How to find & hire the best candidates in the UK?

Should I hire friends or my network?

Hiring friends or acquaintances can be tempting. After all, you already know and trust them. However, there are risks and benefits to consider:

Top Performers Only: If someone in your network is truly exceptional - the top 2% in their field - they might be worth hiring. Their skills and work ethic could outweigh any potential awkwardness.
Friendship Dynamics: Working together can strain even the best friendships, particularly if you’re in a position of authority over them. Be honest about whether you’re willing to risk your personal relationship.
Balancing Risk: Hiring friends can reduce uncertainties about trust and compatibility, but only proceed if their skills genuinely match your needs. Mediocre performance from someone you know personally could ruin both the job and your friendship.

Only consider friends or acquaintances if you’re confident they’d be among the top 10% of both your professional and personal circles. Even then, tread carefully.

Should I hire for this role at all?

Before opening a new role, take a step back to evaluate its necessity:

Define Success: Ask yourself, “How will I measure success in this role?” Ideally, this should link to a clear number or goal, such as revenue, user growth, or operational efficiency.
Revenue Focus: For many roles, the key question is whether this hire will increase revenue. However, in certain stages of growth—such as with a freemium model—metrics like user acquisition or partnerships may be more relevant.

Avoid hiring non-essential roles that don’t directly contribute to measurable success. Focus your resources where they’ll make the biggest impact.

Where should I find my next hire?

The right platforms can make all the difference when it comes to finding quality candidates. Here are some of the best options:

While all these platforms have their merits, some are better suited to specific needs:

For Startups: Jumpstart, Cord, and Welcome to the Jungle specialise in connecting you with candidates interested in early-stage companies. They’re particularly strong for marketing, sales, and software engineering roles. If you’re looking for a Founder’s Associate - go to Jumpstart, it’s what they do best.

Traditional Recruiters: Despite their higher fees (10-20% of first-year salary), recruiters can be invaluable, especially for specialised or senior positions.

Testing candidates effectively

A strong hiring process helps you identify whether a candidate can genuinely excel in the role. Here’s how to design a robust test:

Simulate the Job: Write out the main tasks the candidate will perform weekly. Focus on the single most critical task and design a take-home assignment that closely mirrors real work.
Be Specific: Avoid broad or surface-level tasks. If attention to detail is key, create a task that reflects this. A well-designed assignment (1-3 hours of work) reveals both skill and motivation.
Gauge Commitment: Candidates who drop out at the task stage may not be fully invested in the role—a useful red flag.

Test for quality, not quantity. One detailed assignment is more revealing than a series of generic interview questions.

Making a job offer

When it comes to finalising the hire, the details matter:

Offer Letter First: Before signing a contract, send a written offer letter that includes key details (salary, start date, etc.) and states that the offer is subject to references and employment checks.
Conduct Checks: Always complete references and background checks before signing a contract. Skipping this step can lead to headaches if issues arise later as you are contractually bound if you’ve already signed, even if references are bad.
Seal the Deal: Once all checks are complete, finalise the employment contract and ensure both parties are aligned on expectations.

Don’t skip these stages but act quickly. Making offers and signing quickly help you to close the best candidates.

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