Interview projects are take home tests for job candidates. They demonstrate a candidate can help solve your company’s near term need, in addition to the culture and interpersonal skills reflected through in-person and phone interviews.

It’s hard to fire an employee at your startup. The long hours, stress and shared victories create close relationships among team members. However, you can’t let your judgment be clouded if a team member isn’t performing. Here’s how and why you terminate bad hires fast.

Lots of fast growing startups start to struggle as they scale. The reason? Not enough people.

Here’s another way to make job offers to candidates. In this case, you start as high as you can and remove most of the negotiation.

Now that you’ve decided to make a candidate an offer, what should that offer be? Should you focus on equity or salary? What about their needs? It’s almost impossible to know what will make the candidate most excited, so I suggest making 3 offers.

Finding someone great for your open role is incredibly hard, so when you finally find someone that meets that high bar, get them an offer before they leave the interview.

When interviewing someone onsite, candidates often meet with several team members over the course of a few hours. During this time, I recommend all interviewers and coordinators collaborate in real time on the interview notes.

It might sound crazy, but if you’re hiring salespeople to generate calls with potential customers, then you need to hire them in groups of 3.

Many founders I work with complain about getting tons of applicants for a role, but almost none of them are well qualified, so you have to wade through hundreds if not thousands of resumes, looking for someone worth even a phone call.

Here’s how you find the best candidates for your open roles.

You need to be absolutely thrilled with your first employees. If you’re not overwhelmingly excited about the performance of one of your first hires, you need to let them go.