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> if you make it too hard in an employee market, you will have good to great candidates drop off... if you make it too easy, you will wind up at the bottom of
by MaxBarraclough 7y ago
> if you make it too hard in an employee market, you will have good to great candidates drop off... if you make it too easy, you will wind up at the bottom of the barrel
And where you set the bar will depend on, roughly speaking, your prestige. Google can afford to be extremely selective when hiring technologists. Similar thing goes for Harvard and the Air Force.
> what a person works on (developers) outside of educational or work settings gives a ton of information on how they work as well as what they know
The usual counterpoint: nuclear engineers and surgeons tend to have hobbies with no bearing on nuclear engineering or surgery. Nothing wrong with a competent technology professional keeping it to work hours.
- tschiller 7y agoAll teams should be selective. But if you don't have a Google-sized brand and budget, you need to develop a clearer understanding of your teams strengths/weaknesses and needs. This understanding will enable you to figure out which hiring criteria do you need to maximize vs. which do you need to satisfy and where the bar is. Also, by interviewing more effectively, you punch above your weight by spending more face-to-face time selling your company/team/role.
- geoffroberts 7y agoI love this point—the more time you can spend selling the candidate the better. And I think the more effective your interview process, candidates take notice and probably need to be "sold" that much less.