ ​tell​ ​a
story​ ​–​ ​your​ ​candidate’s​ ​story,​ ​told​ ​in​ ​the​ ​present​ ​tense,​ ​as​ ​they​ ​experience​ ​your​ ​innovation.
Storyboards​ ​look​ ​a​ ​lot​ ​like​ ​comic​ ​strips.
Why​ ​is​ ​it​ ​used?​​ ​Storyboards​ ​are​ ​a​ ​good​ ​way​ ​of​ ​communicating​ ​future​ ​candidate​ ​journeys.
The​ ​process​ ​of​ ​creating​ ​a​ ​storyboard​ ​forces​ ​you​ ​to​ ​take​ ​on​ ​the​ ​candidate’s​ ​perspective.​ ​They
function​ ​as​ ​a​ ​prototype,​ ​and​ ​can​ ​be​ ​used​ ​to​ ​solicit​ ​feedback,​ ​spark​ ​discussion,​ ​and​ ​identify
potential​ ​problems.
How​ ​is​ ​it​ ​done?​ ​Choose​ ​two​ ​or​ ​three​ ​of​ ​your​ ​most​ ​promising​ ​innovation​ ​ideas.​ ​Give​ ​yourself
15​ ​minutes​ ​to​ ​storyboard​ ​each​ ​one.​ ​Work​ ​with​ ​the​ ​template​ ​on​ ​the​ ​following​ ​page,​ ​and
don’t​ ​forget​ ​to​ ​include​ ​the​ ​who,​ ​what,​ ​why,​ ​where,​ ​and​ ​when.
Like​ ​any​ ​story,​ ​storyboards​ ​need​ ​a​ ​beginning,​ ​a​ ​middle,​ ​and​ ​an​ ​end.​ ​It​ ​helps​ ​to​ ​start​ ​in​ ​the
middle​ ​of​ ​your​ ​story​ ​–​ ​the​ ​“moment​ ​of​ ​truth,”​ ​for​ ​your​ ​prototype​ ​innovation.​ ​Then,​ ​go​ ​back
and​ ​depict​ ​the​ ​beginning,​ ​or​ ​“before”​ ​part​ ​of​ ​the​ ​candidate’s​ ​journey.​ ​Finally,​ ​depict​ ​the​ ​end:
what​ ​happens​ ​after​ ​they​ ​experience​ ​your​ ​innovation?
You​ ​do​ ​not​ ​need​ ​to​ ​be​ ​an​ ​artist​ ​to​ ​create​ ​a​ ​storyboard.​ ​Simple​ ​sketches​ ​and​ ​stick​ ​figures
combined​ ​with​ ​written​ ​descriptions,​ ​labels,​ ​and​ ​speech​ ​bubbles​ ​do​ ​the​ ​trick.​ ​You​ ​can​ ​also
use​ ​clipart,​ ​cutouts,​ ​or​ ​photographs.
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4.​ ​Deliver
Tool:​ ​“I​ ​like,​ ​I​ ​wish,​ ​I​ ​wonder”​ ​feedback
What​ ​is​ ​it?​​ ​A​ ​structured​ ​way​ ​to​ ​gather​ ​feedback​ ​on​ ​your​ ​innovation​ ​prototype.
Why​ ​is​ ​it​ ​used?​​ ​Should​ ​you​ ​go​ ​ahead​ ​and​ ​implement​ ​your​ ​idea?​ ​Asking​ ​stakeholders​ ​to
share​ ​their​ ​thoughts​ ​using​ ​the​ ​“I​ ​like,​ ​I​ ​wish,​ ​I​ ​wonder”​ ​method​ ​helps​ ​you​ ​gather​ ​the
information​ ​you​ ​need​ ​to​ ​make​ ​a​ ​decision.
How​ ​is​ ​it​ ​done?​ ​Show​ ​your​ ​storyboard​ ​to​ ​people​ ​who​ ​will​ ​be​ ​affected​ ​by​ ​your​ ​proposed
innovation.​ ​This​ ​might​ ​include​ ​recent​ ​hires​ ​(who​ ​represent​ ​candidates),​ ​hiring​ ​managers,​ ​and
talent​ ​team​ ​members.​ ​Ask​ ​them​ ​to​ ​share​ ​their​ ​thoughts​ ​using​ ​“I”​ ​statements:
●
“I​ ​like​ ​…”​ ​Highlighting​ ​what​ ​works​ ​and​ ​recognizing​ ​success.
●
“I​ ​wish…”​​ ​Identifying​ ​what​ ​needs​ ​improvement,​ ​further​ ​development,​ ​or​ ​change.
●
“I​ ​wonder…”​ ​Pondering,​ ​questioning,​ ​clarifying,​ ​or​ ​suggesting.
For​ ​example,​ ​if​ ​you​ ​were​ ​proposing​ ​that​ ​on​ ​the​ ​day​ ​of​ ​their​ ​on-site​ ​interviews,​ ​candidates
get​ ​taken​ ​for​ ​lunch​ ​by​ ​a​ ​recent​ ​hire:
●
“I​ ​like​ ​that​ ​we’re​ ​creating​ ​a​ ​more​ ​informal​ ​opportunity​ ​for​ ​the​ ​candidate​ ​to​ ​ask
questions.”
●
“I​ ​wish​ ​that​ ​they​ ​had​ ​more​ ​than​ ​30​ ​minutes,​ ​though​ ​–​ ​that’s​ ​not​ ​that​ ​long​ ​for​ ​lunch.”
●
“I​ ​wonder​ ​if​ ​we​ ​could​ ​shorten​ ​the​ ​afternoon​ ​whiteboard​ ​exercise,​ ​to​ ​leave​ ​room​ ​for
a​ ​longer​ ​lunch?”
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