Back to resources

How to Improve Your Hiring Process

Hiring

27 September, 2020

Himanshu Gahlot

Himanshu Gahlot

Director of Engineering at Lambda School

Himanshu Gahlot, Director of Engineering at Lambda School, explains how he improved the hiring process at his new company by applying the knowledge he acquired working on different teams with different hiring processes in place.

Problem

When I joined my current company I became responsible for hiring new people. I soon realized that the interviewing process was not streamlined. As a consequence, it was not clear who would test a candidate and on what competencies, there was no question bank or guidelines to evaluate answers, and interviewers would improvise often duplicating the questions. To improve our hiring process I decided to apply the knowledge I acquired working on different teams at my previous company.

Actions taken

Developing pre-briefs and de-briefs

Initially, we didn’t run any briefs before and after the interviews and instead we would discuss things on Slack. I advocated for de-briefs following the interview to discuss hiring decisions and thus formalize the decision-making process. Also, I introduced pre-briefs where we talked about who would serve on the interview panel, how we would assign competencies to each interviewer, etc.

Creating templates on how to write feedback

I realized that a lot of the interview feedback submitted was not fact-based. A lot of it was simply overly emotional or biased and would have subjective impressions of candidates. Instead, the feedback should be objective and based upon candidate quotes and assessment of competencies. . For example, instead of saying, “I feel good about this person” or “This person did well”, the interviewer should elaborate on their assigned competencies and provide pro/con arguments. I would instruct an interviewer to take notes and if possible note down verbatim what a candidate said, and if not, summarize a candidate’s answers. After writing a summary of their observation they should clearly specify if they propose hiring or no hiring.

Starting off a question bank

I started compiling questions for the question bank -- both for the coding and the behavioral part of the interview. That way we could ensure several things: we would be able to have a standardized set of questions and thus comparable evaluation, avoid duplication of questions and also, be able to ask all the important questions.

Other things

Besides, I introduced shadowing which allowed me to include more and more people on our interview team who were available for interviews. Recently I also gave a talk on how to conduct interviews and also completed documentation on how to improve the hiring process.

Lessons learned

  • You have to standardize the interview process and ensure an unbiased evaluation of a candidate. The interview itself is the first point of encounter for a candidate and the best “shop window” for your company.
  • If your interviewing process is a mess, you will start receiving bad ratings on Glassdoor and else and that will impact your ability to attract the best talent. This is why you have to make sure to provide the best candidate experience during your interviews.

Discover Plato

Scale your coaching effort for your engineering and product teams
Develop yourself to become a stronger engineering / product leader


Related stories

Scaling Engineering @ Trustly

22 January

We doubled the Engineering team from 54 to 109 full-time employees. We expanded our team footprint to include: Brazil, Portugal, and the US. We evolved our road mapping and planning processes from two Product squads to eight Product squads, in alignment with PM areas of ownership.

Scaling Team
Reorganization
Hiring
Ron Pragides

Ron Pragides

VP Engineering at Trustly Group AB

Getting Creative to Land Your First Tech Job

19 January

Nani Nitinavakorn, the Sr Product Owner at Revolut, shares how she gained her first technical position, creating a direct method to apply for jobs.

Personal Growth
Ownership
Hiring
Strategy
Juniors
Career Path
Nani Nitinavakorn

Nani Nitinavakorn

Sr Product Owner at Revolut

How to Recognize Traits of High-Performance From Candidates with Non-Traditional Backgrounds

19 January

Federico Fregosi, VP of Engineering at Contino, shares how he hired a candidate with an untraditional background and grew into a key player in the industry.

Alignment
Scaling Team
Onboarding
Ownership
Hiring
Federico Fregosi

Federico Fregosi

VP of Engineering at Contino

The Process of Scaling Small to Medium Sized Teams

11 January

Nikita Ostrovsky, Sr. Manager. Site Reliability Engineering at Peloton Interactive, shares how he has grown multiple small teams to medium-sized teams, hiring new candidates and creating a psychologically safe environment.

Mission / Vision / Charter
Scaling Team
Different Skillsets
Company Culture
Internal Communication
Onboarding
Hiring
Nikita Ostrovsky

Nikita Ostrovsky

Sr. Manager. Site Reliability Engineering at Peloton Interactive

How an Organization Restructure can Enhance the Energy Levels & risk appetite of a Team

7 January

Ranadheer Velamuri, Director of Engineering at Tesco, shares how he brought experience diversity into a team of senior engineers to increase energy levels and innovation within the team.

Innovation / Experiment
Leadership
Diversity
Internal Communication
Onboarding
Hiring
Psychological Safety
Juniors
Ranadheer Velamuri

Ranadheer Velamuri

Director of Engineering at Tesco

You're a great engineer.
Become a great engineering leader.

Plato (platohq.com) is the world's biggest mentorship platform for engineering managers & product managers. We've curated a community of mentors who are the tech industry's best engineering & product leaders from companies like Facebook, Lyft, Slack, Airbnb, Gusto, and more.