Been-There-Done-That Hiring Scorecard
Hire proven operators by testing promotions, relevance, ownership, and obsession.
- Difficulty
- Moderate
- Time to result
- ~weeks to results
- Steps
- 5
- Confidence
- 97%
The scorecard translates “hire great people” into observable signals. First, determine whether the candidate has already handled work comparable to the open role, ideally inside a competitor or adjacent company. Then inspect the career record: repeated promotions indicate that previous employers trusted and valued the person, while frequent unexplained moves may warrant deeper scrutiny. During interviews, ask for the candidate's most impressive relevant accomplishment and keep probing until their personal contribution is distinct from the team's result. Finally, test the company's central value through recent behavior—for Siu's “improving obsessed” value, that includes asking experienced candidates what they have recently done with AI. The output is an evidence-based assessment of capability, honesty, and cultural fit.
Origin
Extracted from The Jasmine Star Show, where Eric Siu explained the hiring signals behind his agency's renewed growth.
Core principles
- 01Past behavior supplies stronger evidence than polished claims.
- 02Repeated promotions signal sustained internal trust.
- 03Relevant competitor experience shortens the learning curve.
- 04Specific ownership matters more than proximity to a successful project.
- 05Core values need behavioral evidence.
How to run it
- 1
Define Comparable Success
Write down the scale, function, and operating problem the new hire must manage. Use this as the standard for deciding whether someone has genuinely “been there, done that.”
Pro tip Separate must-have experience from context that can be learned after hiring.
Watch out A prestigious employer does not prove that the candidate owned relevant work.
- 2
Inspect the Career Pattern
Look for multiple promotions, meaningful tenure, and increasing responsibility. Investigate frequent moves rather than automatically accepting or rejecting them.
Pro tip Ask what changed in scope or expectations after each promotion.
Watch out Career patterns are signals, not substitutes for understanding individual circumstances.
- 3
Test the Core Value
Ask for a recent behavior that demonstrates the value most important to the company. Require a concrete example rather than agreement with the value's wording.
Pro tip Update the question as the field evolves so rehearsed answers become less useful.
Watch out Do not mistake enthusiasm or jargon for evidence.
- 4
Probe the Best Claimed Result
Ask for the candidate's most impressive role-relevant achievement, why it was impressive, and their exact contribution. Continue until decisions, actions, and measurable outcomes are attributable to them.
Pro tip Use follow-ups about team size, baseline, constraints, and personal decisions.
Watch out Candidates who repeatedly replace “I” with an undefined “we” may be overstating ownership.
- 5
Score Evidence, Not Charisma
Compare all answers against the prewritten criteria and record supporting evidence. Make the decision based on demonstrated capability, truthfulness, and fit.
Pro tip Have interviewers score independently before discussing the candidate.
Watch out Do not lower the standard because a candidate is likable or urgently available.
In the wild
Siu described a candidate claiming that a team generated $10 million for Hyundai. Follow-up questions about the candidate's role revealed that the person had only been an account manager and had not contributed as substantially as the initial answer implied.
→ The interview exposed both weak ownership and a possible truthfulness problem before hiring.
Common mistakes
Taking the Headline at Face Value
A large company or revenue number can disguise a candidate's limited role unless the interviewer probes personal ownership.
Treating Promotions as the Whole Decision
Promotions are useful signals, but the candidate still needs relevant capability, honesty, and alignment with the role.
Is it for you?
Best for
It is best for companies hiring experienced operators who must contribute quickly in a demanding growth environment.
Not ideal for
It is not ideal as a rigid filter for junior candidates who have not yet had enough career time to accumulate promotions or comparable outcomes.
From the transcript
“Ideally they've been promoted not one time, but two times. That means the company really values them.”
“Ideally they've worked for your competitors”
“Tell me what's the most impressive thing you've done in your career as it relates to this role? Tell us why you consider it to…”
From the episode
He Spent $2 on a Million Dollar Business