4 min read

How do we build frameworks?

How do we build frameworks?

This week we have been building a framework that we could utilize with our customers (both potential & current ones).

I thought of letting you in on how we are developing these kinds of processes.

Step 1: Come up with the first ugly draft

The first draft looked like this. And yes, there are multiple typos here e.g., "Same ass."

Step 2: Take the draft to the next level & build in public

Next, we wanted to figure out in more detail what different stages mean and decided to do this in public in our weekly ig-live session (If you don't follow TalentBee on Instagram yet make sure to do it!)

I wrote down a few notes for us for the IG-live. Here they are:

We discussed each stage through and what are the different traits of each category for different levels.

Step 3: Realize that your current idea isn't working and develop a new version.

I quite quickly realized that this wasn't working. The main reason was this:

Some companies might be on stage number 5 on utilizing technologies but on stage 1 on hiring manager maturity. And vise versa.

So we decided to go with a Matrix instead so we could look at the different things separately

We had all this discussion live on Instagram to give people a sneak peek at how we work together.

Step 4: Build the first version of the Matrix

We agreed with Gui that he would work on the first version of the matrix.

The chosen categories were:

1) Data & analytics

2) Technologies

3) Hiring Manager's maturity

4) Employer Brandin

5) Recruitment processes

6) Strategic or service-provider

And for all of these, we agreed that Gui would come up with the traits of all the 5 stages.

Step 5: New version open for comments from everyone

While working on this, Gui realized that, most likely, 4 stages are enough for each category and that for Employer Branding, we should utilize our Siiri & Nea. And ask for feedback from Saara as well.

We also agreed first to write our ideas in detail and then in the last stage to make them short & sweet. As you notice this is still far from finished, and, e.g., the EB part is still waiting for stuff from our EB team.

Different topics

Stage 1 

Stage 2 

Stage 3

Stage 4

Data & analytics

Does not know what data to measure or how to use it in TA.

Has probably heard about time to hire and turns to data when hiring results aren’t the expected, but has no tech to support good data tracking.

Has access to data via ATS, but lacks team expertise to provide meaningful insights and use it strategically

Understands what data to measure and how to use it to make well-informed , strategic decisions.


No TA technology - hiring using email, excel…

TA tech for advertising and sourcing: Linkedin, job boards, careers page, sourcing platforms. Mostly performed directly by founders and hiring managers

Advertising and sourcing combined with a decent ATS. Probably needs at least a TA or HR person to extract meaningful value from tech.

Uses ads, sourcing and ATS tech to their fullest capacities. Platforms are integrated and tasks automated. TA is super user of all used tech and pushes for tech innovation within the team

Hiring Managers Maturity

HMs are passive-aggressive towards TA team. Have unrealistic expectations. Blame TA for “lack of CVs”

HMs are engaged when they are asked to take part, but still need to be chased. Reactive - only think about TA when they realise they have a problem

HMs see TA as partner. Chasing is reduced significantly. Are happy to take part in extra activities like inviting their team for sourcing sessions. HMs are still somewhat reactive and unable to predict their needs in advance, but are willing to promote necessary changes

Full partnership established with TA. HMs are always on hiring mode, even when not hiring. Actively promotes a recruitment culture among other decision makers. Not only have realistic expectations, they understand they ARE the solution

Employer Branding

Recruitment processes

Unpredictable, manual, ad-hoc. Undefined decision-making process. Yields very poor hiring results and bad candidate experience.

Similar, but powered by slightly better advertising tech. Might be even more chaotic as now you have more applications to review. There’s an attempt to streamline processes, but lack of expertise takes you only so far

Streamlined hiring and decision-making processes powered by decent tech and at least one TA or HR person. Hiring is still reactive and ad-hoc

Strategic, structured yet flexible. Well-defined roles and decision-making. TA knows what needs to be hired and when, so processes are proactive, allowing for better use of resources, increasing chance of success, and reducing stress levels

Strategic or service-provider

TA is a service provider. Not on the same level as other functions. Acts according to orders given by HMs and does not have a say. Purely admin function

TA tries to provide insights for better processes and approaches but still faces a lot of ojections. There’s a channel for discussions, but very limited influence

TA has ownership of hiring and has a somewhat advisory function, but important company decisions are still made behind closed doors and cascaded to TA.

TA has a seat where decisions are made. Is seen as an advisory function. Is expected to challenge the business and come up with unexpected solutions

So what was the point of this post?

To show you how we start building frameworks. They aren't ready from the beginning and for us, the next stage is to test this with customers.

Let me know what you think!

-Samuli, Co-Founder & CEO of TalentBee. We are building talent pipelines for fast-growing SaaS companies.