Part 18 of 20 in How to Hire A Players: A Guide for Indian Founders← Part 17Part 19 →
This chapter provides a template letter for co-founders to align on hiring practices. It emphasizes treating hiring as a critical process, not a secondary task.
- Treat hiring as a core product, not an outsourced chore.
- Create a one-page scorecard for every new position before contacting candidates.
- Conduct Who-style interviews for hires above intern level.
- Require two reference checks before making an offer.
- Maintain a list of potential hires and review it weekly.
Use this, edit it, or ignore it. I have sent versions of it after too many boards where the product discussion was sophisticated and the people discussion was childish.
I want us to treat hiring as a product we own, not as a chore we outsource when someone resigns. From next week every new seat gets a one-page scorecard before a single candidate is called. I will run a Who-style interview for every hire above intern. We will not make an offer without two reference conversations led by us. We will keep a living list of people we would hire if we could, and we will spend two hours a week on that list even when we are “not hiring”. If we disagree on a candidate, the default is no. An empty seat is cheaper than a year of managing a misfit and a quarter of recovering from the exit. If we do this for the next twenty hires, we will not recognise the company. If we do not, we will recognise it all too well.
If your co-founder will not sign some version of that letter, you do not have a hiring disagreement. You have a company-building disagreement. Resolve it before you raise the next round. Investors can smell a team that cannot choose.
Frequently asked questions
What is the purpose of the letter to a co-founder?
The letter aims to align co-founders on treating hiring as a core responsibility, emphasizing structured processes and proactive candidate management.
What is a Who-style interview?
A Who-style interview is a structured interview process focusing on identifying the right candidates through specific questioning techniques.
Why is it important to have a scorecard for new positions?
A scorecard helps define the requirements and expectations for a new position, ensuring a consistent and objective evaluation of candidates.
What should a co-founder do if they disagree on a candidate?
If co-founders disagree on a candidate, the default decision should be not to hire, as an empty seat is preferable to a poor fit.