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 Greg Togni • May 1, 2025
Chief Financial Officer ABOUT THE COMPANY Founded in 1947, Oregon Tool, Inc. has grown from a basement in Portland, Oregon, to a global designer, manufacturer, and marketer of precision cutting tools, equipment, and accessories for consumers and professionals in more than 110 countries with 3200 team members. Building off the pioneering spirit of its founder, Joseph Buford Cox, Oregon Tool has transformed the cutting industry and have become the world’s #1 manufacturer of saw chain and guide bars for chainsaws and diamond saw chain for concrete and pipe, a leading manufacturer of agricultural tractor attachments, and the leading OEM supplier of first-fit and replacement parts. Its products are sold into the aftermarket through multiple channels, including distributors, dealers, mass merchants and e-commerce, as well as to original equipment manufacturers for “first fit” use on new equipment. Since its founding in the 1940s, Oregon Tool has grown from a family business into a multinational organization. Oregon Tool is owned by Platinum Equity, a global investment firm with more than $48 billion of assets under management and a portfolio of approximately 60 operating companies that serve customers around the world. Platinum Equity specializes in mergers, acquisitions and operations – a trademarked strategy it calls M&A&O® – acquiring and operating companies in a broad range of business markets, including manufacturing, distribution, transportation and logistics, equipment rental, metals services, media and entertainment, technology, telecommunications and other industries. Over the past 29 years Platinum Equity has completed more than 450 acquisitions. POSITION SUMMARY Based on a recent promotion of Oregon Tool’s Chief Financial Officer to Chief Executive Officer , Oregon Tool is seeking an experienced Chief Financial Officer (CFO) to lead all financial functions across our U.S. and international operations with a team of over 140 members. The CFO will be a key strategic partner to the executive leadership team, playing a pivotal role in shaping the company’s growth strategy, ensuring financial performance, managing risk, and overseeing the IT function. As the financial steward of a private equity-backed global organization, the CFO will manage financial operations, optimize cash flow, oversee budgeting and forecasting, and support operational efficiency. The CFO will also be responsible for aligning the finance and IT teams with the strategic vision set by the private equity owners, helping to drive value creation, cost optimization, and scalability. KEY RESPONSIBILITIES Strategic Financial Leadership: Develop and execute the financial strategy to support both short-term and long-term growth objectives, aligning with the playbook. Drive strategic financial planning, providing insights on capital structure, liquidity, and funding strategies. Partner with the executive leadership team to guide business performance, identify operational efficiencies, and drive margin improvements. Support the execution of an exit strategy or liquidity event, working closely with the private equity firm to align with investment objectives. Financial Operations & Reporting: Oversee the preparation of financial statements in accordance with U.S. GAAP and international standards, ensuring compliance with regulatory requirements across all jurisdictions. Lead monthly, quarterly, and annual financial reporting to the private equity firm, board of directors, and other key stakeholders. Implement best practices for financial reporting and performance analysis, ensuring the company maintains a strong financial position. Direct the finance team in all areas of financial operations, including accounting, financial reporting, budgeting, and tax compliance. Cash Flow & Risk Management: Manage the company’s cash flow, working capital, and liquidity to ensure the business operates efficiently and remains financially stable. Develop and implement risk management strategies, overseeing financial controls, insurance, and mitigation of operational, financial, and market risks. Work with external auditors, legal advisors, and tax consultants to manage risk and optimize the tax structure across global operations. This includes cyber security and IT Risk Management. Mergers & Acquisitions (M&A) and Capital Strategy: Lead or support M&A initiatives, including target identification, due diligence, valuation, and integration, to support the company’s growth strategy and value creation. Partner with the private equity firm to evaluate and execute on new investment opportunities, optimizing capital structure and aligning with the firm’s strategic priorities. Global Operations & International Oversight: Oversee financial operations in all international locations, ensuring compliance with local financial regulations and tax laws. Maximize financial processes and reporting systems across geographies, driving operational efficiencies and consistent decision-making globally. Coordinate with international finance teams to ensure alignment with overall company financial objectives and adherence to best practices. IT Strategy & Oversight: Lead the IT function, aligning technology investments with financial goals and operational needs. Ensure systems are scalable, secure, and enable financial reporting and forecasting capabilities. Partner with the IT team to ensure the integration of financial systems (e.g., ERP, cloud services) to enhance reporting accuracy and streamline operations. Drive initiatives that optimize the company’s technological infrastructure, ensuring it supports both financial and operational goals, particularly in the context of global manufacturing and sales. Leadership & Team Development: Build and lead a high-performance finance team, providing mentorship and fostering professional growth opportunities. Develop strong relationships with cross-functional teams to ensure finance is closely integrated with all business operations. Collaborate with the leadership team to set the overall direction for the business, ensuring that financial goals are met and exceeded. ESSENTIAL DUTIES AND RESPONSIBILITIES Financial Reporting Oversee the preparation and accuracy of consolidated financial statements in compliance with U.S. GAAP, IFRS, and other relevant international accounting standards. Ensure timely and accurate monthly, quarterly, and annual financial reporting for internal and external stakeholders. Manage the preparation and production of consolidated financial reports adhering to internal reporting deadlines. Interface with external auditors on the timing and coordination of the year-end audit and work closely with them throughout their audit cycle. Develop and communicate the reporting schedule internally to Oregon Tool locations and facilitate compliance with reporting deadlines. Streamline and provide continual improvements to the master closing package template utilized by all reporting units. Lead and manage the external reporting cycles in an accurate and timely manner to achieve compliance with debt covenants and reporting deadlines including preparation of financial statements and footnotes. Ensure that the reporting system is able to produce financial information in the format and configuration required by senior management. Accounting Operations Lead the North America accounting team, ensuring accurate and efficient day-to-day accounting operations. Oversee the monthly and year-end close processes, ensuring timely reconciliations, accurate journal entries, and adherence to closing schedules. Ensure compliance with internal controls, policies, and procedures to safeguard company assets. Maintain and monitor an effective system of internal accounting and financial reporting controls. Interpret and analyze and report on periodic results. Maintain an internal performance management reporting system. Provide accounting direction and support to company-wide reporting units. Manage the collection and consolidation of data from company-wide reporting units. Supervise the general ledger for various accounts and legal entities, ensuring the accounting records are accurate and well documented. Lead continuous improvement efforts to improve processes and shorten reporting cycle times. Maintain, update and improve policies, processes, and systems including automation of key activities. Team Management Lead, mentor, and develop the management teams across CP, Mold, and PD, ensuring accountability and high performance. Establish clear performance metrics and KPIs for all areas of the business to drive results and enhance team collaboration. Maintain good communication, promote problem-solving, assign responsibilities, and provide training and mentoring to employees. Select and develop key operational executives and successors, assign accountabilities, set objectives, and establish priorities. Team Leadership and 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. Lead documentation and continual improvement of departmental work processes. QUALIFCATIONS • Minimum of 5-7+ years of experience in executive financial leadership positions, with a focus on manufacturing, sales, and international operations. • Prior experience in a private equity-backed company is highly preferred, with a proven track record of driving growth and value creation. • Strong experience in M&A, capital structure optimization, and working closely with private equity investors. • Experience in capital markets managing banking and investor relations. • Strong financial modeling, analysis, and business forecasting skills. • Expertise in U.S. GAAP, IFRS, international financial regulations, and tax compliance across multiple jurisdictions. • Experience in IT or Business Analyst management, optimizing global systems, ERP software, and other integrated technologies. • Excellent leadership skills, with the ability to motivate and develop high-performing teams in a fast-paced, growth-oriented environment. • Ability to communicate complex financial concepts clearly to both financial and non-financial stakeholders, including the private equity investors. LEADERSHIP COMPETENCIES Strategic Orientation & Commercial Acumen The ideal candidate will have a strategic mindset and will look at business challenges and opportunities in a holistic way. With that strategic mindset, executing on the existing Playbook is the priority. They will understand how to integrate market and competitive trends, organizational state, and other issues into a coherent vision for change and growth and link this vision into a series of initiatives and priorities that are compelling and logical. They will have a strong track record of driving growth and value through internal initiatives. Execution / Results Orientation The ideal candidate will have a demonstrated track record of delivering impact in the business. The individual must have a high sense of urgency, be a highly driven execution- oriented leader who has repeatedly led organizations through rapid transformation that yield increased levels of growth and sustainable performance. They will have the ability and determination to move a portfolio of strategic imperatives forward, using performance metrics and benchmarks to track progress. Team Leadership / Talent Development The candidate will build deep organization strength, inspire and motivate the entire organization to impact the future growth, continuity and profitability of the business. They should be focused on coaching, mentoring and testing their senior leadership team to ensure continued growth and success of the business. The leader will consistently be recruiting to benchmark their existing team and as needed, bring in best-in-class performers. The ideal candidate will possess the ability to effectively motivate others to achieve goals and objectives as they build the next level leadership talent. Collaboration, Communication & Influencing The leader will be a good listener with outstanding interpersonal qualities and a natural, effective consultative style. They will have demonstrated the ability to be straightforward, frank, and direct with others while communicating respect. They must be able to influence, collaborate and partner with the different entities to drive improvements. This includes the ability to work effectively with a virtual, geographically dispersed organization. Interested in Learning More? 180one has been engaged by Oregon Tool to manage this search. If interested in learning more about the opportunity, please contact Matt Oltmann /971.235.6236/ matt.oltmann@180one.com .

Pike Street Capital Selects New Board Member

By Greg Togni • April 23, 2025
180one is pleased to announce our recent partnership with Pike Street Capital and the successful placement of a new Board Member for Superior Duct Fabrication, a Pike Street portfolio company! Superior Duct Fabrication is a leading provider of commercial and industrial HVAC duct systems, known for its high-quality fabrication, reliability, and customer service. The company serves a wide range of industries, delivering complex ductwork solutions with precision and speed. Pike Street Capital, a Seattle-based private equity firm focused on industrial growth companies, acquired Superior Duct Fabrication as part of its strategy to invest in scalable, high-performing manufacturing businesses. Pike Street partners with management teams to accelerate growth and build long-term value through operational improvements and strategic leadership. As part of this effort, Pike Street Capital partnered with 180one to recruit a new board member to help guide Superior Duct’s continued expansion and success. Congratulations to Pike Street Capital, Superior Duct Fabrication, and the 180one Search Team on a successful board placement!

Unicorn (Candidate) Migration Trends to Consider

By Greg Togni • April 7, 2025
Let’s face the music, or the new reality that attracting executives to move across the country for an opportunity has become increasingly difficult for a variety of circumstances. As businesses look to recruit top talent at executive levels, understanding the shifts in migration trends before you launch a search, better yet, as you plan a position, might be the difference of landing a great candidate in a reasonable amount of time, or dragging out a search for the unicorn who can’t be found. Let’s look at some of the factors and trends together that might shape how your organization moves forward in conducting a national executive search. Understanding the 2024 Relocation Landscape The 2024 Allied Migration Report paints a picture of a U.S. population increasingly seeking affordable living spaces, a better work-life balance, and more favorable economic conditions. Despite a 20% overall decrease in interstate relocations from 2022 to 2024, the main driver of those relocating is the alignment of their personal and professional goals. The report also underscores the shift toward midsize cities and suburban areas as more desirable destinations. This trend is being driven by a combination of rising housing costs in major cities, economic uncertainty, and a greater demand for improved quality of life. Companies looking to relocate candidates must consider a range of factors to ensure that they are not only attracting talent but also providing a work environment that matches these evolving preferences. Here are 5 key aspects that companies should score themselves against to determine how desirable their location is for the market. Depending on how one scores, it can help highlight the probability of relocating or needing to adjust the candidate profile to match candidates in the current geographic market not needing relocation. 1. Housing Affordability and Living Costs One of the most significant motivators for relocation in 2024 is housing affordability. In 2023, soaring housing costs in urban centers like San Francisco, Los Angeles, and Chicago pushed many people to consider smaller cities and suburban areas where the cost of living is lower. When relocating candidates, it's crucial for employers to consider how the cost of housing in their city or region will impact the candidate’s overall financial well-being. If your company is in a higher cost area, providing a sign-on bonus towards housing can be one lever to pull to cover the gap. 2. Remote Work and Flexible Work Arrangements The rise of remote work in the wake of the pandemic continues to shape relocation patterns. With many employees now able to work from anywhere, some candidates are looking for jobs that allow them to live in more affordable or attractive locations while still benefiting from a competitive salary. The ability to work from home (or a hybrid model) has made relocation less about proximity to the office and more about finding a place that offers a better quality of life. For employers, it’s essential to evaluate whether the role can be offered remotely or with flexible work arrangements. If the company is headquartered in a high-cost city but allows employees to work from anywhere, the business might be able to attract candidates from more affordable regions while offering competitive salaries. On the other hand, if the position requires in-office attendance, it’s important to highlight the benefits of relocating to that city—such as lifestyle factors, community offerings, and career advancement opportunities. 3. Job Market and Industry Opportunities Candidates are increasingly moving to regions where job markets are thriving, particularly in industries like technology, renewable energy, healthcare, and finance. The 2024 Allied Migration Report noted that states with growing job markets are experiencing strong inbound migration. How would classify your region’s overall job market? Candidates want to know that if they were to relocate, and for some reason down the road they leave the organization – what other opportunities exist for them locally. If there are no other reasonable and likely options related to their industry, or expertise - this can pose another hurdle that needs to be addressed. It’s essential to evaluate whether the region offers the kind of industry opportunities that will keep the candidate’s career trajectory on track. 4. Tax Policies and Financial Incentives Tax policies are a key factor influencing relocation decisions in 2024. States with no income tax have seen an increase in inbound migration, with people moving to these states in search of more disposable income. The economic uncertainty and high inflation rates in 2024 have made individuals more conscious of their financial situations, and tax-friendly states are becoming increasingly attractive. Employers looking to relocate candidates should consider the tax implications of moving employees to specific regions. 5. Quality of Life and Lifestyle Considerations Beyond financial factors, candidates are also considering lifestyle factors when deciding where to relocate for work. According to the 2024 Allied Migration Report, many people are moving to regions that offer a better balance of work and life, which includes access to quality healthcare, good schools, recreational activities, and a desirable climate. For employers, this means understanding the lifestyle preferences of potential candidates and emphasizing how the region supports these needs. What’s the Score? So how did your region score? How will it impact how you go to market with the position? Did you adjust the candidate profile to mirror what exists in the local candidate market, or is your region highly desirable to attract the unicorn? As migration patterns evolve, companies that adapt their candidate profiles and expectations to these shifting dynamics will be well-positioned to thrive in an increasingly mobile workforce.
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