The Recruiting Guide For The Agile Manager

Recruitment is the process of identifying, attracting, and hiring qualified candidates for a job opening. It’s an essential part of any organization’s success as it ensures that the right people are in place to help achieve its goals. For project managers within startups, understanding recruitment is key to helping their business grow and thrive.

Benefits of recruiting

Recruitment involves finding potential candidates who have the skills and experience necessary for a particular role or position.

This includes researching job boards, social media platforms, professional networks, referrals, and other sources to identify suitable applicants.

Once identified, recruiters will assess each candidate’s qualifications through interviews or assessments before making an offer of employment if they meet all requirements.

The primary benefit of recruiting is having access to qualified personnel who can contribute positively towards achieving organizational objectives.

Additionally, recruitment helps organizations maintain diversity by providing them with a larger pool of potential employees from which to choose from when filling positions.

Furthermore, recruiting allows companies to stay competitive by ensuring they have the best talent available on their team at all times.

Despite its benefits, recruitment has some challenges associated with it.

Finding quality candidates in a timely manner and dealing with high turnover rates due to dissatisfaction among new hires after joining the company can be difficult.

Negotiating salary packages may also be challenging due to budget constraints or lack of resources for onboarding new hires.

Measuring the success rate for each hire without proper tracking systems in place can also prove difficult.

Developing a Recruiting Strategy

Developing a Recruiting Strategy is essential for any organization looking to hire the right people.

A successful recruiting strategy begins with understanding your organization’s needs and crafting a job description that accurately reflects those needs.

Identifying Your Needs: Before you can begin sourcing candidates, it’s important to understand what kind of skills and experience are necessary for the role.

Take time to consider the goals of the position and create a list of qualifications that will help you find qualified applicants.

This could include specific educational requirements, certifications, or even soft skills such as communication abilities or problem-solving aptitude.

Crafting Your Job Description

Once you have identified your ideal candidate profile, use this information to craft an effective job description that accurately describes the duties associated with the role as well as any desired qualifications or preferences.

Be sure to include details about how applicants should apply (e.g., email address) and provide contact information in case they have questions about their application status or other inquiries related to employment opportunities at your company.

To ensure that only qualified candidates are considered for open positions, create an applicant profile based on your ideal candidate criteria from step one.

This should include both hard skills, such as education level, and soft skills, like communication ability.

Use this profile when screening potential hires during interviews so that only individuals who meet all of these criteria are considered for further evaluation by hiring managers within your organization.

Sourcing Candidates for Your Role

Sourcing candidates for your role is an important part of the recruitment process.

Utilizing job boards and social media platforms can be a great way to reach out to potential candidates who may not have heard about the position otherwise.

Job boards such as Indeed, Monster, and Glassdoor are all excellent resources for finding qualified applicants.

Additionally, using social media sites like LinkedIn or Twitter can help you find more passive job seekers who may not be actively searching for a new role but could still be interested in what you have to offer.

Leveraging professional networks and referrals is another effective method of sourcing potential candidates.

Ask colleagues or other professionals in your industry if they know anyone who might fit the bill – often times these connections will lead to better quality hires than simply posting on a job board alone.

You can also consider offering referral bonuses or incentives as an added incentive for people to refer their contacts for the position.

Finally, conducting interviews and assessments is essential when it comes to selecting the right candidate from among those that apply or are referred by others.

It is important to ensure that each applicant has been thoroughly screened before bringing them in for an interview so that only those with relevant experience and qualifications make it through this stage of the process.

Once at the interview stage, behavioral-based questions should be used to assess how well they would fit into your team’s culture while gauging their knowledge level related to specific tasks associated with the role itself.

Assessments such as aptitude tests or personality questionnaires can also provide additional insight into which candidate would best suit your needs once hired on a full time basis.

To recap.

  • The recruitment process should involve a combination of:
  • Job boards,
  • Social media platforms,
  • Professional networks and referrals,
  • As well as interviews and assessments.

This will ensure that you are sourcing the best possible candidates for your role.

Additionally, offering referral bonuses or incentives can be an effective way to motivate potential applicants to refer their contacts for the position.

Finally, behavioral-based questions during interviews and aptitude testspersonality questionnaires can help identify which candidate would be the best fit for your team’s culture and needs.

Making the Offer and Onboarding New Hires

Once you have identified the right candidate for your role, it is time to make an offer of employment.

Evaluating candidates and making an offer of employment should be done with care and consideration.

You want to ensure that the terms are attractive enough to entice them while also meeting your organization’s budget constraints.

When evaluating a candidate, consider their experience, skillset, qualifications, as well as any additional qualities they bring to the table that could benefit your organization in some way.

Once you have decided on a candidate and determined what salary range you can afford to pay them, it is time to make an offer of employment.

When negotiating salary and benefits with potential new hires, be sure to remain flexible but firm in order to get the best deal possible for both parties involved.

Consider offering other incentives such as bonuses or stock options if available within your budget constraints.

Also take into account other factors such as vacation days or flexible working hours when discussing terms of employment with potential new hires so that they feel valued by your organization from day one.

Before a new employee’s first day, an orientation program should be implemented to provide essential information about company policies and procedures as well as expectations for performance in their role.

It is important that all new employees receive proper training on how things are done within the company so they can start off strong from day one without any questions about what is expected of them or how certain tasks need to be completed according to company standards.

Training should include technical aspects related directly towards their job duties but also general topics such as customer service protocols or safety regulations depending on industry requirements applicable towards specific roles within organizations.

To recap.

When making an offer of employment, it is important to:

  • Remain flexible but firm in order to get the best deal possible for both parties involved.
  • Consider offering additional incentives such as bonuses or stock options within budget constraints and take into account other factors such as vacation days or flexible working hours.
  • Finally, provide a thorough orientation program with essential information about company policies and procedures, expectations for performance in their role and technical training related directly towards job duties.

Measuring the Success of Your Recruiting Efforts

Measuring the success of your recruiting efforts is an important part of ensuring that your startup grows and succeeds.

Tracking key performance indicators (KPIs) related to recruitment can help you determine if your strategies are working or need improvement.

Tracking Key Performance Indicators (KPIs)

Key performance indicators (KPIs) are measurable values that determine whether an organization is achieving key objectives. KPIs will depend upon a business-specific context, as each company and industry will have its own core metrics to track. Indeed, the choice of the right KPIs that can positively affect the business’s long-term perspective is critical.

KPIs provide a way to measure how successful a particular process is in achieving its goals.

When it comes to recruitment, some common KPIs include time-to-fill, cost per hire, and quality of hire metrics.

Time-to-fill measures how long it takes from when a job opening is posted until the position is filled with a qualified candidate; cost per hire tracks the amount spent on recruiting for each new employee; and quality of hire looks at factors such as job performance reviews and length of employment after hiring.

By tracking these KPIs over time, you can gain insight into which areas may need improvement or adjustment in order to make sure that you’re getting the most out of your recruitment efforts.

Analyzing Cost Per Hire Metrics

One KPI that should be tracked closely when measuring the success of your recruiting efforts is cost per hire metrics.

This metric looks at all costs associated with filling an open position—including advertising fees, recruiter salaries, background checks, etc.—and calculates them against total hires made during a given period of time.

By understanding this number over time, you can identify any potential areas where money could be saved while still maintaining high standards for hiring practices within your organization.

Assessing Employee Retention Rates

Another important KPI related to recruitment success is employee retention rates—the percentage rate at which employees remain employed by an organization after being hired through their recruiting processes.

A low retention rate indicates that there may be issues with either onboarding processes or other aspects related to staffing decisions; whereas higher rates suggest more effective strategies have been implemented throughout the entire recruitment process from start to finish.

Monitoring this metric will give you insight into whether changes need to be made in order for new hires within your organization to stay longer term rather than leaving shortly after they’ve been hired on board.

These three key performance indicators are critical over time:

  • Time-to-fill metrics,
  • Cost per hire data points,
  • And employee retention rates.

By balancing these three mentrics you can get an accurate picture as to whether or not changes are needed in order for your startup’s recruiting strategy to become more efficient and successful overall in helping grow its business operations moving forward.

What are the seven stages of recruitment?

Job Analysis

This is the process of determining the specific duties and responsibilities associated with a particular job.

Developing Job Descriptions and Person Specifications

This involves creating a detailed description of the role, including its purpose, required qualifications, skills and experience needed to fulfill it.

Advertising Vacancies

Once you have developed an accurate job description and person specification, you can advertise your vacancy in various ways such as online job boards or print media outlets.

Shortlisting Candidates

After receiving applications for the position, shortlist those that meet your criteria by reviewing their resumes/CVs and cover letters thoroughly before inviting them for interviews or assessments tests if necessary.

Interviews & Assessments Tests

During this stage of recruitment you will be able to evaluate each candidate’s suitability for the role based on their responses during interviews or results from any assessment tests they may have taken part in prior to being invited for interview(s).

Making an Offer & Negotiations

If after interviewing candidates you decide who best fits the role then make them an offer which they can either accept or negotiate further depending on what is discussed between both parties involved (employer/candidate).

Onboarding Processes & Training Plans

The final step in recruitment is onboarding new employees into your organization which includes providing orientation sessions about company policies as well as developing training plans so that they are up-to-date with current practices within their field of work

What are the five main recruitment methods?

Job Postings

Companies can post job openings on their website, social media platforms, and job boards to reach potential candidates.


Reaching out to contacts in the industry or attending networking events is a great way to find qualified candidates for project management roles.


Asking current employees and colleagues for referrals is an effective recruitment method as they may be able to provide insight into the best fit candidate for the role.

Recruitment Agencies

Utilizing external recruiters can help companies quickly source quality talent that fits their needs without having to spend time searching through resumes themselves.

Online Assessments

Using online assessments such as aptitude tests or personality quizzes can help employers identify which applicants have the skillset needed for a successful project manager position within a startup environment

Key takeaways

  • Having a well-defined strategy, understanding the recruitment process and knowing how to source candidates are all key elements in finding the right people for your team.
  • Making sure you make competitive offers and onboarding new hires correctly will help ensure that they stay with your company for the long term.
  • Measuring the success of your recruiting efforts is also important so that you can continue to refine and improve upon them over time.
  • By following these steps, startups can create a strong foundation for their recruitment processes and build teams capable of achieving great things!

Connected Agile & Lean Frameworks


AIOps is the application of artificial intelligence to IT operations. It has become particularly useful for modern IT management in hybridized, distributed, and dynamic environments. AIOps has become a key operational component of modern digital-based organizations, built around software and algorithms.


AgileSHIFT is a framework that prepares individuals for transformational change by creating a culture of agility.

Agile Methodology

Agile started as a lightweight development method compared to heavyweight software development, which is the core paradigm of the previous decades of software development. By 2001 the Manifesto for Agile Software Development was born as a set of principles that defined the new paradigm for software development as a continuous iteration. This would also influence the way of doing business.

Agile Program Management

Agile Program Management is a means of managing, planning, and coordinating interrelated work in such a way that value delivery is emphasized for all key stakeholders. Agile Program Management (AgilePgM) is a disciplined yet flexible agile approach to managing transformational change within an organization.

Agile Project Management

Agile project management (APM) is a strategy that breaks large projects into smaller, more manageable tasks. In the APM methodology, each project is completed in small sections – often referred to as iterations. Each iteration is completed according to its project life cycle, beginning with the initial design and progressing to testing and then quality assurance.

Agile Modeling

Agile Modeling (AM) is a methodology for modeling and documenting software-based systems. Agile Modeling is critical to the rapid and continuous delivery of software. It is a collection of values, principles, and practices that guide effective, lightweight software modeling.

Agile Business Analysis

Agile Business Analysis (AgileBA) is certification in the form of guidance and training for business analysts seeking to work in agile environments. To support this shift, AgileBA also helps the business analyst relate Agile projects to a wider organizational mission or strategy. To ensure that analysts have the necessary skills and expertise, AgileBA certification was developed.

Agile Leadership

Agile leadership is the embodiment of agile manifesto principles by a manager or management team. Agile leadership impacts two important levels of a business. The structural level defines the roles, responsibilities, and key performance indicators. The behavioral level describes the actions leaders exhibit to others based on agile principles. 

Andon System

The andon system alerts managerial, maintenance, or other staff of a production process problem. The alert itself can be activated manually with a button or pull cord, but it can also be activated automatically by production equipment. Most Andon boards utilize three colored lights similar to a traffic signal: green (no errors), yellow or amber (problem identified, or quality check needed), and red (production stopped due to unidentified issue).

Bimodal Portfolio Management

Bimodal Portfolio Management (BimodalPfM) helps an organization manage both agile and traditional portfolios concurrently. Bimodal Portfolio Management – sometimes referred to as bimodal development – was coined by research and advisory company Gartner. The firm argued that many agile organizations still needed to run some aspects of their operations using traditional delivery models.

Business Innovation Matrix

Business innovation is about creating new opportunities for an organization to reinvent its core offerings, revenue streams, and enhance the value proposition for existing or new customers, thus renewing its whole business model. Business innovation springs by understanding the structure of the market, thus adapting or anticipating those changes.

Business Model Innovation

Business model innovation is about increasing the success of an organization with existing products and technologies by crafting a compelling value proposition able to propel a new business model to scale up customers and create a lasting competitive advantage. And it all starts by mastering the key customers.

Constructive Disruption

A consumer brand company like Procter & Gamble (P&G) defines “Constructive Disruption” as: a willingness to change, adapt, and create new trends and technologies that will shape our industry for the future. According to P&G, it moves around four pillars: lean innovation, brand building, supply chain, and digitalization & data analytics.

Continuous Innovation

That is a process that requires a continuous feedback loop to develop a valuable product and build a viable business model. Continuous innovation is a mindset where products and services are designed and delivered to tune them around the customers’ problem and not the technical solution of its founders.

Design Sprint

A design sprint is a proven five-day process where critical business questions are answered through speedy design and prototyping, focusing on the end-user. A design sprint starts with a weekly challenge that should finish with a prototype, test at the end, and therefore a lesson learned to be iterated.

Design Thinking

Tim Brown, Executive Chair of IDEO, defined design thinking as “a human-centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.” Therefore, desirability, feasibility, and viability are balanced to solve critical problems.


DevOps refers to a series of practices performed to perform automated software development processes. It is a conjugation of the term “development” and “operations” to emphasize how functions integrate across IT teams. DevOps strategies promote seamless building, testing, and deployment of products. It aims to bridge a gap between development and operations teams to streamline the development altogether.

Dual Track Agile

Product discovery is a critical part of agile methodologies, as its aim is to ensure that products customers love are built. Product discovery involves learning through a raft of methods, including design thinking, lean start-up, and A/B testing to name a few. Dual Track Agile is an agile methodology containing two separate tracks: the “discovery” track and the “delivery” track.

eXtreme Programming

eXtreme Programming was developed in the late 1990s by Ken Beck, Ron Jeffries, and Ward Cunningham. During this time, the trio was working on the Chrysler Comprehensive Compensation System (C3) to help manage the company payroll system. eXtreme Programming (XP) is a software development methodology. It is designed to improve software quality and the ability of software to adapt to changing customer needs.

Feature-Driven Development

Feature-Driven Development is a pragmatic software process that is client and architecture-centric. Feature-Driven Development (FDD) is an agile software development model that organizes workflow according to which features need to be developed next.

Gemba Walk

A Gemba Walk is a fundamental component of lean management. It describes the personal observation of work to learn more about it. Gemba is a Japanese word that loosely translates as “the real place”, or in business, “the place where value is created”. The Gemba Walk as a concept was created by Taiichi Ohno, the father of the Toyota Production System of lean manufacturing. Ohno wanted to encourage management executives to leave their offices and see where the real work happened. This, he hoped, would build relationships between employees with vastly different skillsets and build trust.

GIST Planning

GIST Planning is a relatively easy and lightweight agile approach to product planning that favors autonomous working. GIST Planning is a lean and agile methodology that was created by former Google product manager Itamar Gilad. GIST Planning seeks to address this situation by creating lightweight plans that are responsive and adaptable to change. GIST Planning also improves team velocity, autonomy, and alignment by reducing the pervasive influence of management. It consists of four blocks: goals, ideas, step-projects, and tasks.

ICE Scoring

The ICE Scoring Model is an agile methodology that prioritizes features using data according to three components: impact, confidence, and ease of implementation. The ICE Scoring Model was initially created by author and growth expert Sean Ellis to help companies expand. Today, the model is broadly used to prioritize projects, features, initiatives, and rollouts. It is ideally suited for early-stage product development where there is a continuous flow of ideas and momentum must be maintained.

Innovation Funnel

An innovation funnel is a tool or process ensuring only the best ideas are executed. In a metaphorical sense, the funnel screens innovative ideas for viability so that only the best products, processes, or business models are launched to the market. An innovation funnel provides a framework for the screening and testing of innovative ideas for viability.

Innovation Matrix

According to how well defined is the problem and how well defined the domain, we have four main types of innovations: basic research (problem and domain or not well defined); breakthrough innovation (domain is not well defined, the problem is well defined); sustaining innovation (both problem and domain are well defined); and disruptive innovation (domain is well defined, the problem is not well defined).

Innovation Theory

The innovation loop is a methodology/framework derived from the Bell Labs, which produced innovation at scale throughout the 20th century. They learned how to leverage a hybrid innovation management model based on science, invention, engineering, and manufacturing at scale. By leveraging individual genius, creativity, and small/large groups.

Lean vs. Agile

The Agile methodology has been primarily thought of for software development (and other business disciplines have also adopted it). Lean thinking is a process improvement technique where teams prioritize the value streams to improve it continuously. Both methodologies look at the customer as the key driver to improvement and waste reduction. Both methodologies look at improvement as something continuous.

Lean Startup

A startup company is a high-tech business that tries to build a scalable business model in tech-driven industries. A startup company usually follows a lean methodology, where continuous innovation, driven by built-in viral loops is the rule. Thus, driving growth and building network effects as a consequence of this strategy.

Minimum Viable Product

As pointed out by Eric Ries, a minimum viable product is that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort through a cycle of build, measure, learn; that is the foundation of the lean startup methodology.

Leaner MVP

A leaner MVP is the evolution of the MPV approach. Where the market risk is validated before anything else


Kanban is a lean manufacturing framework first developed by Toyota in the late 1940s. The Kanban framework is a means of visualizing work as it moves through identifying potential bottlenecks. It does that through a process called just-in-time (JIT) manufacturing to optimize engineering processes, speed up manufacturing products, and improve the go-to-market strategy.


Jidoka was first used in 1896 by Sakichi Toyoda, who invented a textile loom that would stop automatically when it encountered a defective thread. Jidoka is a Japanese term used in lean manufacturing. The term describes a scenario where machines cease operating without human intervention when a problem or defect is discovered.

PDCA Cycle

The PDCA (Plan-Do-Check-Act) cycle was first proposed by American physicist and engineer Walter A. Shewhart in the 1920s. The PDCA cycle is a continuous process and product improvement method and an essential component of the lean manufacturing philosophy.

Rational Unified Process

Rational unified process (RUP) is an agile software development methodology that breaks the project life cycle down into four distinct phases.

Rapid Application Development

RAD was first introduced by author and consultant James Martin in 1991. Martin recognized and then took advantage of the endless malleability of software in designing development models. Rapid Application Development (RAD) is a methodology focusing on delivering rapidly through continuous feedback and frequent iterations.

Retrospective Analysis

Retrospective analyses are held after a project to determine what worked well and what did not. They are also conducted at the end of an iteration in Agile project management. Agile practitioners call these meetings retrospectives or retros. They are an effective way to check the pulse of a project team, reflect on the work performed to date, and reach a consensus on how to tackle the next sprint cycle. These are the five stages of a retrospective analysis for effective Agile project management: set the stage, gather the data, generate insights, decide on the next steps, and close the retrospective.

Scaled Agile

Scaled Agile Lean Development (ScALeD) helps businesses discover a balanced approach to agile transition and scaling questions. The ScALed approach helps businesses successfully respond to change. Inspired by a combination of lean and agile values, ScALed is practitioner-based and can be completed through various agile frameworks and practices.


The SMED (single minute exchange of die) method is a lean production framework to reduce waste and increase production efficiency. The SMED method is a framework for reducing the time associated with completing an equipment changeover.

Spotify Model

The Spotify Model is an autonomous approach to scaling agile, focusing on culture communication, accountability, and quality. The Spotify model was first recognized in 2012 after Henrik Kniberg, and Anders Ivarsson released a white paper detailing how streaming company Spotify approached agility. Therefore, the Spotify model represents an evolution of agile.

Test-Driven Development

As the name suggests, TDD is a test-driven technique for delivering high-quality software rapidly and sustainably. It is an iterative approach based on the idea that a failing test should be written before any code for a feature or function is written. Test-Driven Development (TDD) is an approach to software development that relies on very short development cycles.


Timeboxing is a simple yet powerful time-management technique for improving productivity. Timeboxing describes the process of proactively scheduling a block of time to spend on a task in the future. It was first described by author James Martin in a book about agile software development.


Scrum is a methodology co-created by Ken Schwaber and Jeff Sutherland for effective team collaboration on complex products. Scrum was primarily thought for software development projects to deliver new software capability every 2-4 weeks. It is a sub-group of agile also used in project management to improve startups’ productivity.


Scrumban is a project management framework that is a hybrid of two popular agile methodologies: Scrum and Kanban. Scrumban is a popular approach to helping businesses focus on the right strategic tasks while simultaneously strengthening their processes.

Scrum Anti-Patterns

Scrum anti-patterns describe any attractive, easy-to-implement solution that ultimately makes a problem worse. Therefore, these are the practice not to follow to prevent issues from emerging. Some classic examples of scrum anti-patterns comprise absent product owners, pre-assigned tickets (making individuals work in isolation), and discounting retrospectives (where review meetings are not useful to really make improvements).

Scrum At Scale

Scrum at Scale (Scrum@Scale) is a framework that Scrum teams use to address complex problems and deliver high-value products. Scrum at Scale was created through a joint venture between the Scrum Alliance and Scrum Inc. The joint venture was overseen by Jeff Sutherland, a co-creator of Scrum and one of the principal authors of the Agile Manifesto.

Six Sigma

Six Sigma is a data-driven approach and methodology for eliminating errors or defects in a product, service, or process. Six Sigma was developed by Motorola as a management approach based on quality fundamentals in the early 1980s. A decade later, it was popularized by General Electric who estimated that the methodology saved them $12 billion in the first five years of operation.

Stretch Objectives

Stretch objectives describe any task an agile team plans to complete without expressly committing to do so. Teams incorporate stretch objectives during a Sprint or Program Increment (PI) as part of Scaled Agile. They are used when the agile team is unsure of its capacity to attain an objective. Therefore, stretch objectives are instead outcomes that, while extremely desirable, are not the difference between the success or failure of each sprint.

Toyota Production System

The Toyota Production System (TPS) is an early form of lean manufacturing created by auto-manufacturer Toyota. Created by the Toyota Motor Corporation in the 1940s and 50s, the Toyota Production System seeks to manufacture vehicles ordered by customers most quickly and efficiently possible.

Total Quality Management

The Total Quality Management (TQM) framework is a technique based on the premise that employees continuously work on their ability to provide value to customers. Importantly, the word “total” means that all employees are involved in the process – regardless of whether they work in development, production, or fulfillment.


The waterfall model was first described by Herbert D. Benington in 1956 during a presentation about the software used in radar imaging during the Cold War. Since there were no knowledge-based, creative software development strategies at the time, the waterfall method became standard practice. The waterfall model is a linear and sequential project management framework. 

Read Also: Continuous InnovationAgile MethodologyLean StartupBusiness Model InnovationProject Management.

Read Next: Agile Methodology, Lean Methodology, Agile Project Management, Scrum, Kanban, Six Sigma.

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