Most companies approach hiring with faulty assumptions and poor practices. They believe talent is fixed rather than contextual. They fail to create real partnerships between internal recruiters and hiring managers. And they rely too much on salary surveys and rigid compensation formulas. The author shares what she learned about making and keeping great hires during her 14 years as the chief talent officer at Netflix. The process requires probing beneath the surface of people and their résumés; engaging managers in every aspect of hiring; ensuring that recruiters deeply understand the business and are not viewed as support staff; adopting a mindset in which you’re always recruiting; and coming up with compensation that suits the performance you need and the future you aspire to. These lessons may be especially relevant to fast-growing tech-based firms, whose rapid innovation means a continual need for new talent. But organizations of all types can benefit from taking a fresh look at their hiring and compensation practices.
The One Method I've Used to Eliminate Bad Tech Hires - Mattermark
Let’s be real. Interviews are a terrible way to hire tech candidates. Here’s why paying candidates to solve problems works.
The CEO of Automattic on Holding “Auditions” to Build a Strong Team
Reprint: R1404A Mullenweg founded Automattic, the company behind WordPress, in 2005, and began hiring in the traditional way: using résumé screening, reference checks, and interviews. He focused on the experience candidates had and paid special attention to what other start-ups they’d worked for. He and his colleagues invested a lot of energy in the process and believed that they were being as rigorous as they could. But when some hires didn’t work out, they began to examine their approach in light of Automattic’s unconventional philosophy: Work where you want and when you want; you’ll be measured by outputs, not by time spent at a desk in an office. They realized that being well-spoken or charming in an interview often had little bearing on how a candidate would perform the job in question. So they introduced tryouts. After an initial screening, promising candidates are required to work with the company for three to eight weeks (with pay), performing real tasks that are closely related to the jobs they’re applying for, and working alongside the people who will be their colleagues if they’re hired. They can size up the company as it evaluates and provides feedback to them, benefiting all concerned.
Hire More Women (and people with diverse experiences and identities) In Tech
Stop missing out on exceptional tech talent. Diverse senior leaders deliver better business outcomes and better products and services.
We Hire the Best, Just Like Everyone Else
One of the most common pieces of advice you’ll get as a startup is this: Only hire the best. The quality of the people that work at your company will be one of the biggest factors in your success – or failure. I’ve heard this advice over and over
Inside Automattic’s remote hiring process
How can Automattic consistently hire the best people without ever having a single voice conversation? Let’s face it, hiring is tough. When you ask startup founders what their biggest challenge is, …
Salary Transparency at Stack Overflow - Stack Overflow
We believe (and developers tell us) that job seekers should be empowered with as much information as possible when looking for a job – especially salary. So we ran an experiment on Stack Overflow Jobs to see if the evidence would support it. Remarkably, we learned that job listings which include a salary range got 75% more clicks than job listings that don’t. With this experiment, we’re even more convinced that transparency isn’t just the right thing to do, it’s good for companies, too. Along with much of the tech community, we were impressed with Buffer’s boldness and leadership in salary transparency. So…
How to Hire a Great Marketing Person - Noah Kagan
I got this question asked and figured others might be curious on how I do it. The challenge about marketing output is that it’s not always numbers based and the ROI isn’t immediate. With that being said I think it can be and here’s how I would solve how to find and how to know […]
Why Meritocracy Doesn't Work: The Math Behind the Myth
Even a 1% hiring bias compounds dramatically across hierarchies and growth. Here's the math proving why meritocracy fails and diversity initiatives matter.
Hiring (and Retaining) a Diverse Engineering Team
Stories from six engineering leaders who succeeded in building and growing diverse teams. Hiring approaches, retention tactics and strategies.
Chief people officers—and Jamie Dimon—say AI can’t learn ‘human skills.’ The world's youngest self-made billionaires want to prove them wrong | Fortune
What's the price of training an AI to take your job someday (soon)? Mercor has contract gig listings as high as $150 per hour.
Levels.fyi | Salaries & Tools to Level Up Your Career
Search 1M+ data points for different companies, job titles, career levels, and locations. Explore our tools to help you get paid more!
How we pay people at Basecamp
There are no negotiated salaries or raises at Basecamp. Everyone in the same role at the same level is paid the same. Equal work, equal pay. We assess new hires on a scale that goes from junior pro…
“We only hire the best”
How many times have you heard a company claim that they only hire the best? The top of the top. The crème de la crème. Most of them, by sheer necessity of math, are delusional. There just aren’t th…
Companies That Tried to Save Money With AI Are Now Spending a Fortune Hiring People to Fix Its Mistakes
Companies that rushed to replace human labor with AI are now shelling out to have IRL workers to fix the technology's screwups.
Making your first startup ops hire – what founders should look for - PostHog
Most founders I talk to approach their first ops hire in a totally sensible but wrong way. Their typical approach is to look at the long list of admin…
Pure and impure software engineering
Why do solo game developers tend to get into fights with big tech engineers? Why do high-profile external hires to large companies often fizzle out? Why is AI-assisted development amazing for some engineers and completely useless for others?
