See Where Your Hiring Loses Good Candidates
Every company interviews, but few can say where good candidates drop out, why two interviewers rate the same person differently, or which stage takes the longest. This audit reads your hiring from job brief to joining day and shows where it leaks, with evidence for each finding.
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Share your requirementsWhat is recruitment and interview process audit?
A recruitment and interview process audit is a paid review of how you hire, from the job brief to the first day. We trace each stage, the time it takes, who decides and how interviewers score, then show where candidates are lost and what to change. It is a diagnostic. Design and training are separate and optional.
The starting point
When businesses ask us for this
- Hiring takes weeks longer than managers expect, and nobody can point to the stage that holds it up.
- Good candidates withdraw or accept elsewhere while your process is still deciding.
- Each interviewer asks different questions and rates on a different scale, so decisions turn on whoever was in the room.
- Offers are declined or candidates do not join, and you do not know why.
- Job briefs change halfway through a search, and the recruiter and the manager are looking for different people.
- New joiners leave within months, and the role they were told about is not the role they got.
- There is no record of why a candidate was rejected, so the same people are re-interviewed and the same mistakes repeat.
What the work covers
GullyHR assesses and you decide. We review your recent hires and searches, the documents and tools you use, and how your interviewers actually work. We speak with recruiters, hiring managers and, where you allow it, recent joiners. The scope is agreed in writing before we start and it is a paid engagement. We return a written report with the evidence for every finding and a plan for what to change first. Designing the process, training interviewers and running hiring for you are separate pieces of work, scoped after you have read the report.
Role brief and criteria: whether you know who you are hiring.
We check how the brief is written, who signs it off, whether must-have and nice-to-have skills are separate and whether the criteria are the ones interviewers later use.
Sourcing and screening: where the pipeline narrows.
Channels, response rates, screening calls and shortlisting are reviewed so you can see which sources produce hires and where qualified people are filtered out.
Interview stages: sequence, load and consistency.
We map every round, who sits in it, what is asked and how it is scored. Duplicated rounds, missing assessments and unstructured questions are listed as specific gaps.
Decisions and feedback: how fast and how fair.
We look at who makes the call, how long feedback takes, what is written down and whether candidates hear back.
Offer and joining: the last mile.
Offer approval, negotiation, documents, notice-period follow-up and the first week are reviewed, since many hires are lost here and not at the interview.
The process
How it runs
Scope and sample
We agree the roles, teams and period to review and select a sample of recent hires and searches, including ones that failed.
Documents and tools
We collect job briefs, interview formats, scorecards if any, offer letters and whatever your tracker or spreadsheets record.
Conversations
Structured conversations with recruiters, hiring managers and, if you permit, recent joiners and candidates who withdrew.
Funnel and stage review
We build the stage-by-stage picture from your records and compare it with what people told us.
Report and walk-through
A written report, a walk-through with your team and an agreed order of changes. You decide what happens next.
What you receive
- A map of your hiring process as it runs today, stage by stage, with owners.
- A funnel and timing analysis showing where candidates drop out and where time is lost.
- An interview review covering question quality, scoring and consistency between interviewers.
- A gap register in which each gap is a specific missing step, form or record.
- A review of offers and joining, including likely reasons for declines and no-shows.
- A short plan: what to change first, what you can do yourselves and what would need design or training.
Who it is for
- Companies hiring steadily or in bursts that feel slow or unpredictable.
- Founders and managers who interview without a shared method.
- Businesses opening a new location or team and about to hire many people at once.
- Teams with high early attrition among new joiners.
- Companies about to buy recruitment software or outsource hiring and wanting to fix the process first.
Why GullyHR.
We run talent acquisition for clients as well as design recruitment processes and train interviewers, so we know how each stage behaves when someone is under pressure to fill a role. That keeps the findings practical. The report says what to change, who should own it and what it costs your team in effort, and you can act on it without us.
Design the process
Map how the work runs today, then write the procedure, the forms and the approval route it should follow.
Strengthen management
Settle the structure, the roles and the decisions each level can take without the owner.
Develop people
Train the managers who have to run it — the review, the difficult conversation, the handover.
Automate HR
Configure the agreed process in software, so the document and what people actually do stay the same thing.
The difference
What changes
- You can see each hiring stage, how long it takes and where candidates are lost.
- Interviewers share one set of criteria and one way of scoring.
- Role briefs are agreed before the search starts, not argued during it.
- Reasons for rejection and for declined offers are recorded and used.
- A decision on software, outsourcing or training is made against evidence of what is actually wrong.
How we are measured
Before work starts, we record where you stand. Every later report compares against that baseline.
We choose the measures with you at the start, from the list on this page, and only the ones your data can support. We do not promise a result. We promise a baseline, and a report that shows the change against it, whichever way it went.
This engagement is measured on
- Time to hire
- Stage drop-off
- Offer acceptance
- Joining rate
- Interviewer consistency
The measures we choose from
Time-to-hire
Days from approved vacancy to accepted offer.
90-day attrition
New joiners who leave in their first three months.
Annual attrition
Leavers over the year, by team and by manager.
Payroll and statutory errors per month
Corrections after the run, and returns filed late.
Open compliance gaps
Obligations without an owner or a due date.
Employees with written goals
Share of the team that knows what it is measured on.
Review completion rate
Reviews finished on time, not just started.
Manager training coverage
Managers who have been taught the part of the job they were promoted into.
Working together
Who does what
| Activity | GullyHR | Your team |
|---|---|---|
| Sample and access | Proposes the sample and issues one written request for documents and tracker data. | Confirms the scope, shares records and makes people available. |
| Conversations | Runs and records the conversations and keeps what individuals say confidential. | Tells managers and recruiters the review is happening. |
| Report | Writes findings with evidence and a plan with an order of work. | Reads, challenges and corrects factual errors. |
| Decisions | Says what can be done in house and what would need help. | Decides what changes and who owns it. |
Where the software fits
If you use a tracker or recruitment module, its data becomes evidence: stage dates, rejection reasons, source of hire and offer outcomes. If you use spreadsheets or email, we build the picture from those. The plan notes which parts of the process a recruitment system would support once the process itself is agreed.
Ways to engage us
- Focused recruitment audit
- One team, role family or location, reviewed against a sample of recent hires.
- Company-wide recruitment audit
- All hiring across teams or sites, with a view of where practice differs.
- Audit, then process design
- Findings first. A written recruitment and interview process, question banks and interviewer briefings are scoped afterwards.
- Part of the HR Diagnostic
- Hiring can also be one of the areas in the full HR Diagnostic.
Good to know
Questions we are asked
It is a paid review of your hiring from job brief to joining. We trace each stage, the time it takes, who decides and how interviewers score, and then show where candidates are lost.
No. It is a paid engagement with the scope and fee agreed in writing before work starts. The first conversation, where we decide whether it fits, is free.
Yes. Many companies interview without a written process. We document what actually happens and rate it. That is often the most useful result.
Only if you allow it. Talking to recent joiners and candidates who withdrew shows a lot, but the audit can run on records and conversations with your team alone.
Yes. The method is the same for a factory supervisor, a nurse or a software engineer. The questions and stages differ, and we adjust to the role family.
Only if the evidence points that way. Often the process needs to be agreed first. If software would help, the report says which parts.
You decide. You can work through the plan yourselves, ask us to design the interview process and train your managers, or have us run hiring for you on chosen roles.
No. GullyHR works on permanent hiring and on the process behind it.
Prefer to talk first? +91 80958 58589 · hello@gullyhr.com