Recruiting: Good to Great

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Help breaking down the evaluation process to make recruiting more consistent and repeatable.

Text of Recruiting: Good to Great

  • May 2013 Recruiting: good to great
  • Page 2 Why? To Be Great at Recruiting Great Recruiting is: Telling Stories Company & Positions Understanding the Candidate Crafting an Experience Work to make it a strength of your org
  • Page 3 Role of Talent Create the Experience Keep the Trains Moving Troubleshoot Learn to use data
  • Page 4 Agenda Recruiting Process/Experience Interview Structure Preparing Offers Compensation Data Sourcing Scaling Culture Steve Cadigan
  • Page 5 The Experience The goal of recruiting is more than just a repeatable process, it is about crafting an overall experience You should be deliberate about every step a candidate goes through. Be aware of: Its purpose What it feels like to go through Map steps and measure how long it takes
  • Page 6 The Experience Basic Anatomy Introduction Evaluation Connection Close
  • Page 7 Setup Goal: Sync with manager on the ideal candidate and prepare the interview team. The Position: Why does this role exist and what is the potential impact to the company? What will the person work on the first 3, 6, 12 months? Why is it interesting? What hard skills do they need? Required vs. nice to have prioritize Perquisite experience? How senior? What are you willing to trade off: domain experience vs. coding chops Ideal candidates? Where do they work? Look through LinkedIn together Process: Select interview team and give them responsibilities more to follow
  • Page 8 Introduction Goal: Generate Interest & Understand What They Value (LISTEN TO THEM) Generate Interest (storytelling): Why does the company exist and why does that matter? Why are you going to succeed where other have failed? Why does the company matter to you? Mission? Culture? Upcoming projects Set Expectations and Prepare for what lies next
  • Page 9 Introduction Discovery: Why are they looking and how serious are they? What are they not getting from their current company? When are they looking to make a decision? Timing? Who is the competition? Other startups, founding something, large companies What do they want out of their next position? Whats their current comp and what are they looking for? Stock vs. cash? Who are the decision makers? Parents, wife, kids, etc *WRITE IT DOWN & SYNC WITH THE HIRING MANAGER
  • Page 10 Evaluation Goal: Evaluate Fit , Communicate the Responsibilities of the Position & Answer Outstanding Questions Main Areas: Work Experience, Relevant Skills, Culture Fit.
  • Page 11 Evaluation Work Experience Systematically breakdown what theyve done for the past 5 years. What projects where they working on? What were their specific responsibilities? Really dig into the details. What did they deliver? How did they influence the direction of the product? How much autonomy did they have to make decisions? Enough, too much? Did they work on core parts of the project? How did they deal with roadblocks? What happens when they get frustrated? Look for people that had key roles and that have had increased responsibility over time. Each role should be a step forward. *Takeaway: What have they done, how well did they do it, was it hard
  • Page 12 Evaluation Relevant Skills: Break it down to the fewest people possible Technical Skills Programming languages, writing abilities, sourcing Problem Solving CS Fundamentals, deductive reasoning, situational questions They should be relevant to the position Practicals Tests, presentations, role playing Can be used as a filter if you have a lot of applicants or towards the end of the process if you need to do a lot of selling. Examples of Previous of Work Code Samples, writing samples, portfolio
  • Page 13 Evaluation *Takeaways: Strength of knowledge on each required skill Horsepower Problem solving abilities Quality of work *2 - 3 interviews: Always leave time for questions and for interviewers to talk about their experience
  • Page 14 Evaluation Culture Fit: Understand and quantify your culture first How do decisions get made? Conviction of ideas? How collaborative? Pedigree? Passions/Interests? Positive vs. questioning? How independent are people expected to be?
  • Page 15 Evaluation The questions asked should be relevant to your current culture or the one youre trying to build How much control do you want over decisions? How do you handle disagreements with coworkers? What do you do if you disagree with a decision thats been made? What risks have you taken? What was the outcome, what did you learn? When have you gone out of your way to do something or learn a skill that wasnt required? When was the last time someone was critical of your work, how did you handle it? *Takeaways: How well do they fit into the organization you have and do you think they can adapt?
  • Page 16 Connection Find ways of endearing the candidate to you Social interaction: Team lunch, dinner, golf, ping pong Potentially engaging other interests: family-life, outdoor activities, etc Check-in: Engage the candidate after their onsite How excited are they? What questions do they need answered? Offer to spend more time outside of the interview process Discuss career growth and future aspirations Love Bomb: Have the interviewers reach back out Send a gift basket that relates to their interest
  • Page 17 Debrief Goal: Moderate a discussion with Hiring Manager and Interviewer(s) to determine hiring decision Facilitating the conversation: Require concrete data Avoid statements like I feel Be thoughtful about the order in which people give feedback Dont have the most influential people speak up first Look for a champion A weak YES is really a NO Dont hire someone to be the weakest person on the team Get value out of nos Know why they are a pass Learn what would have made them a YES
  • Page 18 Close: pre-offer Goal: Have the candidate ready to accept before the offer is delivered Begins at the Introduction: Reinforced through each stage of the process (slide 8) Take each thing they value and cross it off the list as you interact with the candidate Have hiring manager and other leaders communicate the vision for the company and how the candidate fits in. Why it is a career and not a job. Constantly check-in: How excited are they about the position? What concerns to the they have about the company, job, etc? What questions do they need answered? How does it compare to other positions? If terms could be agreed upon, would you accept? When can you start? Learn to position against: smaller companies, other startups larger companies
  • Page 19 Close: talking numbers Making Comp Recommendations 1. Employees comp history discuss early 2. Expectations/Motivations (equity vs. cash) 3. Industry benchmarks 4. Competing offers 5. Internal comparisons
  • Page 20 Close: delivery Figure out the best person to deliver the offer Hiring manager, CEO, Recruiter Have a confidant Typically the recruiter, someone that can discuss the details of the offer while still being removed from the negotiation Negotiation Avoid unless theyre ready to accept Sign-on Bonus
  • Page 21 Close: the counter Mentally prepare the candidate for a counter offer Strengthen their resolve Stay connected, its not done until they show up
  • Page 22 Experience Killers Time in process Clock is ticking from initial intro or connection Treat employee referrals like gold Lumpy communication Follow-up immediately Missing interviews or being left waiting Not paying complete attention checking phone/email Inconsistent expectations between interviewers, candidates Asking the same questions People that dont know what the hell theyre talking about Weak Process Not challenging enough
  • Page 23 Useful Metrics Goal: Understand conversion and time in process Overall Conversion Funnel Total Outreach response rate interview process offer Instrument interview process Track each stage in ATS Understand the funnel conversion from phone screen to offer Track days spent in each step Offer Conversion Run a post-mortem on each rejected offer, avoid making the same mistake twice Sources Track where offers and hires come from, will help you better allocate time
  • Page 24 Comp Define your philosophy: Create salary bands Dont be a slave to data but be aware when youre breaking band Update bands each year Start to level employees but dont worry about it un