Let’s be real. Interviews are a terrible way to hire tech candidates. Here’s why paying candidates to solve problems works.
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, …
How to Hire
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.
What do the best interviewers share? We analyzed thousands to find out.
What do top technical interviewers have in common? We analyzed thousands of interviews to uncover the answer.
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.
The Last Technical Interview
Today we will pour one out for the vaunted technical interview process, which is on its last leg. And we’ll talk a little about what’s…
The Last Technical Interview
Today we will pour one out for the vaunted technical interview process, which is on its last leg. And we’ll talk a little about what’s…
Opinion | The Utter Uselessness of Job Interviews (Published 2017)
We use them to try to “get to know” people. It doesn’t work.
Who's Still Hiring? Find a Tech Job with Open Roles
A Corp Bro creation, Keyplay enriched, community-sourced, no-pay-to-play, ungated, BS-free, list of tech companies who are still ACTUALLY hiring.
Algorithmic Monocultures in Hiring - Stanford Digital Economy Lab
Many employers screen job applicants with algorithms built by the same few algorithm vendors. We hypothesize that algorithmic monoculture leads to the same individuals and members of the same racial groups facing rejection. We acquire and analyze a novel dataset of 3 million applicants submitting 4 million applications where all the applications are screened by algorithms built by the same vendor.
You’ve Heard About Who ICE Is Recruiting. The Truth Is Far Worse. I’m the Proof.
What happens when you do minimal screening before hiring agents, arming them, and sending them into the streets? We're all finding out.
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.
Breaking My Own Rule (Again): AI and the Job Hunt - Jacky Alciné
I said I wasn't going to lean on generative AI but I also said I was going to leave the tech industry. Here's what I actually used to keep applying and what it did (and didn't) do for me.
Why Silicon Valley can’t fix itself
The long read: Tech insiders have finally started admitting their mistakes – but the solutions they are offering could just help the big players get even more powerful
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.
