Recruiting Optimization Roadshow - John Hundrieser, HumanConnections.io
•Télécharger en tant que PPTX, PDF•
1 j'aime•354 vues
John Hundrieser, founder of HumanConnections.io and former Head of Recruiting at Groupon, presents "Architecting the Interview Process" at the Recruiting Optimization Roadshow in Chicago.
Recommandé
Contenu connexe
En vedette
En vedette (11)
Plus de GreenhouseSoftware
Plus de GreenhouseSoftware (20)
Dernier
Dernier (16)
Recruiting Optimization Roadshow - John Hundrieser, HumanConnections.io
- 1. Architecting the Interview Process John “H” Hundrieser HumanConnections.io
- 4. Feedback
- 5. Techniques
- 6. Tools
- 7. Data
- 10. Feedback
Notes de l'éditeur
- 0 - 5 What are 3 words? 5 - 12 4 ingredients - feedback, techniques, tools, data (up to status quo of one sample) 12 - 20 Feedback 20 - 25 Techniques 25 - 30 Tools 30 - 33 Data 33 - 45 Q & A
- What 3 words do hiring managers use to describe you? What 3 words do you WISH hiring managers would use to describe you? You can’t use the same 3 words… But write down 3 other words that would be really great if they said about you behind your back…. I’m blown away by how…. SOMETHING…. she is… Ok, let’s go back to the first 3 words. What are some of the words they use? Say some out loud… Great! These are good words. And these are things we’re already good at. We already have these skills and abilities. But now let’s talk about what we want to add and where we’d like to improve. What words did you write down about what you wished they would say? Interesting…. Some of the words are the same and maybe they reflect some experience or tenure differences, but some of the words are very different, aren’t they. The first batch of words seemed to have a lot of proficiency of keeping the machine going smoothly. But the words we wish for like (innovative, clever, SME, partner…) seem to be more about doing something new or seeing the future or taking things to another level beyond what the hiring manager knows what to do. You’re not a support person, you’re the specialist that knows how to make things better… And HOPEFULLY, that’s why we’re all here today. We’re here to learn something new, rethink our position on some subject, open our minds to different approaches and ideas and to figure out which improvements we want to invest in. It’s very rare to find something really powerful that can be changed in a minute. We’re going to need to invest time and energy into the improvements that are going to make the biggest impact. So hopefully throughout the day and all the sessions, you’re making a running list of interesting things that you can implement, and you’re going to keep looking at that list when you’re back at work and figure out what you need to do to have hiring managers, executives, candidates , whoever! think that you’re <innovative, an expert, and whatever your words were>....
- Typically when we create an interview process, these are the 4 types of things that we use. Feedback is really all of the communication we have with everyone involved: Hiring managers, interviewers, candidates, and so on. Techniques are everything from sourcing and marketing approaches to interviewing strategies and our secret weapon that we use when trying to close a tough candidate that might accept another offer. All of the things that are the implementation of our knowledge. Tools can be external like Greenhouse or boolean searches or maybe you use aptitude tests or personality surveys, but it also includes things we create like question lists and interview guides. and Data is how we track what happened in the past and sometimes distant past and hopefully we use that when we create a new interview process or refactor a current one. And does everyone know what I mean by refactor? I come from software development and refactoring is what developers do when they improve their code. It’s not adding more features, it’s just making a piece of code be more efficient or cleaner. So maybe we’re trying to fill a tough role and after a couple months we use data to help us decide how to change our process or sourcing strategy or whatever. Ok? These terms make sense?
- We get a new job order or there’s a new req to fill, what’s a common job to fill? Software engineer? Sales? How many people here are tech recruiters? How many non-tech? OK <majority group> what’s a really common role for you to fill? Great. We’ll say it’s a new Inside Sales role. For Feedback - we talk with hiring manager, create our lingo bingo card, get a list of interviewers and MAYBE we even “TRAIN THEM” by telling them we have a list of scripted questions that they have to ask. IMAGES: hiring manager, lingo bingo, list of interviewers, replace with list of annoyed interviewers.
- Our Techniques - we use Behavioral interviewing or maybe Chronological interviewing like Topgrading… Does anyone still use topgrading? Interesting…. And we roll out some sourcing strategy of where and how we’re going to find the best people. IMAGES: Behavioral interviewers, Chronological (ape to man progression or baby new year to old man progression), smile and dial, sourcing/searching
- Tools - we clone a job in Greenhouse and make a few changes, then Greenhouse pushes our ad onto Indeed and wherever else it goes. We make sure our lingo bingo card is in the job description and in interview guide. For a <inside sales> role, we also make sure to have a performance test interview. When I say that, does everyone know what I mean? So when UPS wants to hire a driver, they can ask all their favorite behavioral questions “tell me about a time when you lifted a box.” “describe a situation where you put things on shelves.”, but they also have an 80lb box on the floor and a shelf on the wall So, for this role, maybe the performance test is “Call me at 1pm tomorrow and sell me the product that you’re currently selling.” IMAGES: Greenhouse job guide, lingo bingo (again) in a Job posting and in an interview guide (could be B on first card, I on 2nd…) , performance test: UPS woman with box
- And the Data we’re going to capture are how many candidates applied (whether they’re good or amazingly unqualified candidates), the number of phone screens/week, a funnel conversion report and eventually the time to hire. IMAGES: scary candidates with 1 good one (munsters?), phone screen, funnel conversion report and giant hourglass or astronomical clock
- And that’s it. The whole process. That’s how we maintain the status quo. Same way that we did it in our first recruiting jobs. Same Process. Same Routine. ...even the colors hurt my eyes. But we’re here today to talk about how we make things better.
- The communication and feedback you have with your hiring managers and teams is the basis for everything that happens in your career. So think about if your conversations are tactical or strategic. Do you bring new ideas and expertise or complaints about enforcing your processes? But if you invest time in the process and understanding the role, you’re building your own brand and your career these conversations are part of a relationship. not just part of a transaction. we talk outside of status meetings. we’re always talking about how to make this better and sometimes that’s because something isn’t working.
- So when I look back at our old process and I review all of the feedback that our Hiring Manager gave us, what’s my first question? WHY ARE ALL THE INTERVIEWERS WHITE?? Are we the kind of company that only values judgement from White people? Or is that just the message that we’re trying to send? Ok, that’s better. We want our candidates to identify with the interviewers, and factors like race, gender and age are big factors in how we define our identities. And this is the kind of advice that is hopefully the beginning of changing our relationship with our hiring manager. So, let’s start over.
- In addition to everything we used to ask, we might have new questions like: Which skills would take the longest to learn? What makes the top performers so good at this role? Who hasn’t done well and why not? What is hard to know or measure in a conversational interview?? And the manager probably only knows some of the story. Feedback - From every person after every stage, including the candidate! Bad to Good to Great. How many people get feedback from hiring managers on each candidate? And what about feedback on the candidate from interviewers? And what do you do with that feedback? How many people get feedback on YOUR screening and selection? What kind of feedback do you get? And what do you do with it? Do you write it down on your running list of things for your annual self review?
- Tell story of manager raise and sitting with team Feedback - From every person after every stage, including the candidate! Bad to Good to Great. How many people get feedback from hiring managers on each candidate? And what about feedback on the candidate from interviewers? And what do you do with that feedback?
- How do we know what to ask in the phone screen? We get feedback from the other interviewers on what was great and what was a deal killer. We always front load the deal killers in the interview process and if I’m capable of judging it in the phone screen, I ask it. Do you CHANGE and IMPROVE how you screen people? maybe you just move one of your questions to the beginning of the phone screen or maybe something you thought was Nice to Have is really a litmus test…. We should be getting feedback from every stage of the if the employee life cycle.
- Yeah, this thing… If you’re in a bigger company, you probably have a handoff at the onboarding stage and you’re hands off after that. But what feedback can we get at each stage? Well in onboarding, we can follow up with each new hire after a month and say “what surprised you? good or bad? What didn’t we tell you about the job/culture/company? And then we bake that into our phone screen or when we meet candidates in the office. Ideally, we share all of our interview notes with the new hire. WHOA that sounds scary! We’re not in England! His manager would go through the notes with him and create a plan for helping him be successful and if there are gaps in his knowledge, figure out how to train him. And then the key is to follow up in 3/6/9 months with them and find out “can we hire more people who have this skill gap?” For the stages of developing, engaging and retaining people, we should be taking our performance reviews and mapping them back to our interview notes. Maybe we’ll find that our interview process is working perfectly or maybe we’ll find some holes? Maybe we’ll find areas we focused on and we didn’t need to. We may also find out more about our interviewers. Maybe I always thought Katie was just mean and bitter because her interview ratings are usually the lowest, but now I have data that shows she’s the most insightful interviewer we have and she gave feedback that was more spot on than any other interviewer! Maybe she’d also be willing to coach some other interviewers, including me! Who’s getting promoted and why (or why not??) Do those jack of all trades type people that we’ve hired do well or not? Should we focus on people with deeper knowledge or broader knowledge for this role? And finally, what happens in exit interviews? Did HR download some generic list of questions or did recruiting make sure that we’re getting the answers that we need to better understand why people leave? then show them extending above the funnel to social media, sourcing, events, creative sourcing then show them coming from new hires (what surprised you? good or bad? what could I do better? What should we have done differently in interviews (dig more or less on ?) then performance reviews matching with interview feedback. Are we getting it right? Which interviewers are amazing, which need coaching? Then we look at retention and attrition. who are top performers and who struggled in the job? who moved up or moved out of the job? WHO HAS TIME FOR THIS?!?!? I have way too many roles to fill with all the attrition we’ve had or all the needs we have that I don’t have time to bake in all of this feedback….
- And then there is everyone above the funnel. What are they saying on social media? What are they reading on glass door or crunchbase? If we have employment brand damage, the interview process is our ONE chance to try to overcome it for this one person...
- So have all these conversations and do all this research and then write all these notes…. And then what do you do with them? Do you put the notebook in a drawer when you’ve used all the pages in it?
- Let’s talk about using some new techniques. And we’ll start with interview techniques. I already mentioned behavioral and chronological interviews, which are probably the 2 most common, but are they the best for THIS role and THIS interview process? If the feedback we’re getting is showing us some holes in our process, we should consider some other interview formats.
- Such as The Panel interview. The candidate meets a group of interviewers and they all ask questions. Are there certain roles this would be better for? What roles doesn’t this make sense for? What some pros and cons? From interviewer feedback and from looking at what they don’t cover or can’t cover. Greenhouse does a nice job of showing this IMAGE- Greenhouse interview topic count
- prepare a presentation for us. Are there certain roles this would be better for? What roles doesn’t this make sense for? What some pros and cons?
- Case Study, Group interviews with activities like building a building a tower out of paper and tape, Are there certain roles this would be better for? What roles doesn’t this make sense for? What some pros and cons?
- pair interviewing, What is Slack? 2002 Tom Demarco. Mix the pairs and be intentional about it - man/woman, different roles, different ages, different races, since there are so few women software engineers, we would always have at least one pair of tech women interviews. Many candidates asked much more candid questions and felt much more connected to the interviewers, and it was a differentiator from other companies trying to hire her. what else have you tried? young developers take a sales guy to lunch...
- There are 100’s more but the last one I want to mention was a Venture capital firm in SF in the 90’s that made candidates stand on table in the middle of giant room full of people working and yell something really embarrassing about themselves and everyone would laugh at them. What did that accomplish?? How do we know which techniques are the best for this role? We understand the role, we know the people that do the role and how well they do it, and we know the pros and cons of our interview techniques. If you have a specific situation that you’re still puzzled by, I’m happy to talk with anyone at lunch time or whenever. But now we need to move on to the next section.
- TOOLS There are testing tools, sourcing Now the performance test - what are we measuring? is this the best way to measure it? what’s the candidate experience going to be? what if she’s really junior or really senior? Then talk with the candidate about the exercise and track your results (fear? annoyance? excitement? expectations?) Map back the results (maybe a graphic with a bunch of those words in a grid and they turn red or green) (maybe make the thumbs up down page from greenhouse get populated) Onsite interviewers - stand up debriefs, notes, thumbs up/down report
- That’s funny. How did the sample page from my own company’s secret stealth mode product get in here…. It’s almost like it’s a plug or something...
- KD Nuggets has a ton of resources if your recruiting for Big Data and Data Science roles. You can post jobs there, read articles to learn more, do sourcing and they have a huge list of conferences and events globally. But I’m going to keep coming back to the question or what do we need to change or improve? If we need Ph.D’s for our Data Scientist roles and none are applying, maybe it’s because we’re on the wrong sites. And maybe it’s because the role isn’t attractive or interesting enough for someone with a Ph.D. This might be a site that would help us figure it out.
- If we set up our tools right, then we can capture the right data. So let’s talk about Data.
- The biggest problem we have with reporting data is that we haven’t set up our ATS’s to capture the data we want, and IMAGES: scary candidates with 1 good one (munsters?), Data - Funnel stage data, Conversion rates, A/B Testing results, Hiring Ratios, Industry data (0.4%)
- And the most important thing about today is what you do tomorrow. You’re going to go back to your office with at least 6 words that can describe you and a list of ideas and concepts that you want to try out or talk about with your team. And don’t just throw the list in your drawer. Talk about it with your team and managers and anyone who will listen. Either do it because it’ll help your team and your company, or you can be really really selfish and only do it for yourself and your career. Don’t sit at the same table after lunch. You’re here to meet new people and share ideas with each other. Please don’t squander that opportunity.