Recruiting is a forecasting and capacity problem before it is a sourcing problem.
Most companies run recruiting as a queue of open roles and hope. The ones that scale well run it as a forecast: how many hires the business needs and by when, with named owners, and the operations underneath to make the number real. This site is a reference for building it that way, written for the people who decide how a recruiting function gets built.
I’m Brian Schneider. I’ve spent more than 20 years building and scaling talent and people functions, and I write here about the parts that actually determine whether a recruiting org holds together as it grows.
Start here
- Recruiting is a forecasting and capacity problem
- Recruiting operations: the load-bearing layer
- AI as an operating advantage, not a tool list
The rest of the playbook covers building the function by stage, protecting the bar, the hiring-manager constraint, the seam between recruiting and the rest of People, and how to measure recruiting in a way that survives scrutiny.