1. Executive Summary
Instructure is a growing company with a unique culture that promotes a fast-paced and feel-good
environment. As the company grows, Instructure seeks qualified employees. We have provided
to find, recruit, and retain the right people while maintaining Instructure’s culture. We will
address this by (1) discussing hiring and recruiting strategies and (2) referencing specific
scenarios within the company.
Instructure’s hiring process should be simple yet rigorous enough to eliminate unfit candidates.
This can be accomplished by establishing three levels of analysis:
1. Candidates must reach already established minimum requirements using an online
screening process that focuses primarily on hard skills. Those candidates will be invited
to an open house (held quarterly) where recruiters can assess soft skills.
2. From observations made during the open house, viable candidates will be invited to the
office for an interview with the hiring manager. Before arriving, they will be expected to
address a problem in a work sample test related to the desired position. In addition,
potential hires will be encouraged to bring a portfolio or resume of experiences to
demonstrate their achievements. Lastly, behavioral and hypothetical questions—based on
Instructure’s seven values—will be used to evaluate cultural fit and soft skills.
3. Employees will be involved in the selection process by bringing the candidate on a
complete tour through the office to meet potential co-workers. With the help of current
employees, we can identify whether or not the candidate will be a good match.
By implementing these levels of analysis, we ensure the following: candidates meet the basic
requirements for hard and soft skills; candidates have a favorable view of the company whether
hired or not; candidates will thrive culturally; and current employees will feel empowered.
Instructure’s autonomous culture is built on wholesome interaction. To maintain this focus, we
suggest putting emphasis on soft skills. While hard skills can be taught, changing the personality
of an adult is more difficult. By finding the right fit, Instructure can then prepare and teach new
employees to take on specific challenges. To accommodate needs that new employees may have,
a mentor program will be established. These mentors can guide and teach employees during their
first few months at Instructure. To maintain a healthy demographic and intellectual mix,
Instructure should reach out to local and national organizations, especially culturally diverse
universities. By targeting specific talent bases, Instructure can pull from a reservoir that will
offer variety for our firm. If possible, we would create dynamic teams that will bolster each
other. Holding training programs and creating company-wide international communication
creates a bond between Instructure’s headquarters and local branches and other satellites.
Moving talent and ideas when/where appropriate will enhance growth, strengthen the culture,
and breathe new life into different segments of Instructure.
Instructure can ensure a continual and strong pipeline of candidates by doing the following:
1. College recruiting—As previously mentioned, college recruiting can bring a diverse set
of employees. They reflect the innovative culture of Instructure by bringing fresh ideas.
2. Employee referrals—Questions with constraints (e.g., “Who is the best finance person
you know?”) will lead to new referrals. To prove that the candidate is truly interested in

2. Instructure, a monetary incentive will be offered in opposition to accepting a full-time
offer. After onboarding and six months of work, the referrer will be given a reward.
3. Analytical HR—Using an algorithm measuring factors such as experience, career
mobility, and attractiveness of a LinkedIn profile, a team could determine who can easily
be “pulled” from another company with a competing offer from Instructure.
All of the recommendations given thus far will protect the culture Instructure has developed and
will be especially useful as they relate to the following situations we are facing.
We foresee the new sales employee struggling to market a product without an already well-
established plan. Difficulties may occur due to an overly aggressive quota and interview
techniques that didn’t fully analyze the candidate’s ability and potential. To prevent similar
situations, we will implement the previously mentioned solutions as follows:
1. By using a portfolio based on the candidate’s past experience, we can better assess the
candidate’s personal achievements and prepare them to work in their new role.
2. Experienced-based interview questions will help recruiters more fully assess the
candidate, particularly focusing on how they respond when given autonomy.
3. By administering a work sample test before the interview, recruiters will be able to assess
the flexibility of the candidate to create and develop innovative processes.
Above all, recruiters must consider a candidate’s ability to learn quickly and handle ambiguity.
Next, regarding the new software engineer, we fear that she will lose confidence in Instructure if
the culture at the satellite office does not meet her expectations. She may also feel out of place if
deprived of the daily social interaction she was used to at her last job. Given that she is highly
sought after, she may feel that she made the wrong decision, and begin to look for other places to
work. We recommend the following steps:
1. Putting her in charge of communication between the satellite office and headquarters will
help her not only to feel more connected and understand the positive culture at
headquarters, but also empower her to make any changes that she feels are necessary. She
will be a major catalyst for establishing the same culture found at headquarters.
2. Scheduled events could be held at headquarters, e.g., a free breakfast, a sports
tournament, or employee of the month/quarter. This helps connect the employees to the
overall culture and mission of Instructure.
Finally, to be prepared for the upcoming hiring round, we recommend that the recruiter organize
a community event hosted at Instructure’s headquarters. This will be an opportunity to gain
referrals and allow the community to see Instructure as a family-friendly company that holds
great potential for future employees. The recruiter should develop an inspiring video that projects
our culture onto social media. We recommend sending a mass email to request updated resumes
from past candidates. The recruiter/hiring managers should favor soft skills over hard skills.
Although money may be spent to train the new hires, this process will result in employees with
excellent natural soft skills that are well-trained in hard skills. We suggest the recruiter maintain
the system and tactics that have been suggested to find those with this potential.
Though Instructure faces challenges, these solutions provide a blueprint for long-term success.