Breaking Down the Recruiting Brick Wall: Evaluating & Selecting Candidates

This article is the last in a three-part series looking at how your organization can improve its hiring processes. Just joining us? Read parts one and two to learn about creating your success profile and sourcing candidates for your positions.


In Post 2 in our series “Breaking Down the Recruiting Brick Wall: How to Build More Effective Hiring Practices,” we shared a few active ways to go beyond your standard job postings and effectively source and recruit the right candidates for your organization.


Now that you know how to identify the top candidates for your pipeline, how will you evaluate them properly in order to make the best hire possible?


To assess candidates, your organization may follow standard practices such as reviewing resumes to look for at least the minimum qualifications; bringing qualified candidates through an interview process; or conducting reference checks with candidates’ former employers.


Many organizations often believe using one or two of these practices will be enough to decide whether a candidate is the right fit. But, rather than relying on a face-to-face interview or a reference check, putting together all of these practices (and more) will better allow you to gain a truer picture of who a candidate really is and how they will fit in at your organization. 


Today we’ll help you take your core candidate evaluation practices to the next level and show you how to combine interviews, reference checks and other assessment tools to increase your chances of making a great hire.

Combining Assessment Tools to Evaluate & Select Candidates

Remember Your Candidate Success Profile

Before you begin evaluating candidates, refer back to the Candidate Success Profile we discussed in Post 1 to know what to look for when reviewing resumes, what to address with interview questions, etc. Like with the other steps in your hiring process, using the Success Profile as the foundation for your assessment process will ensure you choose the candidate with the right hard and soft skills needed in order to succeed in the role.


Nail the Interview

How would you rate your interview process? How would candidates rate it? A strong and consistent interview strategy is critical in evaluating candidates. Here are a few things to consider when putting yours together.


The Interview Team

Who from your organization will interview candidates? Should candidates meet with everyone in the first round, or will interviewers meet with candidates at different stages of the process? And will the interviews be cross-functional, or will candidates only meet with members of the hiring department? 


Decide on the size and scope of your interview team at the beginning of the process, and follow the same interview structure and schedule with each candidate you bring through the interviews.


Maintaining a consistent interview team makes it easier to ensure that everyone involved in this stage understands the needs of the role and the qualifications you are seeking in a candidate. Logistically, keeping your interview team consistent can also make scheduling interviews go more smoothly, which will help you move quickly with candidates and maintain search momentum.


The Interview Questions

Use your Success Profile to develop questions that address the key areas you’ve identified that a candidate will need to excel in this role. Consider assigning specific skillsets for individual interviewers to focus on based on their respective areas. For example, a member of your finance team could assess the candidate’s analytical competence while a human resources professional evaluates cultural fit. You should also make sure to keep questions open-ended.


Ultimately, you want to design questions that will prompt candidates to provide specific examples relating back to the Success Profile or allowing you to observe their skills in action. Below is an example of what we’re talking about.

How you word your interview questions is crucial in eliciting an answer that gives you a better picture of the candidate’s views and working styles. In the scenario above, the word “control” baits the candidates, enabling you to figure out if and how they are able to partner across functions within your organization.



Scenario-Based Work Examples

Another way to evaluate candidates’ fit during the interview process is to assign a project to complete prior to your in-person meeting with them. These scenario-based work examples allow you to assess hard and soft skills that may be challenging to evaluate with questions alone.


For example, if filling a marketing position, you could ask candidates to develop a go-to-market strategy for a new product launch to present at their in-person interview. An assignment like this can allow you to see not only how candidates think strategically and creatively but also their ability to present to a leadership team.


Remember that these assignments or projects should also be based on the Success Profile; if “strong presentation skills” are not a key area you outlined, developing a way to evaluate this attribute would be irrelevant to your interview process.


2 More Tools to Help You Determine Who the Candidate Is


Psychometric Assessments

Many of our clients use assessments such as DiSC, Personalysis, MBTI and StrengthsFinder as evaluation tools when selecting new team members.

These tools measure an array of individual attributes, including behavior & personality, skills & competencies, emotional intelligence, motivators and values. And they aren’t just used for recruiting and hiring; many assessment suites include tests that address individual development & team building, job analysis & benchmarking, performance management and more.


Psychometric assessments can be valuable to an organization’s development and people management strategies, but they are more effective when you invest in them across your organization; rather than using an assessment for a single hire, you should adopt it for all current and new employees in order to assess your organization as a whole and maintain consistency going forward.


You will also need a trained facilitator to administer the test and interpret the results. If you aren’t ready to commit internal resources yet, engage a consultant who specializes in one or more assessment tools to oversee this process.

At 180one, we are big fans of incorporating these types of tests into your overall assessment approach, but remember that these tools are just one piece of your entire evaluation process and should not be considered “hire or not hire” tests.


Reference Checks

Most organizations conduct reference checks during the hiring process, but do you know how to make the references you receive more effective in assessing a candidate? Here are a couple of tips to help you improve your reference checks.


Ask the candidate for the right references.
The quality and reliability of your reference checks rely first on where the references come from. Again, refer back to your Success Profile as a reminder for exactly what you are looking for and determine who you need to talk to in order to learn more about how a candidate satisfies those key areas.


Hiring for a leadership position? Conduct a “360 Review” by having candidates provide you someone they report to, someone who reports to them and someone who is a peer to them to serve as references.


Rather than the candidate selecting the references to check, you could also specifically ask to speak to a former boss at ABC Company; how the candidate responds to this request will also be very telling in evaluating their fit for your organization.


Ask the references the right questions.
Like with interview questions you ask a candidate, questions for reference checks require finessing in order to draw out responses that will be useful in evaluating the candidate.


Need to know in what areas a candidate may be weak? Rather than asking, “What is the candidate’s biggest weakness?” ask a reference, “How can we help develop the candidate?” for a more honest and authentic response.


Putting All of the Pieces Together

After collecting information about your candidates through various channels (resumes, interviews, assessments, references, etc.), how do you use that data to help you make a hiring decision?


A pragmatic approach to evaluate candidates consists of developing a simple ranking system to see how their skills and fit stack up.


Create a Candidate Assessment Scoring Matrix and rank every candidate using a numeric scale on how well they meet the criteria laid out in your Success Profile.


Make sure you have the evidence to support your rankings, though. If you didn’t assess a candidate’s leadership qualities in the interview, psychometric assessment or reference check, for instance, do not assume that they are a leader just because they have that title at their current organization.


Here is an example of a simple Scoring Matrix to give you an idea.

In the end, you want to feel confident in your hiring decision, and laying all of the information you gathered out in a Scoring Matrix will take the guesswork out of deciding whether a candidate is the best choice for the role and for your organization.


A Final Recap of the “Breaking Down the Recruiting Wall” Series

Much of the conversation about what makes a company successful today centers on one main thing: its people. But, while hiring and cultivating top talent is a priority for most organizations, many companies still lag behind when it comes to investing in sourcing, recruiting and assessing new candidates.


Over the past few months, 180one has provided insight into the marketplace and tips and strategies for how to up-level your company’s hiring practices so you can start “walking the walk” and investing more in your people.


After reading the “Breaking Down the Recruiting Brick Wall” series, you are now equipped to:

  • Build a strong foundation for your recruiting and hiring processes by knowing what you’re looking for when it comes to the ideal candidate for a position and your organization
  • Take a more active and creative approach to sourcing new talent by posting jobs more strategically, leveraging the media to promote your open positions, targeting specific candidates & companies and more
  • Redevelop your assessment process to more accurately evaluate and select the right candidates for your organization


Of course, elevating your entire hiring process may sound like a daunting task, but this is why the retained recruiting industry exists. For organizations that aren’t ready to overhaul their systems or don’t have all of the pieces in place yet internally, a retained search firm like 180one can provide the resources, experience and know-how to find the candidates who will succeed in the most challenging roles.


Ultimately, your people are your best asset, so there is no reason why you shouldn’t start investing in finding the right professionals for your organization today.

New Opportunity: Chief Financial Officer

By Effie Zimmerman • October 22, 2025
 Chief Financial Officer ABOUT THE COMPANY CRU Data Security Group (CDSG) is a leading innovator and manufacturer of industrial-grade flash storage, secure storage products, and removable secure data solutions. With its OEM partners, CDSG supports security-conscious customers worldwide, including government agencies, military organizations, and corporations of all sizes. The company’s portfolio includes highly secure solid-state drives (SSDs), removable SSDs, disaster-proof storage devices, and forensic investigation tools. These purpose-built solutions are engineered to deliver the highest levels of security, durability, and performance, ensuring mission-critical data is protected whether operating at the edge, in the field, or behind the firewall. In 2025, Seattle-based private equity firm Pike Street Capital made a strategic investment in CDSG to accelerate growth through product innovation and targeted acquisitions. THE ROLE CDSG is seeking an experienced and results-driven Chief Financial Officer (CFO) to lead the financial strategy and execution of their high-growth business. The CFO will play a critical role in enabling both organic and acquisitive growth, optimizing operations, and driving value creation in partnership with the CEO and private equity sponsor. This is a hands-on executive leadership role ideal for a proven financial leader with a track record of operating in dynamic, performance-driven environments. RESPONSIBILITIES Executive & Strategic Leadership Serve as a strategic partner to the CEO and executive team, actively contributing to policy, direction, and long-term planning. Help define and execute the company’s growth strategy in alignment with operational, financial, and market objectives. Drive a high-performance culture through accountability, transparency, and collaboration. Lead by example, setting the tone and culture across the organization. Operate as a player/coach, comfortable building models, developing presentations, and engaging directly in critical business issues. Attract, develop, and retain top-tier financial and operational talent. Lead major business initiatives and projects (e.g., productivity improvement, pricing strategies) with measurable results. Shoulder broad business leadership responsibility, beyond traditional finance functions. Financial Planning & Analysis (FP&A) Own the development and ongoing refinement of annual budgets, monthly forecasts, and long-term financial planning. Track and maintain key performance indicators (KPIs) to measure performance against strategic goals. Conduct hands-on analysis of financial performance, with actionable insights to achieve growth and EBITDA targets. Lead investment analysis and decision support, including customer pricing models and full business case development. Demonstrated expertise in labor cost management and margin improvement strategies. Bring experience across multiple ERP platforms; ERP selection and implementation experience is highly preferred. Accounting & Financial Operations Oversee all accounting and finance functions, ensuring accuracy, integrity, and timeliness of financial information. Prepare and deliver comprehensive financial reporting packages, including monthly P&L, balance sheet, cash flow, and covenant compliance. Ensure all financial statements are prepared in accordance with GAAP and meet internal and external stakeholder requirements. Lead all month-end close activities, including general ledger, balance sheet reconciliations, and overhead allocation. Enhance and scale accounting processes, systems, and internal controls to support company growth. Coordinate the annual audit process, ensuring unqualified audit results. Lead the preparation and management of company-wide budgets, including revenue and capital expenditure planning. Treasury & Working Capital Management Lead cash flow forecasting, management, and decision-making around weekly cash disbursements. Improve the full cash cycle, credit policy, collections, inventory, and payables management. Manage lender relationships and covenant compliance. Use forward-looking cash flow analysis to guide capital structure decisions and working capital strategy. M&A & Private Equity Engagement Collaborate with the leadership team, private equity sponsors on M&A activities. Experience or understanding of value creation planning, reporting, and board-level communication. EDUCATION, EXPERIENCE & SKILLS REQUIRED Bachelor’s degree in finance, accounting, business administration, or a related discipline; CPA and MBA strongly preferred. Extensive experience in senior financial leadership roles, ideally within a private equity-backed or high-growth environment. Deep understanding of financial and operational disciplines, including P&L ownership, balance sheet management, cash flow optimization, and capital allocation. Demonstrated experience in corporate governance, risk management, and regulatory compliance. Proven ability to lead complex negotiations related to financing, vendor agreements, M&A, and commercial terms. Expertise in budgeting, forecasting, financial modeling, and working capital management; prior public accounting experience is a plus. Strong business acumen with the ability to quickly assess new challenges and make sound, data-driven decisions in a dynamic environment. Natural leadership presence with the ability to build trust and credibility across all levels of an organization and with external stakeholders. Resilient under pressure with a disciplined approach to prioritization, execution, and delegation. Exceptional communication skills—both written and verbal—with the ability to clearly articulate financial concepts to non-financial stakeholders. Committed to service excellence, with strong interpersonal skills and a collaborative leadership style. High attention to detail and precision, balanced with the ability to think strategically and see the broader business context. Interested in Learning More? 180one has been retained by CDSG to manage this search. If interested in learning more about the opportunity, please contact Nicole Brady at 180one at: 503.699.0184 / nicole@180one.com .

Rethinking the Org Chart: Why Successful Companies Avoid Overloading Managers

By Greg Togni • October 3, 2025
In today’s business climate, reorganizations have become the norm rather than the exception. Companies shift structure to respond to market changes, streamline costs, adopt new technologies, or realign with strategy. But while the headlines focus on job cuts or new leadership, one critical factor often overlooked in the success or failure of a reorganization is managerial span of control : the number of direct reports assigned to each manager. When companies get this wrong, they risk derailing even the best-planned structural change. When they get it right, the results include faster decision-making, improved employee engagement, and better execution of strategic goals. So how do the most successful companies handle this delicate balance during a reorg? The Pitfalls of Overloading Managers The pressure to do more with less can tempt organizations to increase the number of employees reporting directly to each manager. After all, fewer managers mean lower salary overhead, less bureaucracy, and theoretically, a leaner, faster organization. But research consistently shows that increasing a manager’s span of control beyond a certain point leads to declining effectiveness , both for the manager and their team. According to a comprehensive study by Bain & Company, companies with top-quartile performance in productivity and employee engagement tend to cap manager spans at no more than 7 to 10 direct reports , depending on the complexity of the work and the level of autonomy of the team. Beyond this range, several problems begin to surface: Decreased coaching and development time: With too many direct reports, managers struggle to provide regular feedback or support individual growth. Slower decision-making: Managers become bottlenecks as more team members wait for approvals or guidance. Increased burnout: Overloaded managers report higher levels of stress, disengagement, and turnover. Reduced innovation: Less time for strategic thinking means less opportunity to solve problems creatively or improve team performance. Harvard Business Review echoes this concern, noting that “as spans widen, the average quality of management and leadership drops,” especially in knowledge-driven or high-complexity work environments. Span of Control: One Size Doesn’t Fit All So what’s the right number? The answer depends on context , and smart companies know that not all roles, teams, or business units require the same structure. Key variables include: Task complexity: Teams doing routine, repeatable work (like call centers or transactional processing) can operate effectively with spans as wide as 15-20 direct reports. In contrast, research and development teams often require narrower spans due to higher collaboration and oversight needs. Employee experience: Highly experienced, autonomous employees require less hands-on supervision, allowing for broader spans. Manager capability: Not all managers are equally equipped to handle large teams. Leadership training, experience, and support systems (like team leads or AI tools) can influence optimal span. Organizational culture: Companies with strong cultures of self-management and clear accountability structures may tolerate wider spans without performance drops. A 2023 McKinsey report emphasizes this variability, stating, “Leading companies tailor spans of control by role and level, not by arbitrary benchmarks.” Case in Point: Reorg Success Stories Let’s look at a few organizations that have successfully navigated reorgs by paying close attention to managerial spans: 1. Microsoft During Satya Nadella’s early tenure as CEO, Microsoft underwent a major organizational overhaul to break down silos and improve collaboration. A key part of the strategy was flattening the org , but not indiscriminately. Nadella emphasized “clarity of purpose” and invested heavily in leadership development to ensure managers were ready to handle broader spans only where appropriate. The result? Productivity rose, engagement improved, and innovation accelerated across product teams. 2. Procter & Gamble (P&G) P&G restructured in the early 2010s to reduce costs and improve agility. Rather than simply cutting layers, the company also reassessed manager-to-employee ratios by function. In areas like finance, where standard processes prevail, spans increased. In innovation and marketing roles, they were kept tight to preserve creativity and oversight. The tailored approach helped P&G maintain performance through a major shift. 3. Spotify Famous for its “squad” model, Spotify empowers small autonomous teams with clear leadership support. Managers, often called Chapter Leads, have limited spans to ensure close mentorship and skill development within specific technical domains. This model has supported Spotify’s growth while preserving agility and innovation. Practical Guidance for Leaders Planning a Reorg If your company is considering, or currently navigating, a reorganization, here are five evidence-based principles to keep in mind: 1. Start with the work, not the structure Begin by analyzing the actual tasks teams are responsible for. How complex is the work? How interdependent are the roles? What level of oversight is needed? Design the structure around the needs of the work, not arbitrary span targets. 2. Avoid flattening without a function Flattening layers can reduce costs, but it can also create chaos if not executed thoughtfully. Ensure that wider spans are matched with the right capabilities, tools, and cultural support. 3. Invest in manager readiness If you do decide to widen spans, ensure your managers are trained in time management, delegation, coaching, and the use of technology. Even experienced managers can falter without support. 4. Use data to monitor and adjust Keep track of KPIs like employee engagement, turnover, decision speed, and manager satisfaction post-reorg. These can provide early warning signs if spans are too wide or teams are struggling. 5. Communicate clearly and consistently Structural changes can breed uncertainty. Communicate not just what is changing, but why, and how it will improve the experience for both managers and their teams. Structure Should Enable Strategy A reorganization is not just a reshuffling of boxes on an org chart, it’s an opportunity to realign your workforce with your business goals. But even the most visionary strategy will falter if leaders are overwhelmed, disengaged, or unsupported. As the research shows, successful reorgs pay close attention to the human factor. Avoiding overly wide spans of control is not about bureaucracy; it’s about enabling leaders to lead .

New Opportunity: Controller

By Effie Zimmerman • September 24, 2025
Controller ABOUT THE COMPANY Pacific Realty Associates, L.P. (“PacTrust” or the “Firm”) is a fully integrated real estate development and investment firm based in Portland, Oregon. PacTrust has been active in commercial real estate for more than 50 years and is among the largest real estate developers and investment property owners in the Pacific Northwest. The Firm’s real estate portfolio consists of industrial, industrial/flex, office, retail, hospitality, and agricultural properties, with assets in the Pacific Northwest, California, Texas, and Maryland. www.pactrust.com. THE ROLE PacTrust is seeking a Controller to join its corporate headquarters in Portland, Oregon, reporting directly to the Chief Financial Officer. The candidate will be a key member of the team and be responsible for overseeing all financial accounting, debt reporting & compliance, treasury, financial planning & analysis, tax planning, and filing. Additionally, the candidate will collaborate with the Firm’s investment and asset management teams and will be involved with the operations of the business, specifically related to budget and forecast analysis. Qualified candidates must be self-motivated, extremely detail-oriented, organized, and intellectually curious, and must have deep experience working with and managing teams. The Controller must also embrace the Firm’s collaborative and positive culture, be an effective multitasker, and be comfortable working with and supporting various departments and functions. The Firm benefits from a strong, long-standing capital structure with established policies and procedures, but the Controller will be a key member of the Senior Management team tasked with guiding the Firm into the future and growing the business. The Controller will manage a team of accountants, with additional headcount potentially added in the future based on growth and/or reporting needs. RESPONSIBILITIES The Controller will lead the Firm in the following areas: Financial Accounting & Reporting Manage monthly and quarterly financial statement preparation and related reports and projections. Prepare subsidiary financials and review monthly financial packages from joint-venture partners. Review and approve various balance sheet account reconciliations. Oversee fixed asset accounting and maintain all depreciation schedules within the Firm’s Fixed Asset System (Sage). Prepare valuation support schedules and related reports for quarterly fair value accounting purposes. Set up and manage construction jobs in the Firm’s ERP system (Yardi) to ensure appropriate capitalization of development expenses. Treasury: Ensure the Firm’s cash disbursement and cash management controls are appropriately adhered to and adequately documented. Prepare cashflow forecasts and monitor cash receipts to ensure sufficient liquidity at all times. Administer the Firm’s credit card platform (US Bank) and process daily ACH clearings and vendor updates. Administer the Firm’s cash disbursement system (SinglePoint) and setup/approve ACH, book, and wire transfers. Financial Planning & Analysis: Prepare annual budgets for the Firm’s operating company and managing member entities, with monthly forecast updates. Tax Planning & Filing: Coordinate annual tax return preparation with the Firm’s third-party tax advisor (Deloitte) and ensure all filing requirements are satisfied. Prepare tax work papers for the various entities under management. Prepare quarterly estimated taxable income projections and estimated required tax payments. Prepare and process personal property tax filings for various jurisdictions, as required. Process tenant association tax returns, where applicable. Team Leadership & Development: Lead, mentor, and develop a high-performing accounting team. Foster a culture of continuous improvement, promoting efficiency, accuracy, and best practices. Manage performance, establish clear development goals, and provide ongoing coaching for team members. Other: Coordinate annual audit with the Firm’s third-party auditor (Deloitte) and oversee preparation of audit workpapers. Prepare, on an annual basis, lease analysis files for each park with corresponding updates in Yardi as necessary. EDUCATION, EXPERIENCE & SKILLS REQUIRED Education Bachelor’s Degree in Accounting or Finance required CPA strongly preferred. Knowledge & Experience 10+ years of professional experience with prior controller or similar experience required. Experience with commercial real estate and real estate development accounting and reporting is preferred. Working knowledge of real estate valuation frameworks (discounted cash flow, cap rates, etc.) and financial concepts is preferred. Working knowledge of real estate development and asset management functions is preferred. Working knowledge of tax concepts and considerations as they relate to commercial real estate investment and legal entity structuring is preferred. Skills & Abilities Proven track record of building and managing high-functioning teams. Impeccable integrity and honesty. Exceptional analytical, problem-solving, and strategic thinking abilities. Collaborative and effective team player. Proficient with ERP systems and MS Office Suite. Yardi experience a plus. Excellent interpersonal, oral, and written communication skills; strong presentation skills. Initiative-taker with high energy and commitment to work within a dynamic, collaborative and entrepreneurial environment. Strong business writing skills. Ability to build and manage strong relationships internally and externally. Accountable to deadlines with the ability to manage and prioritize work. PacTrust is an equal opportunity employer. All qualified applicants will receive consideration for employment without regard to race, religion, color, national origin, sex, age, genetic information, sexual orientation, gender identity, status as a protected veteran, or status as a qualified individual with a disability, or any other characteristic protected by applicable Federal, State, or Local law. Interested in Learning More? 180one has been retained by PacTrust to manage this search. If interested in learning more about the opportunity, please contact Lisa Heffernan / 971.256.3076/ lisa@180one.com .
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