You will produce a complete hiring kit and onboarding plan for one role on your team.
This exercise pulls module 7 into a single hiring kit for one role, plus a 30-day onboarding plan for whoever gets the job. If you are hiring now, build it for the real role. If not, build it for the next role you expect to hire, or for your own role as if you were replacing yourself. Allow about 40 minutes, then find a colleague for a short test.
The kit is one document with four sections, in this order.
The first section is the role profile from lesson 7.1, Define the role before you write the ad: role title, reporting line, why the role exists, three first-year outcomes, five must-have skills and three learnable skills.
The second holds your interview questions from lesson 7.2. Five questions, each linked to a must-have skill, in the order you'll ask them.
The third is the scoring guide: for each question, a description of a weak, an adequate and a strong answer. Add the work sample, if you are using one, with its own guide.
The fourth is the decision rule, which you write now.
The decision rule is a written statement, agreed before any interview, of what scores and evidence you need to make an offer. It stops you from moving the bar after you meet a candidate you like, or one you don't.
Wei Ling's rule used a simple scale: weak scores 1, adequate 2, strong 3, across five questions, so the highest possible total is 15. Under her rule, a candidate needs a total of at least 11. They need no score of 1 on the two questions tied to the most important must-have skills, client handling and spreadsheet accuracy. And the work sample has to be at least adequate.
Here is how it played out with two final candidates. Aziz scored 3, 2, 3, 2 and 2, for a total of 12, with no 1s and a strong work sample, so he met the rule. Shu Fen scored 3, 3, 3, 1 and 3, for a total of 13, higher than Aziz, but her 1 was on the spreadsheet accuracy question, and her work sample missed both errors. She did not meet the rule, despite the higher total.
That second case is exactly why the rule needs more than a total. A strong candidate in some areas can still be missing the one skill the job can't do without. Your scale and thresholds can differ from Wei Ling's. These figures are her example. What matters is writing them down before the first interview.
Use the structure from lesson 7.3, The first 30 days decide how fast someone contributes.
Before day one, list every account, tool and introduction the new hire needs, who arranges each, and the date it will be requested, and write the buddy's name at the top.
Week one gets a day-by-day plan. For each day, write who the new hire meets and what they do. Make sure there is one small real task to finish by Friday, and one-on-ones on day one and day five.
Weeks two to four get one goal per week. Week two might be owning one category of routine queries with the buddy reviewing replies. Week three might be producing one weekly client report with your review. Week four might be handling first contact for one smaller client on their own. Add the weekly one-on-ones and the end-of-month question about what was confusing.
Wei Ling's day-by-day week one for Aziz began like this. Monday: welcome, laptop and accounts set up, lunch with his buddy Hui Min, one-on-one with Wei Ling at 4pm. Tuesday: shadow Arjun on client calls in the morning, meet the warehouse lead in the afternoon. Wednesday: answer three routine client queries, with Hui Min reviewing before they send. Thursday: meet the finance contact and Daniel. Friday: check one week's report figures against the source data, then a one-on-one to review the week.
Before you use the questions on candidates, try two of them on a colleague. Ask them as written and score the answers against your guide.
You are checking three things. Is the question clear, or did your colleague have to ask what you meant? Does it draw out the skill you intended, or something else? Could you score the answer easily with your guide, or did you find yourself unsure between two levels?
When Wei Ling tested her questions on Arjun, one of them, "How do you handle pressure?", got a general answer about staying calm that she couldn't score at all. She rewrote it as a past behaviour question: "Tell me about a week when you had more client work than you could finish. What did you do?" The second version produced a specific story she could score.
You have one hiring kit document with a role profile, five questions, a scoring guide for each and a written decision rule. You have a 30-day onboarding plan with a pre-start checklist, a named buddy, a day-by-day first week and weekly goals for weeks two to four. Two questions have been tested on a colleague, and any that didn't work have been rewritten.
Build the kit and the plan, then book fifteen minutes with a colleague to test your questions.
Complete the hiring kit and 30-day onboarding plan for one role and test two interview questions on a colleague.
Junxiong-WFG Organisation is an authorised representative of AIA Financial Advisers Private Limited (Reg. No. 201715016G).