Episode 10: Best Practices for Hiring Plan Kickoff
Podcast Overview
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Eric Guidice
Headcount Experts, 2026, first episode. Technically episode ten if we wanted round numbers, but we’re counting up from ten this year. We spent most of January thinking through how we want to approach the show, and I’m really excited about what’s coming. Welcome back. How was the holiday?Chris Mannion
It was great. I had a blast. Definitely not as relaxing with two young kids running around, plus a dog. An elderly dog who’s starting to have medical issues. But it was good to have some downtime, spend time with family, and I’m excited to be back. There’s a lot going on this year, and I’m really excited by the plan we put together. I think it’s going to create a lot of value.Eric Guidice
Actually, yeah. The point of the first few episodes was really to prove that you and I could do this. Now that we’ve found our groove, it’s about structuring things in a way that’s more consumable. Today’s no exception. We’re kicking off with how you kick off a hiring plan.Between the two of us, we’ve probably kicked off a hundred to one hundred fifty hiring plans, either as consultants or internally. These are the five best practices we’ve found by looking across the best companies. I always like to start with what’s the best and what’s the worst. In a minute or two, what’s the best and worst kickoff you’ve ever had, and why?
Chris Mannion
One of the worst experiences I had was kicking off hiring with hundreds of requisitions and no real plan for integrating them into the organization. No sequencing, no structure. January first, five hundred requisitions dropped into the ATS and it was complete chaos. That was my first year in a talent organization, so I thought that was just how things worked. It wasn’t until much later that I realized how much more we could have done to make that year successful.Eric Guidice
That was the worst. What was the best?Chris Mannion
The first time I introduced more operational thinking into the planning process. Instead of just asking what was needed and figuring out how to deliver it, we started with what the business was trying to achieve, what talent was required, how the organization was structured, and where the gaps were. We built a plan collaboratively with hiring managers and the executive sponsor.We didn’t just ask how many people to hire. We asked what the organization should look like over the year, which hires to make, and which internal moves to enable. In some cases, we stopped hiring at certain levels because we were overhiring and blocking internal progression. It became a coherent plan that balanced external hiring with internal mobility, and it delivered real results for teams that had historically struggled.
Eric Guidice
That sounds like the foundation of the People Supply Chain. You’ll hear that theme throughout this year. I’ve had my own best and worst experiences. The worst was no alignment with finance. Recruiting was being used as savings, and we never got enough capacity to succeed. I was too junior at the time to fully understand what was happening.The best was when I started perfecting capacity versus demand forecasting and using it to articulate what was possible without defaulting to “work harder.” That’s where a lot of our thinking overlaps.
Today we’re covering five things. First, managing recruiting capacity versus demand. Second, prioritizing requisitions with leaders. Third, calculating interview capacity. Fourth, setting a recruiting cadence and escalation paths. And fifth, building a consistent recruiting process from kickoff through offer. Did I miss anything?
Chris Mannion
I’d add visualizing what you’re trying to achieve over the year, including attrition, inflows, outflows, and constraints. Learning those upfront makes everything else easier.Eric Guidice
That’s a great point. Kicking off a hiring plan is just one part of workforce planning. We’re assuming there’s an attrition forecast and broader business context. But if you’re a recruiting leader, finance leader, or executive who just received a hiring plan at the start of the year, what do you do next? That’s what we’re focused on today.We’re also introducing a new segment called Technical Corner, where we show tools live. One of the tools I use to kick off every hiring plan is a capacity versus demand forecast. It maps recruiter capacity against expected offers by month. You upload your hiring plan, select target fill months, and see where capacity breaks.
It’s simple, but powerful. It helps advocate for recruiting resources and manage executive expectations. Chris, what’s your reaction when you see a forecast like this?
Chris Mannion
The best models are simple. Red and green outputs that you can edit live with stakeholders. Complex models are useful internally, but executives respond better to something they can manipulate and immediately understand. This looks like a revenue or supply chain forecast, which gives recruiting instant credibility.Eric Guidice
That credibility matters, especially because recruiting is rarely the only thing on an executive’s plate. If you can’t articulate constraints clearly, the response is often just “more top of funnel.” Capacity planning lets you have a smarter conversation and move from recruiter to true talent partner.That leads to the next best practice: calculating hiring manager interview capacity. Recruiting capacity isn’t the only constraint. Interviewing takes real time from the business. How do you think about that?
Chris Mannion
It builds directly on the recruiting capacity plan. You reverse engineer how many interviews are required to hit hiring goals, then translate that into hours per week from the business. You can do it bottom up, telling leaders how much time is required, or top down, asking how much time they’re willing to commit and deriving hiring output from that.This often leads to wave-based hiring, where different roles are prioritized at different times of the year based on business rhythms. It creates a more realistic, agile plan.
Eric Guidice
Exactly. This is about identifying constraints. You might have recruiter capacity but not interview capacity, or vice versa. That brings us to prioritization. Everyone has high, medium, and low priority, but nothing is ever labeled low.Chris, what have you seen work?
Chris Mannion
True prioritization happens at the senior leadership level. It’s about sequencing based on strategy, whether that’s launching a new product, building leadership before scaling teams, or handling confidential searches. You can’t fill all buckets at once. Capacity has to be allocated intentionally.Eric Guidice
I’m passionate about fixing how prioritization is abused. Best practices include defining what qualifies as priority, limiting how many roles can be top priority, reporting independently on priority performance, and giving hiring managers context for how priorities are set. If everything is priority, nothing is.Self service also matters. Giving managers ways to help without disrupting the process reduces friction and builds partnership.
Chris Mannion
Another issue is recruiter productivity. In some analyses I’ve done, recruiters were only spending about a third of their time actually recruiting. Constant reprioritization requests were a big reason. Clear governance upfront protects recruiter capacity and prevents burnout.Eric Guidice
That ties into the fourth best practice: setting a reporting cadence. What information is shared, how often, what triggers escalation, and what warning signs matter. This prevents constant ad hoc requests and keeps everyone aligned.Chris Mannion
Transparency and overcommunication are key, but in a structured way. Weekly snapshots, monthly trends, and quarterly retrospectives all serve different purposes. Simple reporting tied back to the plan builds trust and allows leaders to anticipate issues early.Eric Guidice
The goal is to provide information leaders can actually use. Recruiting reports shouldn’t just show effort. They should enable better decisions elsewhere in the business. That’s how recruiting earns credibility and unlocks enablement support.The fifth best practice is standardizing requisition kickoff. Intake sessions, interview plans, scorecards, and role clarity all reduce mid funnel friction and improve conversion. Chris, how do you approach kickoff?
Chris Mannion
I’m a big believer in structured hiring. Clear expectations upfront about responsibilities, timelines, sourcing, competencies, and interview plans. You work backward from the ideal hire and design the process to get there efficiently. It reduces wasted time and improves quality.Eric Guidice
The key is balancing process with reality. Not every role needs the same depth, but alignment upfront prevents downstream issues. Intake sessions improve conversion, validate leveling and compensation, and clarify constraints early.When you step back, these practices benefit everyone. Recruiting gains predictability and credibility. Finance gets a tighter forecast. The business fills roles faster and more accurately. Ultimately, this is about having a plan for the plan.
Chris Mannion
Exactly. It creates clarity, trust, and long term partnership across recruiting, finance, and the business.Eric Guidice
Plans will always change. The goal is to adapt proactively instead of reacting late. That’s what we’ll continue to explore this season. Thanks for tuning in, and we’ll see you on the next episode.
5 Best Practices for Kicking off a Hiring Plan
Best Practice 1: Recruiting Capacity vs. Hiring Demand
Recruiting capacity is finite. It does not scale simply because the plan demands it. The only way to run a credible hiring plan is to model monthly supply against monthly demand and surface the gaps early.
Eric and Chris walk through how simple, visual capacity models immediately change executive conversations. Instead of asking recruiting to “push harder,” leaders are forced to choose between sequencing roles, adjusting expectations, or investing in additional capacity.
Best Practice 2: Hiring Manager Interview Capacity
Translate hiring goals into required interview hours from the business, then reconcile that with what hiring managers can realistically support.Interviewing is one of the largest unmodeled constraints in hiring plans. Most plans assume managers will make time. Few ever calculate what that actually means.
The episode breaks down why interview capacity, not recruiter effort, is often the real bottleneck. By reverse-engineering interviews per hire and translating them into weekly hours, teams can see immediately whether targets are achievable. This unlocks wave-based hiring aligned to business rhythms and prevents the slow bleed of stalled requisitions that quietly derail plans.
Best Practice 3: Executive-Led Prioritization
Define what “priority” actually means, limit how many roles can be prioritized at once, and sequence hiring based on strategy rather than noise. When everything is labeled critical, capacity collapses. Priority inflation is not a recruiting problem. It is a governance problem.
Eric and Chris explain why prioritization is a top down exercise, not a recruiter negotiation. Clear criteria, hard limits, and independent reporting protect recruiter productivity and prevent burnout. Governance does not slow hiring. It preserves the ability to execute the work that matters most.
Best Practice 4: Reporting Cadence and Escalation Paths
Establish what gets reported, how often, and what triggers escalation so recruiting is not operating under constant ad hoc interruption. Ad hoc reporting is a symptom of missing planning discipline. It pulls recruiters out of execution while creating the illusion of control.
The episode outlines how structured transparency increases trust with leaders while reducing reactive work for recruiting teams. Weekly snapshots, monthly trend reviews, and quarterly retrospectives each serve different decisions. Escalation paths defined in advance prevent surprises and keep attention focused where it belongs.
Best Practice 5: Standardized Requisition Kickoff
Use consistent intake sessions to align on role scope, leveling, interview plans, and success criteria before sourcing begins. Every unclear requirement becomes friction later in the funnel. Intake is not overhead. It is conversion optimization.
Eric and Chris connect strong kickoff discipline directly to higher funnel conversion, fewer mid-process resets, and better hiring outcomes. The focus is on proportional rigor. Critical roles require deeper alignment, while lower-risk roles move faster without unnecessary process.
A Plan for the Plan: Hiring Plan Execution Needs a Strategy
This episode outlines the foundation to creating an execution plan for 2026. Listeners walk away with a practical operating lens for turning annual hiring plans into measurable systems that have predictable results.
Recruiting earns credibility with finance leaders when it moves beyond activity tracking and delivers an execution plan that predicts the timing and financial impact of hiring. By modeling recruiting as a production forecast against demand, teams can anticipate when OPEX will hit, when revenue capacity will come online, and where shortfalls will occur if constraints are left unaddressed. That visibility allows the business to intervene early, either by investing ahead of risk or by making explicit tradeoffs, because the cost of inaction is clear. An execution strategy for a hiring plan is not optional; it is a core requirement for hitting company targets and operating with financial discipline.