Talent acquisition
Our core work. A partner who runs the roles and tightens the funnel while doing it.
Explore talent acquisitionHiring Effectiveness
When good candidates are falling through your hiring process
Interview feedback is slow. Hiring managers reject shortlists after briefing. Candidates drop after offers. If any of these sound familiar, the problem is the process, not the pipeline. Running search across financial services, we see the same failure modes again and again, and this is what we have learned about fixing them.
Read the pillar guideWhat broken hiring looks like in practice
Most firms with hiring problems do not have a sourcing problem. They have a process problem. The symptoms are visible in the data but rarely diagnosed honestly.
High HM rejection rate after shortlist
Usually means the role brief is not being translated correctly from hiring manager to sourcing, or the interview panel does not have a clear picture of what they are assessing for.
Low offer-to-join ratio
Usually means the candidate experience during the interview process was poor, the offer came late, or the compensation benchmarking was off.
Long time-to-fill
Often means there are too many rounds, feedback loops are slow, or decisions are getting stuck waiting for stakeholder alignment.
These are fixable problems. But fixing them requires an honest audit, not a pep talk about urgency.
How we approach a broken funnel
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Audit
We start with the data. We look at your recent hiring activity: shortlist acceptance rates, interview-to-offer conversion, offer-to-join ratios, hiring manager rejection patterns, and time-to-fill by role type. We identify where the process is breaking down and what is causing it.
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Redesign
We redesign the specific parts of the process that are underperforming. This might be the interview structure for a particular role family, the way hiring managers give feedback, the offer communication process, or the way candidates are briefed before interviews. We do not rebuild what is working.
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Implement
We support implementation over a 60-day period, training hiring managers, running a pilot for the redesigned process, and tracking whether the metrics are moving. We track three metrics through the implementation period: shortlist acceptance rate, offer-to-join ratio, and time-to-fill by role type. These are the same indicators diagnosed in the audit. We do not hand over a document and disappear.
Where this connects to a search
We are a talent acquisition practice, not a process-consulting firm, so we do not sell this as a standalone audit. Where it matters is inside a search: a mandate that keeps stalling at the same stage is usually a process problem wearing a sourcing problem's clothes, and part of running the search well is naming that and fixing what we can.
If your hiring is leaking candidates and you want a partner who will run the roles and tighten the funnel while they do it, that is our talent acquisition work. If you would rather read first, the pillar guide below is the full method, published in the open.
Common questions
What problem does hiring effectiveness work actually solve?
Slow offers, high dropout rates, interviewers who cannot agree, and pipelines that leak at the same stage every time. We audit the funnel with your data, find where mandates actually stall, and fix the process rather than just adding more sourcing.
What does an engagement look like?
A short diagnostic first, usually two to three weeks across your ATS data and interviewer calibration, then a fixed set of interventions with owners and dates. We stay through implementation; a slide deck alone changes nothing.
Can you reduce offer dropouts?
Dropout in Indian financial services hiring is heavily driven by long notice periods and counteroffers, and it is manageable with the right offer design and candidate engagement between offer and joining. It cannot be eliminated, but it can usually be cut substantially.
Who is this for?
Talent acquisition heads and CHROs who are hiring at volume or losing candidates they should be closing. It works best when leadership is willing to change the process, not just measure it.
Our thinking on this
Our pillar guide is the published trail of how we diagnose and fix a hiring process in this market.
Pillar guide
Hiring Process Design for Financial Services
How to diagnose a hiring process producing the wrong outcomes, the specific failure modes (HM rejection, offer-to-join, time-to-fill), and how to redesign and measure improvement.
Read the pillar guide