Improving the Hiring Process by Engaging Your Team
22 August, 2018
I wanted to get more candidates into the funnel and improve the hiring process by increasing the team's involvement.
The first action was to revisit our messaging and make the approach more personalized through writing custom-tailored messages for the senior candidates we thought were a great fit. Instead of generic messages, the hiring engineer emailed the candidates to personally invite and inform them about the job opening. Second, we created more touchpoints and follow-ups to close the loop. We implemented a weekly "sourcing power hour" where engineers get together with the recruiter to look at candidate resumes and then write customized invites and send these to the ones they think would be a good fit for the role. The third step was to scale up the process and get more engineers involved in recruiting. We created task forces and assigned owners to ensure we had a consistent process from creating the messages to the various interview segments. We launched pair programming where we trained engineers to do interviews and this helped improve engagement because they felt more involved. It also helped avoid hiring delays when an interviewer is unavailable since there is a pool of trained engineers who can be substitute interviewers in such situation.
Improving the candidate experience on the application process is an effective way to increase hiring success rate. We received better responses when we told potential candidates why they would be a good fit for the role through custom-tailored messages. Furthermore, ensuring an interviewer will be available to conduct interviews in case of sudden unavailability made our hiring process more efficient.
Scale your coaching effort for your engineering and product teams
Develop yourself to become a stronger engineering / product leader
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.
VP Engineering at Trustly Group AB
Nani Nitinavakorn, the Sr Product Owner at Revolut, shares how she gained her first technical position, creating a direct method to apply for jobs.
Sr Product Owner at Revolut
Joëlle Gernez, Vice President, Engineering at Pinger, shares how having visibility on the processes that engineering teams work on is crucial.
Vice President, Engineering at Pinger
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.
VP of Engineering at Contino
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.
Sr. Manager. Site Reliability Engineering at Peloton Interactive
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.