2. How to Organize a Product Hiring Process

In this lesson, we'll dive into how to organize an effective hiring process for Product Managers. The aim here is not to teach you how to structure the process from scratch, as this is usually done by HR. However, if you find yourself in a situation where your company lacks a well-structured hiring process or is in disarray, there are some key elements you should consider to ensure the process runs smoothly.

Key Stages of the Hiring Process

Regardless of the order of interviews, which often depends on the availability of interviewers, there are at least four key stages that are non-negotiable when hiring Product Managers:

  1. HR Screening: This stage is essential for assessing cultural fit and soft skills. The HR team will typically evaluate the candidate's general compatibility with the company's values and culture.

  2. Cultural Interview: This stage is also focused primarily on assessing soft skills. During this interview, you should ask questions about the candidate's values, behaviors, and perspectives. Every interview should touch on cultural fit to some extent, but this one is explicitly designed to dive deeper into the candidate’s alignment with your company’s culture.

  3. Technical Interview: The technical interview is crucial for assessing the candidate's knowledge and hard skills. This includes evaluating their understanding of product management frameworks, tools, and their ability to apply these techniques to real-world situations. The technical interview helps to ensure the candidate has the core skills necessary for the role.

  4. Case Study: A case study is a practical exercise that allows candidates to demonstrate their ability to solve product-related challenges. It provides insights into how the candidate thinks and approaches problems, helping assess their problem-solving abilities and creativity.

  5. Negotiation and Offer: After the interviews, you move to the negotiation phase. You’ll present the offer, and there may be some back-and-forth until both parties agree.

Additional Stages

Some hiring processes may include two additional stages:

Structuring Interviews

While structuring the interviews, it's important to give candidates multiple opportunities to showcase their strengths. Ideally, you should conduct at least two interviews: one focused on soft skills and one on hard skills. This helps mitigate biases that might arise from a bad day—either for the interviewer or the candidate. By cross-referencing feedback from multiple interviewers, you can make a more informed decision about whether to proceed.

Example Questions to Ask During Interviews

Here are some questions that have worked well in my experience, as they provide valuable insights into the candidate:

  1. Tell me about the best case of your career. This question encourages the candidate to showcase what they consider their top achievement. It helps identify their strengths and the qualities they value most in their work.

  2. Describe a time when the CEO or leadership convinced you of something you initially disagreed with. This question assesses the candidate's openness to changing their mind and their ability to understand different perspectives, even if it comes from a leadership directive.

  3. Tell me about a disagreement you fought for until you won. This question helps determine if the candidate is willing to stand up for their ideas and how they handle disagreements. It also shows whether they use rational arguments, data, or other techniques to defend their stance.

  4. Tell me about an interview or conversation with a customer that provided you with an important insight. This question helps gauge the candidate's experience with user research and their ability to derive meaningful insights from conversations with customers. It also highlights their ability to interpret and act on user feedback.

Criteria for Selecting Candidates

Here are some criteria you can use to select the best candidates for your team:

  1. Hire for Presence of Strengths, Not Absence of Weaknesses: Focus on the candidate's unique qualities. Even if they have areas that need improvement, if they show strong, desirable qualities, consider bringing them in and helping them grow.

  2. Be Strict About Non-Negotiables: Hire the best person you can within your budget, even if it means leaving a role unfilled for a while. Avoid lowering the bar just to fill the position, as this often leads to frustration and turnover.

  3. When in Doubt, Don't Hire: If you’re uncertain about a candidate, it’s better to say no than risk hiring the wrong person. Trust your intuition, and only move forward when you feel confident in the candidate’s fit.

  4. Consider Potential: Look for candidates who may not yet have all the required skills but have demonstrated a willingness to learn and grow. For example, if someone lacks experience with data but expresses a desire to improve and learn, this can be a positive sign.

  5. Interview with the Best People: Ensure that interviewers are knowledgeable and experienced. If you’re interviewing for a senior role, it’s best to have experienced Product Managers conduct the interview to engage the candidate effectively.

  6. Fix Mistakes Quickly: If you realize you've hired the wrong person, address the issue promptly. This doesn’t necessarily mean letting them go—it could involve reallocating them to a role that better suits their strengths. The key is not to delay once you recognize a mismatch.

Conclusion

Organizing an effective hiring process for Product Managers involves clear stages, structured interviews, and thoughtful candidate selection. The goal is to ensure the right fit—not just in terms of skills but also cultural alignment and growth potential. By applying these principles, you can build a strong, balanced product team that can meet your organization's challenges effectively.