Guides

Everything on this site worth reading, in one place — the guides, the comparisons, the free tools and the glossary. Written for people who hire a few times a year rather than a few times a week, and who have to get each one right.

When a reasonable instruction lands badly What reads as clear direction to one person reads as micromanagement to another. What to say instead, and why a profile never excuses missed work.
What actually motivates this person You already suspect it is not only money, and you are right. What else it can be, how to tell which applies here, and when a pay conversation is the honest one.
Is this person coachable, or just new? No questionnaire measures coachability. What you can do is run a short, fair test of whether feedback is landing — and check your own half of it first.
Pairing someone with a mentor Most pairing in a small company is whoever has time, and it fails quietly. What a pair actually needs, and the mistakes that look sensible at the time.
Personality tests and adverse impact What adverse impact means, how any selection procedure can produce it, and the practices that make a hiring process more defensible. Not legal advice.
What happens to candidate data What happens to candidate data in a hiring assessment, the questions worth asking any vendor, and what to tell candidates first. Not legal advice.
How to assess candidates without an HR department The end-to-end process for a company with no HR department, in the order it actually runs — and why most bad hires are decided before anyone reads a CV.
Are pre-employment personality tests legal? Not legal advice. The questions to take to a qualified adviser in your jurisdiction, and the process practices that keep a hiring process defensible anywhere.
How much does a bad hire actually cost? One mis-hire at a twenty-person company, followed month by month. The salary was the cheap part, and the expensive part never reaches a spreadsheet.
Big Five, MBTI and DISC compared Type systems output categories; trait models output positions on a dimension. What each produces, how it behaves on a retake, and what it honestly supports.
Structured interviews, without the bureaucracy Build the scorecard before the first interview, ask everyone the same core questions, and write it down immediately. What structure fixes, and what it does not.

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