3 ms·
I very much disagree with you: the more experienced the candidate is, the more the interview is about the company and the work environment, not just the candida
by haspok 8y ago
I very much disagree with you: the more experienced the candidate is, the more the interview is about the company and the work environment, not just the candidate. I.e. it is a two way street, and the candidate has to decide in the end whether he/she wants to work for that company or not. There is simply no way a 1 or 2 hour interview can provide this information - this is why you need more time, and this is why I do think the process described in the post is a great way to interview.
This may not apply to all companies or situations, but for a Microsoft-sized organization this is the way it should be done.
- solatic 8y agoIf you're Microsoft-sized, then if anything, your interview process should be less strict, not more strict. At organizational scale, enforcement processes become more important than culture. That means building out custom standardized entrance exams, regular "induction days" with mandatory internal courses for new hires (wherein it is your job in the first few weeks or even months to just go to those courses during normal working hours), deployment pipelines which guide new junior hires by enforcing minimum test coverage, style conventions, passing static code analysis, etc. Your hiring needs should reflect the size of your organization, and your hiring process should reflect your hiring needs. If you hire relatively infrequently then it makes sense to go over individual resumes and have infrequent evening interviews. If you need to hire hundreds of people this month just to negate churn then you have the resources to build out the kind of enforcement-process-oriented above since you surely need that kind of infrastructure anyway. Everything in between is just a matter of degree and where your company is on the process-vs-culture balance as a function of its size.