INTERVIEW HORROR STORY
*Source: the web
DO YOU AGREE WITH THIS INTERVIEW PRACTICE?
*Source: the web
*Source: the web
*Source: the web
Sticking to the status quo.
Somewhere along the line, someone made a call that conducting, let's say, 10 interviews was the way to go when hiring a developer. Everyone got on board, and this practice stuck around even if the person who initiated it is no longer with the company. It's like an outdated tradition that just won't let go, and it's high time we reevaluate and break free from it.
#interviews #informedecisions
Let's talk about another common challenge: the absence of data-driven decision-making. A lot of companies find it tricky to pinpoint the right time when they've collected enough information to make a solid call. It's crucial to grasp the return on investment (ROI) in terms of the insights gained from each extra interview. We need to know when we're hitting the sweet spot and not just going on an interview spree without a clear plan.
*Picture source: the web.
#interviews #informedecisions
Social loafing and decision avoidance
When there are multiple stakeholders involved, some individuals tend to shy away from taking decisive action. Instead, they prefer to spread the responsibility by adding more rounds of interviews. It's like a way of passing the baton to others, leading to prolonged and sometimes never-ending interview processes.
*Picture source: the web
“I did 6 interviews in one week, they ghosted me afterwards”
*from the web
“I had three phone interviews before meeting with five people in person. I was told by the VP of HR that she wanted me to meet with one more person and then I was ghosted.”
*from the web
Thanks to everyone who participated in our survey (link to survey results in 1st comment).
Here is a reminder of the CEO’s interview practice:
"I've been a CEO for over 2 years and I've finally cracked the code on hiring.
I look for just 3 things:
• Character
• Attitude
• Reliability
Anything else can be trained."
And here is our take on it…
We respectfully disagree with the CEO for 2 reasons:
1. Too broad definitions - what are “character” and “attitude” exactly? what do they contain? Imagine telling your recruiters or hiring managers to hire for great character and a positive attitude- you can be 100% sure that each of them will interpret this differently. In order to hire with accuracy we need to clearly define what are we looking for in terms of traits, behaviors, values and motivation. Broad definitions will just lead to people making their on subjective judgments and biases.
2. You should definitely hire for skills — although skills can be taught, some, particularly human skills (also known as “soft skills”) such as effective communication, emotional intelligence, and servant leadership. require considerable time to develop. When recruiting for a position, our goal is to efficiently onboard new hires and optimize the return on investment.
However, this does not imply that we exclusively seek out "perfect" candidates (if such individuals even exist). On the contrary, the skills-based approach to hiring encourages leaving our preconceived notions on what is the relevant experience and education at the door and to assess candidates on obtaining the relevant skills for the position.