A Selection and Interview System That Lets You Hire on Evidence, Not Gut Feel
Hiring managers each run their own interviews, ask different questions and argue about who impressed them most. GullyHR designs one selection system: stages, criteria, structured interviews, bias guardrails and a scored decision, so every hire rests on written evidence.
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Share your requirementsWhat is selection and structured interviewing?
Selection and structured interviewing is the design of how a company chooses between candidates: the stages they pass through, the criteria they are judged on, the tools used to test them, and the way the final decision is made. GullyHR builds this system for Indian startups and small and medium businesses. We deliver a stage map, a weighted criteria matrix, interview kits with rating anchors, bias guardrails, a decision scorecard and offer templates for your adviser to review.
The starting point
When businesses ask us for this
- Every manager interviews in their own way, so two candidates for one role are never compared on the same ground.
- The decision goes to whoever spoke last or whoever the founder liked at lunch.
- Candidates wait weeks between rounds and some accept other offers while you deliberate.
- Interview questions drift into age, marriage plans, family and community, and nobody has checked them.
- Managers prefer people from their own college or city and call it culture fit.
- Panel members compare notes in the corridor and the first opinion sticks.
- Offers go out before the budget range or walk-away point has been agreed with the owner.
- Two years on, nobody can show why a particular person was chosen over the runner-up.
What the work covers
We begin by mapping the steps you really follow for one role family, using the last few hires as evidence. Then we agree the stages you want, with an owner, a target number of days and a written pass standard for each. Next we build the criteria matrix: five to ten criteria drawn from the business plan, the job description and the culture you want, with must-haves separated from weighted items. For each criterion we pick a measure, such as a work sample, a short test or a structured interview. We write the question bank with rating anchors, run an interviewer workshop, and set rules for independent scoring and same-day forms. A scorecard turns the ratings into a ranked shortlist, and the reasons for the choice are recorded. Offer and negotiation guidance and templates complete the pack.
Selection stages are mapped, owned and timed for each role family.
We draw the current path from screening to offer, then set stage owners, target days, pass standards and a tracker, whether that is a sheet or your applicant system.
The criteria matrix says what good looks like before anyone is interviewed.
Five to ten criteria, must-haves marked, the rest weighted. Weak predictors such as years of experience are capped and age never appears in the matrix.
Assessment tools are chosen for fit with the role and for cost.
We compare work samples, role-plays, aptitude tests and interviews against each criterion, then design one work sample with a scoring rubric for your priority role.
The interview guide pack gives every candidate the same questions.
A bank of six to ten questions, mostly situational and behavioural, each with anchors for weak, acceptable and strong answers and a short list of questions to avoid.
Bias guardrails are built into how the panel works.
Interviewers learn the common rating errors, score independently before discussion, complete forms the same day and review any large gap between raters with evidence.
The final decision is scored, recorded and followed by a considered offer.
Weighted ratings, knock-out checks and a review pack lead to a documented choice with a runner-up, then an offer plan with a negotiation range set in advance.
The process
How it runs
Map the current process
We review the last few hires for one role family, who did what, how long each step took and where steps were skipped. This gives a candid starting point.
Set stages and standards
With HR and the hiring manager we agree stages, owners, target days and pass standards, then choose a tracker that records status, dates and the source of each candidate.
Build criteria and tools
We draft the weighted criteria matrix, mark the must-haves and select the measure for each criterion, including one work sample with its scoring rubric.
Write the interview kit
Questions, rating anchors and a list of questions to avoid are drafted with the hiring manager, then tested on a mock candidate before use.
Train the panel
A half-day session covers listening, note-taking, same-order questioning, independent scoring and the rating errors that most often distort decisions.
Run a live hire and refine
We sit in on one live hiring round, review the scorecards, discuss any wide gaps and adjust the kit before it becomes your standard.
What you receive
- Hiring stage map with stage owners, target days and pass standards
- Weighted hiring criteria grid with marked must-haves
- Assessment tool comparison and one work sample with scoring rubric
- Structured interview question bank with rating anchors
- Interviewer guide covering note-taking, bias and questions to avoid
- Candidate scorecard with a decision record page
- Offer and negotiation pack: range sheet, call outline, recap email draft
- Trained interviewers from your own team, with an attendance record
Who it is for
- Founders who still interview every candidate personally and want others to hire as well as they do.
- Hiring managers in growing teams who have no training in interviewing and no shared forms.
- HR leads who need a single process across engineering, sales and operations hiring.
- Companies that have had two or three bad hires in a row and want to know where the process failed.
- Businesses preparing to hire in volume for a new office, product line or city.
- Family-run firms bringing in outside managers for the first time.
Why GullyHR.
We work with owner-led Indian companies where hiring is often split between a founder, a few managers and one HR person. The system we build is light enough to use on a busy week. Forms fit on a page, the panel meets for minutes, not hours, and the scorecard tells you in one glance why a candidate won. We have also seen how family and community networks shape hiring, and we build checks that deal with it directly.
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
- Every manager follows the same stages, with named owners and a target time for each step.
- Candidates for the same role are scored on the same weighted criteria.
- Interviewers can explain a rating by pointing to an anchor and an answer.
- Panel scores are independent, so one strong personality does not decide the result.
- The reason for each hire is on file and can be reviewed months later.
- Offers are made within a range and walk-away point agreed beforehand.
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.
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 |
|---|---|---|
| Mapping the current selection process | Reviews recent hires and drafts the stage map. | Shares real records and confirms who owns each step. |
| Agreeing criteria and their weights | Facilitates the matrix and challenges weak predictors. | Decides what matters most for the role. |
| Writing the interview kit and training | Writes questions and anchors, and trains the panel. | Releases interviewers for training and uses the kit. |
| Making the final hiring decision | Provides the scorecard and decision record format. | Makes the hiring choice and the offer. |
| Legal review of offer documents | Drafts offer templates and flags points to check. | Has its own qualified legal adviser review templates and checks. |
Where the software fits
Everything is delivered as editable documents and sheets kept in a shared folder you own. Scorecards can sit in a spreadsheet, in the applicant tracking tool you already use, or in the GullyHR software if you want them there. The software is optional. We set how long candidate details are kept, and the interview guide records that candidates have agreed to how their details are used.
Ways to engage us
- Interview kit for one role
- A criteria matrix, question bank, anchors and scorecard for a single priority role, with a short panel briefing. Suits a company hiring for one important position.
- Full selection system
- Stage map, criteria, tools, kits for your main role families, panel training and a supervised live round. Suits a team that hires regularly.
- Review of what you have
- We read your current forms, questions and recent hiring files, observe a round, and return a gap list with fixes. You can apply them yourself.
- Alongside talent acquisition
- We design the system, and our permanent talent acquisition team can source and shortlist against it. Useful when you want one consistent standard from search to offer.
Good to know
Questions we are asked
It is an interview where each candidate for a role is asked questions drawn from one agreed list tied to the job, in a fixed sequence, and scored against written anchors. It reduces the effect of mood, similarity and first impressions compared with a free conversation.
No. Panel members can be warm and still ask the same questions. We include a warm-up question and a short space for candidate questions, so the conversation feels natural while the scoring stays consistent.
Usually five to ten. Fewer than five leaves out important qualities, and more than ten dilutes the weighting. We help you separate must-haves from weighted items and cap weak predictors.
Yes. GullyHR offers permanent talent acquisition support. It is a separate service that can run alongside this one, so sourcing and shortlisting follow the criteria you have agreed.
The work is scoped and quoted in writing after a short call. Cost depends on how many role families you hire for, how many interviewers need training and whether you want a live round supervised.
No. We do not offer background verification. The system can state where reference and verification steps fall and who owns them, but a verification provider or your own team carries them out.
Your own qualified legal adviser. We draft templates and point out clauses and questions that need checking, but rules vary by state, sector and facts, and we do not give legal advice.
Prefer to talk first? +91 80958 58589 · hello@gullyhr.com