To efficiently screen sales reps, hold a group interview where candidates perform a pre-sent script. Then, provide live feedback and ask them to try again. This quickly assesses their preparation, ego, and coachability.

After probing a candidate's past, 'flip the table' and present them with a current, real-world problem your company faces. This reveals their curiosity, analytical skills, and ability to engage with a new challenge on the spot, shifting from their prepared stories to raw problem-solving.

To hire for traits over background, Mark Kosaglo suggests testing for coachability directly. Run a skill-based roleplay (e.g., discovery), provide specific feedback, and then run the exact same roleplay again. The key is to see if the candidate can actually implement the coaching, not just if they are open to receiving it.

To find talent capable of managing an AI stack, traditional interviews are insufficient. A better test is to provide candidates with platform credits (e.g., Replit) and challenge them to build a functional agent that automates a real business task, proving their practical skills.

Rather than creating assessments that prohibit AI use, hiring managers should embrace it. A candidate's ability to leverage tools like ChatGPT to complete a project is a more accurate predictor of their future impact than their ability to perform tasks without them.

Use the maxim, "How someone does anything tells you how they do everything." Assess a candidate's preparation for the interview itself. Their research, note-taking, and follow-up are direct predictors of their future diligence and performance in the role.

A common hiring mistake is prioritizing a conversational 'vibe check' over assessing actual skills. A much better approach is to give candidates a project that simulates the job's core responsibilities, providing a direct and clean signal of their capabilities.

To avoid hypothetical interview questions, Zipline makes its hiring process as applied as possible. This includes pair programming, collaborative design sessions, and even offering paid 1-2 week work trials. This "work together" approach quickly reveals a candidate's true fit and capabilities.

For high-level leadership roles, skip hypothetical case studies. Instead, present candidates with your company's actual, current problems. The worst-case scenario is free, high-quality consulting. The best case is finding someone who can not only devise a solution but also implement it, making the interview process far more valuable.