You are hiring for something the organization has never had before. There is no one to benchmark against, no scorecard, and five opinions about what the person needs to be good at.
The cost of getting this one wrong is measured in years, not weeks. Everyone around the table has a view on what the role needs, and none of those views is written down anywhere you could show a board.
You hire this role in four countries and three managers run the interviews. Each of them has a slightly different idea of what good looks like, so the hires come out different too.
The hiring manager wants one thing, the function head wants another, and the disagreement only surfaces at shortlist, which is the expensive place to have it. Nobody has written the criteria down and ranked them.
Six months on, someone asks why this candidate and not that one. Without criteria agreed before the process started, the honest answer is that the panel preferred them.
1. Send us the role
You give us the job description and tell us who owns the decision. That is usually the hiring manager, the function head, and whoever will run the interviews. No preparation is needed from any of them.
2. We draft the success profile
We generate an initial success profile before the session, so your stakeholders start from something concrete rather than a blank page and an hour of open discussion.
3. Agree it in the room
Up to 60 minutes online, led by a Saville expert. Your stakeholders work through the draft, rank what matters most, and separate the must-haves from the nice-to-haves. The profile is signed off before the session ends.
4. Hire against it
The agreed success profile sets the assessment criteria, shapes the interview questions, and gives every interviewer the same basis for comparing candidates. Reuse it the next time you hire that role.
