Waitlist
Learn to hire on evidence instead of gut feel
Most bad hires are not decided in the interview. They are decided earlier, when nobody wrote down what the person was actually meant to do. This course walks through the whole recruitment and selection process, from the intake meeting with the hiring manager to the new hire's first week. It is not on sale yet: we are building it, and we want to know how many people want it before we record it. Join the waitlist and you get the launch price and an email the day it opens.
Who it is for
- You work in admin or HR and hiring landed on your desk without anyone teaching you how it is done.
- You want to move into recruitment and you have no prior experience and no HR or psychology degree.
- You recruit freelance and want a repeatable process you can charge a client for instead of improvising.
- You run a small company, hire two or three people a year, and every wrong hire costs you months.
- You already interview, but you do it differently every time and cannot explain why you picked one candidate over another.
What you will learn
Define the role with the hiring manager
The intake meeting decides whether the rest of the process works. You leave it with four or five concrete competencies, an approved salary range, and an example of someone already doing the job well. When the role is defined as a wish list, every candidate gets compared against a different job.
Where to source, by profile
Job boards, LinkedIn, referrals from the team itself, local listings and industry groups. Each channel brings a different kind of candidate and costs a different amount of time: posting and waiting only reaches people actively looking, who are not always the ones you want. You write an ad that describes the real job and an outreach message people answer.
Screening and building the shortlist
Must-haves and nice-to-haves written down before you open the first resume, not while you read them. How to tell six years of experience from one year repeated six times, and how to run a fifteen-minute screening call that rules people out without burning them. The technical version of this is in reading a developer's resume.
Structured, competency-based interviews
The same questions in the same order for every candidate, with a scorecard filled in during the interview rather than from memory the next day. You practise the STAR method: ask for the situation, the task, the action and the result, then keep probing until the example is a real one and not a general description of how the person works.
References, offer and close
What to ask a former manager so the call is worth making, and why the useful questions are about specific behaviour rather than a general recommendation. Then how to present the offer: the range, the reason behind the number, a deadline that is fair. Most offers that fall through fall through in the silence between the yes and the signature.
The first thirty days
Hiring ends when the person performs, not when they sign. A simple first-week plan, who explains what, and a thirty-day review against criteria written at the start rather than invented on the day. It is the part almost nobody teaches and the one that prevents the most early attrition.
How the lessons work
- Short, direct video: each lesson covers one concrete thing, no filler.
- In-browser exercises. You write a role definition, screen sample resumes and score real interviews as you go.
- PDF templates you keep: job description, interview guide and candidate scorecard.
- A test at the end of each block, so you know the last part landed before moving on.
- Self-paced, on your phone or computer, with permanent access to the material.
When you finish we issue a certificate of completion stating that you completed the course with us. It is not an official qualification, it is not accredited by any ministry, university or awarding body, and it carries no academic value. We say so here rather than after you pay.
Who makes it
A2Talent is the services arm of A2GROUP LLC. We source technical profiles for companies and build software: the same team publishes and maintains its own apps on the App Store and Google Play. The course comes from doing that work, not from reading about it.
Join the waitlist
Leave your email and we will write to you the day the course opens, with the launch price held for people on the list. There are no limited seats and no countdown: if not enough people want it, we will not record it, and we will tell you that too.
Frequently asked questions
Do I need an HR degree to become a recruiter?
No. Recruitment is not a regulated profession in most countries, and a large share of working recruiters came from admin, sales or customer service. What the job actually asks for is judgement in reading experience and a method for interviewing everyone the same way, and both can be learned. A degree helps for some internal HR roles, but it is not an entry requirement.
What is the difference between recruitment and selection?
Recruitment is attracting candidates: defining the role, advertising, sourcing and reaching out. Selection is everything after that: screening, interviewing, assessing and deciding. They get discussed together because one person usually does both, but they fail for different reasons. Recruitment fails when there are not enough candidates; selection fails when you choose badly among the ones you have.
How do I interview candidates if I have never done it?
Write the questions before you start and ask every candidate the same ones in the same order. For each competency ask for a real example using the STAR method: the situation, the task, the action they took and the result. Take notes during the interview rather than after, and score each competency separately instead of forming one overall impression.
How many candidates should I interview per opening?
As a working rule, six to ten screening calls produce three or four full interviews and one or two people worth putting in front of the decision maker. If twenty interviews produce nobody, the problem is almost never the candidates. It is the role definition, the salary range, or the channel you are sourcing from.
What should I ask when checking a reference?
Ask about specific behaviour rather than opinion. What exactly did they do, how did they work with the team, what did they find hardest, and how did they respond when something went wrong. The one useful closing question is whether the manager would hire them again for the same role, and above all why. Always get the candidate's permission before you call.
Does this course cover hiring technical people?
It covers the foundation: the process, the structured interview and the scorecard are the same for any role. What it does not cover is what a backend engineer actually does, how to read a stack, or how to assess a developer — that is a different course and a different craft. If you need technical roles filled now, see how IT recruiting works or get in touch.