A few years ago, an efficient hiring process had a clear structure: phone interview, in-person interview, final decision. Simple. But it seems some companies have forgotten that hiring talent is, above all, an agreement between two parties — and it should start on the right foot, from the very first interaction.
This week, a colleague told me about a recent hiring process he went through. The steps were as follows: initial interview, technical interview, HR interview, group dynamics session, an office visit including lunch with the team and — wait for it — a final conversation about company culture and ethics. Six steps Six. (As the old bullfighting posters used to say.)
For a role that, while demanding and high-impact, wasn’t C-level or the next AI Da Vinci.
“I’m done with this process. They’re nuts.” That’s what he told me, finishing his beer. A real shame — he was an excellent fit and would have driven strong results for that company, no question.
Lunch with the team, a values questionnaire, an ethics chat… these steps might make sense in some contexts. But if your company isn’t perceived as an exceptionally attractive place to work, why ask a candidate for more time than necessary?
The problem isn’t designing long or meticulous processes. The problem is doing it without the employer brand to justify it.
Who do these processes actually work for?
Because yes — Google can afford to have you fly in for three days, speak with five different teams, and then complete an ethics test asking what you’d do if you saw a coworker accessing sensitive data. Google has that kind of employer sex appeal. People are willing to jump through hoops because the reward is clear: better conditions, prestige, and opportunities for growth.
But if you’re not Google… if you’re not Patagonia, Netflix, or any other iconic brand that attracts talent just by name alone… then asking someone to travel across the country for a casual lunch and a moral values chat? Let’s be honest — you haven’t earned that right. And the role itself likely doesn’t justify it either.
For the rest of the companies out there, adding unnecessary steps to the hiring process can be a mistake. If your employer brand doesn’t have that kind of pull, it all just feels like unnecessary friction — especially when the candidate already has a job and is just looking for a smart, strategic move.
It’s not you, it’s me
The more steps you add, the higher the chances of losing great talent along the way. Especially the good ones. Especially the ones who don’t need your offer to survive. The ones already employed and just seeking something better — not an initiation ritual in search of workplace nirvana.
So, why do some companies do it?
Sometimes it’s because they believe they’re so unique that the process must reflect their “singularity.” Then there are those who do it simply because others do. Because it’s trendy. Because some LinkedIn post said having lunch with the team reveals a candidate’s true self. They confuse trends with good judgment and apply generic formulas without asking if they actually align with their brand, their culture, or the kind of talent they want to attract.
Other times — and more often than you’d think — it comes from baggage: past hiring failures, candidates who didn’t fit, hires that went sideways, internal frustrations. And instead of reflecting on what went wrong, they overcompensate by building inflated processes full of filters and hoops, thinking that this time they’ll get it right.
But if the last one “didn’t fit,” maybe it wasn’t just the candidate. Maybe there were red flags the organization (read: the decision-makers, because “the company” doesn’t exist) failed to notice. Maybe internal dynamics weren’t as healthy as they believed. Maybe, just maybe, the old “it’s not you, it’s me” applies here too.
“Building a more complex process doesn’t always mean building a better one. Sometimes we’re just piling on layers to avoid looking inward.”
Conclusion: Back to Basics
If you don’t have the influence of the brands mentioned above, you can’t afford to turn your hiring process into a never-ending networking event. Top-tier candidates don’t have time for over-engineered processes. The key is to keep it simple: strategic interviews, relevant assessments, and fast decisions.
Back to basics. Sometimes, the most effective move is returning to the original recipe. Drop the insecurities and remember: simple doesn’t mean outdated. Fewer steps, but more focused. Be clear on what you want to learn from each interaction with the candidate.
Match the format to the goal: what needs to be done in person, do it in person. What can be handled remotely, do it via video. In any relationship between two parties, respect for time and availability must go both ways.
Talent doesn’t just choose where they want to go — they choose which processes they’re willing to go through. If your process is tedious, even the best candidate will walk away. Companies need to design hiring processes that align with their context, structure, culture, and goals.
Never overcomplicate them.
