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That would be fair to surmise, but incorrect. While most startups cannot pay Google salaries, we are competitive with our salary-equity mix. It took us a while

by vonnik 12y ago

That would be fair to surmise, but incorrect. While most startups cannot pay Google salaries, we are competitive with our salary-equity mix. It took us a while to learn what the market price was for various types of roles, and we offer that. We made 8 interview offers. 7 people either chose not to continue or were rejected by my teams further down the line. Some of those who chose not to continue were not devs, but client-service specialists. This was not a purely technical hackathon. Many of those people decided they did not want to deal with the math involved in financial services. You have to remember that SF is a very competitive job market. Devs are choosing jobs that fit their salary expectations, but also their lifestyle choices and their passions. We meet those needs for some people, but not all, since they are idiosyncratic.

palere 12y ago
Funny, I've actually been thinking about this problem recently and can totally relate to your dating analogy as I see it similarly. As you know, there are several steps in the hiring pipeline, from introductions (getting to know one another), to qualifying (what you're talking about and which has n > 1 iterations- phone screen to inhouse to multiple inhouse depending on level), to on boarding, etc. You initially want to apply a speed dating filter to weed out the few of interest (a guy/girl can walk into a bar and within 30 secs tell which individuals is of interest to them. You want to get there!) Moving on to the initial qualifying state, I think the one mistake you're making is assuming that only your company can validate this unknown person. To truly scale, we need to figure out a trust scheme (we sort of have it already with our belief in top ranking schools - you mentioned it is a crappy metric, which I agree, but this has historically been the baseline). We need sort of an SSL certificate like system where some third party(ies) can qualify individuals for your company. Again we sort of have this (on the technical front) with top coder scoring, online tests, SO rating, Git Hub Repo, etc. We need to come up with a standard "reputation" service, most likely related to skill, that can be applied in scale. If anyone cares to bat around some ideas, I'd be an interested party.

by vonnik 12y ago

palere 12y ago

Funny, I've actually been thinking about this problem recently and can totally relate to your dating analogy as I see it similarly. As you know, there are several steps in the hiring pipeline, from introductions (getting to know one another), to qualifying (what you're talking about and which has n > 1 iterations- phone screen to inhouse to multiple inhouse depending on level), to on boarding, etc. You initially want to apply a speed dating filter to weed out the few of interest (a guy/girl can walk into a bar and within 30 secs tell which individuals is of interest to them. You want to get there!) Moving on to the initial qualifying state, I think the one mistake you're making is assuming that only your company can validate this unknown person. To truly scale, we need to figure out a trust scheme (we sort of have it already with our belief in top ranking schools - you mentioned it is a crappy metric, which I agree, but this has historically been the baseline). We need sort of an SSL certificate like system where some third party(ies) can qualify individuals for your company. Again we sort of have this (on the technical front) with top coder scoring, online tests, SO rating, Git Hub Repo, etc. We need to come up with a standard "reputation" service, most likely related to skill, that can be applied in scale. If anyone cares to bat around some ideas, I'd be an interested party.