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3 Intriguing Questions From Tim Sackett About Technical Interviewing

admin — Thu, 27 Apr 2017 16:07:45 +0000

Tim Sackett, SPHR, SCP, is a talent acquisition expert and one of the most widely read thought leaders on just about any topic relating to talent management (including the rules about hugging at work, a blog post Tim wrote that went viral several years ago).

So it was no surprise that hundreds of talent management and recruiting professionals dialed in to listen to his one-hour webinar, Guarantee Your IT Hiring Managers a ‘Great Return on Interview’. One of our favorite slides from the webinar was “The Perfect Technical Interview Process” and during the webinar, Tim provided stories and tips for each part of the process.

You can listen to the webinar in its entirety at Recruiting Webinars, but in this post we want to draw attention to three interesting poll questions that Tim asked attendees during the webinar. The responses to the three questions highlight common technical process failures and why it is so critical to do your technical interviews the right way — and how not doing them correctly can be quite costly.

The first poll question: Tim Sackett asked attendees to describe the role of technical interviewing in the hiring process at their companies. Remember, most of the attendees of this webinar are responsible for hiring technical talent at their companies. So, it was quite surprising that only 46% stated that technical interviewing was mandatory for all position. Responding to this, Tim referenced a concept that Google first broached: our ability to predict success from a typical unstructured job interview is roughly the same as flipping a coin.
The second poll question: Tim Sackett asked attendees how many of their short-list candidates, during the last year, accepted a position with another company before the technical interview process was completed. Thirty percent said, eight or more candidates took other offers.

Tim pointed out that when great talent chooses another company over your company it is often because of failures during the technical interview process. Some examples of interview fails:

Interview process doesn’t match the culture of your company
Interview doesn’t allow candidate to showcase their skills
Interview doesn’t uncover talent that will succeed in your environment.
Interview is set up to make a candidate fail
Candidate is required to do multiple interviews where all questions are the same

The third poll question: Tim Sackett asked attendees how many hours it takes per candidate to conduct technical interviews. Forty-one percent said it takes 4-6 hours and 21% said 7-10 hours. Tim’s opinion, these estimates under represent the actual time investment completing technical interview.

Consider the aggregate time spent by your internal IT professionals, if you invite three candidates into your office for interviews – the ideal scenario follows:

One hour set-up time and one hour debriefing time for each of the three IT staff (6 hours)
One hour for each of the three IT professional to conduct the interviews with the three candidates (9 hours)

That’s 15 hours of IT professional resources per open position, assuming one of the candidate interviewed meet all qualifications and accept the offer provided.

During the webinar, Tim recommended that companies consider outsourcing the technical interviews. Why? Because you would not spend any of your internal IT time preparing, conducting or scoring the interviews, saving you those 15 hours of IT professional resources per open position. And because outsourcing technical interviews can also lead to better hiring results.

This is exactly what webinar guest Cesar Jimenez, a 20-year IT staffing pro and CEO of IT recruiting agency prosourceIT, spoke about. Cesar said that outsourcing technical interviews is an absolute game-changer for any company or agency, and has helped him reduce his firm’s interview-to-offer ratio to 1.25: 1. According to Cesar, “If the technical interview process is done properly, every candidate presented to the hiring manager should receive an offer.”

The company Cesar uses for his technical interviews? eTeki.

The post 3 Intriguing Questions From Tim Sackett About Technical Interviewing appeared first on Resource Center.

The Technical Interviewer’s Candidate Experience Checklist

admin — Thu, 16 Mar 2017 16:03:16 +0000

As a technical interviewer, you want to:

Give vigorous technical interviews that reveal candidates’ levels of relevant technical skills and experience for a given job.
Provide a quality candidate experience.

Too often the candidate experience goes neglected. Yet providing a quality candidate experience means candidates are more likely to accept a job, to recommend the employer to a friend, and to consider apply for another role with the employer in the future.

To avoid neglecting the candidate experience, use this 18-item checklist. Just as a pilot uses a checklist to ensure a plane is ready for takeoff, interviewers should use this checklist to help ensure that video interviews go off without a hitch.

Before the Interview
Just because you may have abundant relevant technical experience and have performed many technical interviews, that doesn’t mean you should interview on the fly. Make sure you are prepared by checking off these items.

My questions are ready. You know what you’re going to ask, and the topics, skills, and experiences you need to cover. Having your questions ready will help the interview go smoothly, and prevent you from forgetting to ask about an important technical topic.
I’ve reviewed the job description and the candidate’s resume, and have them on hand. Not only will the information in the job description and resume have helped you formulate better, more relevant questions, but being able to reference the description and resume will also show the candidate that you have taken the time to prepare for the interview, creating a positive impression.
I’ve performed a complete tech check.

- My video interviewing system/webcam is working properly.
- My microphone is working properly.
- If I’m using my computer’s built-in audio, I have a headset available in case the candidate has difficulty hearing me.

I’ve performed a complete environment check.

- My camera is positioned correctly. Your camera is facing you straight-on, showing your shoulders and up, enabling you to have eye contact with the candidate. If your camera is positioned incorrectly either horizontally or vertically, it can be distracting for the candidate.
- I’ve verified that the lighting is adequate. You need enough lighting in the room so the candidate can see your face. A common cause of poor lighting is sitting in front of a window. For best results, have all lights on in the room and lower the blinds.
- I’ve taken steps to minimize background noise. Let people around you know that you need a quiet environment and shouldn’t be interrupted. Mute any devices that might cause distracting noises.
- I’ve identified potential distractions. It’s always possible situations could occur that will momentarily interrupt the interview—for example, a package delivery. It’s important to identify distractions ahead of time, so that during the virtual handshake at the start of the interview you can let the candidate know that the distraction might occur.

During the Interview
While the logistics of a technical interview don’t allow you to check off each item in this checklist while the interview is ongoing, it’s a good idea to keep the checklist in front of you, to check off what you can, and then review the checklist after the interview is complete.

I’ve given a virtual handshake. Acknowledge the person before delving into the content of the interview. Also mention any potential distractions that may occur. Don’t get into small talk beyond “how are you doing today?” Technical interviewer want to stay focused on the interview.
I’ve taken the lead. If others beside the candidate and yourself participate, such as the recruiter, let them introduce themselves. But otherwise let the candidate know you are running the interview.
I’ve confirmed the role. Verify that both you and the candidate agree on the job position the technical interview is for. There is no need to go through the job description and requirements.
I’ve given eye contact without staring. Show you’re interested in and listening to what the candidate is saying, without making the candidate uncomfortable.
I’m avoided nervous habits. Don’t tap on your laptop, stretch, yawn frequently, etc.
I’ve kept a poker face. Whether a candidate’s answer is disappointing or impressive, maintain an even keel.
I’ve explained a behavioral example. Some candidates might not be familiar with the behavioral questions used in technical interviews. As a result, it’s important to explain to candidates that you’re looking for them to tell stories about work experiences, and that while there are no right or wrong answers, you’re going to ask probing questions about those experiences. Specifically, technical interviewer want to hear about projects they worked on, what their roles and responsibilities were, what their expectations were, how the projects turned out, and possibly some challenges they faced.
I’ve asked a warm-up question. Start the interview with a relevant but non-stressful question. “Tell me about your most recent project” is a good example.
I’ve provided acknowledgement. One of the benefits of giving a one-on-one interview is that you provide a human touch. Candidates are rightfully proud of their accomplishments. If a candidate talks about an accomplishment, you might say, “It sounds like that meant a lot to you.”
I’ve shown empathy. On the other hand, if a candidate discusses a difficult or stressful situation, express empathy for them. Don’t be a robot.
I’ve used pre-rationalization. Before asking a candidate about something negative, tell the candidate that you’re going to ask about something negative, and the reason you are asking about it. For example, before asking a candidate for a project manager role, “Have you ever called a meeting without an agenda, and if so, what was the result?,” you might say, “I’m going to ask you to admit to making a mistake. What I’m interested in is how you learned from it.” It’s also a good idea to use pre-rationalization before asking questions probing a candidate’s knowledge of and experience with a particular technical skill.
I’ve verified that I’ve asked all the questions I needed to ask, and have taken the notes I need.
I’ve explained next steps. Let the candidate what’s next in the process, so that he or she knows what to expect.
I’ve given a closing virtual handshake. Thank the candidate for his or her time, and wish the candidate well.

A Good Experience
This checklist will help technical interviewer provide a stellar candidate experience, and conduct smoother technical interviews—every time. You’ll consistently be prepared, limit technical and other problems, and use quality verbal and non-verbal communication. Consider using this checklist with every technical interview.

The post The Technical Interviewer’s Candidate Experience Checklist appeared first on Resource Center.

Strong Tech Candidates Can Pick and Choose. How They’re Evaluating Your Company

admin — Thu, 03 Nov 2016 11:54:55 +0000

It’s commonly accepted that competition for top tech talent is sky-high today. Examples of statistics that show this (there are so many) include:

The rate of tech job creation is growing at twice the average for all jobs, according to the Bureau of Labor Statistics (BLS).
By 2020, the BLS projects more than 1 million computer science-based jobs won’t have qualified college graduates to fill them.
90% of executives in the C-suite report that recruiting IT talent is a top challenge for their companies, according to an Appirio study.

Add in that 90% of recruiters (an all-time high, according to an MRINetwork study) say we have a candidate-driven market overall, and it’s safe to say the candidate-driven market in tech is extreme.

As a result, strong tech candidates—the ones you actually want to hire—can afford to pick and choose extremely carefully. As an employer, this means that every offer, every communication, every interaction, every process, matters when it comes to landing the tech talent you need.

But there are some factors that are more important than others in candidates’ overall evaluation of your company, as revealed by the following data:

According to a 2014 Glassdoor survey, the top five considerations for candidates before accepting a job offer are:

Salary/compensation
Career growth opportunities
Work-life balance
Location/commute
Company mission, vision, values

According to a 2013 Corporate Responsibility Magazine/Allegis Group survey, 69% of job seekers would not take a job with a company that had a bad reputation, even if they were unemployed. Meanwhile, 84% would consider leaving their current jobs if offered another role with a company that had an excellent corporate reputation. And most in $75-100K salary range would only require a 1-10% salary increase to consider such a move.

According to a 2015 Software Advice survey, job seekers say: the following are among the primary causes of negative candidate experiences:

Unclear application instructions—93% said it would significantly or somewhat worsen their candidate experience.
Long hiring process—83% said it would significantly or somewhat worsen their candidate experience.

Meanwhile, according to the same survey, candidates’ No. 1 suggested improvement to improving the application process experience is more communication.

When the first two elements above (compensation, benefits, growth opportunities, employer reputation, etc.) are relatively equal, which is common, the candidate experience becomes a major differentiator. Effective communication, efficiency and professionalism during interactions, well-performed interviews with relevant questions, all combined in a smooth process—help seal the deal.

With tech roles, a unique and important piece of the candidate experience is the technical interview experience. The technical interview experience actually helps answer many important questions for questions that are key in their overall evaluation of a company, and their decision on whether to accept an offer. Some examples include:

Am I a priority for this company? A quickly scheduled technical interview shows that the candidate is important to you. Side benefits: faster interviews show efficiency (your company gets things done) and help keep the hiring process brief.

Will fellow tech team members be of high quality? Having a seasoned technical interviewer asking challenging, relevant questions—along with intelligent follow-ups—reveals whether candidates have the necessary skills and experience to succeed. It’s a key indication to smart candidates that only qualified people get hired. In contrast, less-than-challenging technical interviews leave smart candidates unsure about the quality of your hires.

Is the company technologically up to date? Using quality technical interviewing tools (such as virtual code editors) shows that your company believes in using the right tools for the job. Not having such tools, meanwhile, not only creates communication frustration for candidates during technical interviews, it also can make candidates wonder what other technical tools your company lacks.

So when trying to make your company appealing to strong tech talent, pay special attention to the technical interviewing experience you provide. It can play an important part in candidates’ overall evaluation of your company. Get it right, and it will help you attract better talent. Get it wrong, and it could prevent you from acquiring the talent your business needs to succeed.

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How To Stop Playing the Interviewing Guessing Game

admin — Thu, 15 Sep 2016 09:36:42 +0000

Note: This is the second post in a four-post series on the biggest technical interviewing mistakes commonly made by employers. Read the intro post to the series here.

Decades of research shows that behavioral interviews is far more predictive of future job performance than traditional interviewing—5.5 times more, according to a landmark 1986 University of Notre Dame study.

Despite this, many employers continue to play the guessing game of traditional interviewing. In fact, it’s one of the three biggest technical interviewing mistakes we see.

Here’s a closer look at what employers should be doing—behavioral interviewing—and look at a method that will help you conduct quality, insightful behavioral interviews that deliver high-performing talent.

What Are Behavioral Interviews?
In behavioral interviews, candidates are asked questions about their past experience with important job characteristics for a given role. By getting complete behavioral examples (more on this later) for each important characteristic, you learn which candidates have the skills and experience to succeed at the role—and which don’t.

How Do You Properly Conduct Behavioral Interviews?
More than one approach can help you obtain the insights you need to unlock the predictive value of behavioral interviews and make better hiring decisions.

That said, one we like, especially for employers who are just getting into behavioral interviewing, is the SHARE approach, which is laid out in the book “Behavior Description Interviewing,” written by Dr. Tom Janz, now chief science officer at Plenarium.

SHARE is an acronym, with the component letters standing for:

Situation—The situation in which the skill or competency was used.
Hindrances—Challenges candidate faced in situation.
Actions—What the candidate did to overcome challenges, and why.
Results—The outcomes of the action.
Evaluation—How the candidate judges the effectiveness of the actions.

Let’s use a quick example to show how the SHARE approach works in action. Suppose you are hiring for a tech role that requires using the packet analyzer Wireshark. In the interview, your interviewer might say to the candidate, “Your resume says you’re proficient in Wireshark. Share with me a time you’ve used Wireshark for a network issue.”

During the candidate’s response, your interviewer would listen for each component of SHARE to ensure it was fully addressed, while also analyzing the overall strength or weakness of the response (for tech roles, the interviewer needs relevant tech experience to do this analysis). If any component wasn’t fully addressed in the response, the interviewer would ask a follow-up question to get a complete answer. If an answer seemed weak, the interviewer should probe deeper.

Ultimately, when you use behavioral interviewing effectively, you’re generating detailed profiles of candidates’ job-relevant skills and experiences—profiles that show if candidates are suitable for a role. For hiring purposes, that sure beats the guessing game of traditional interviewing.

Prior in this series – 3 Common Technical Interviewing Mistakes That Can Spoil Your IT Hiring

Next in this series – Stop Losing Candidates Because Your Technical Interviewing Takes Too Long

The post How To Stop Playing the Interviewing Guessing Game appeared first on Resource Center.

5 Tactics to Improve the Candidate Experience

admin — Wed, 15 Jun 2016 15:13:15 +0000

Planning is a fundamental and vital part of talent acquisition. No recruiting activity can be successfully undertaken without proper planning. This planning involves everything from candidate sourcing and screening to hiring and retention. Almost every aspect of the recruitment process requires careful consideration on the part of the recruiter. If the recruiter is unable to create an effective recruiting plan, the right candidate may not be hired. How can recruiters improve the candidate experience?

Let’s explore 5 tactics that can easily improve the candidate experience:
1. Impress Candidates with a Smile
Flash a big smile to the candidate and wish them good luck on the interview. This simple gesture makes a great impact on the candidate by setting a friendly tone to the interview.

2. Communicate in a Polite Manner
The way in which you deal with candidates sets the tone for the employer’s ability to build a strong workforce. Always communicate in a polite manner. This helps ensure that job applicants have a positive experience and are likely to apply to your organization in the future.

3. Get Feedback on the Interview
Once the interview is over, ask the candidates about their performance during the evaluation test and if they were comfortable with how the interview went. Ask for feedback on the interviewing process. Show appreciation for the feedback and revise your process where needed.

4. Include a Follow-up Plan
Thank the job applicant for interviewing and provide consistent communication about the candidate’s standing in the process. If you decide to move forward with a specific candidate, send a kind and professional rejection letter to the other candidates in order to maintain a good recruiting relationship.

5. Brand Emails with Your Company Logo
Brand recruiting emails with your company logo. Include links to your social media sites and company blogs. Make sure your recruiting message includes valuable information to help the job applicants understand the company’s culture.

These strategies will help you to improve the candidate experience. Follow them to attract good talent and build good recruiting relationships. Remember that if your company’s hiring approach is impressive, it will enhance the image of your company. Utilize these helpful recruiting tactics and promote your company’s business branding effectively.

The Changing Vista of IT Recruitment

admin — Wed, 25 May 2016 18:42:26 +0000

The recruitment scenario has undergone a lot of changes in the last decade — such as the style of the recruiting process, performance measurement, recruitment teams, the recruiter’s approach towards a candidate’s résumé, and candidate engagement. Let’s take a look at how recruitment has changed over the years. The changing vista of IT recruitment has been reflected in the following areas:

Preference for the Term ‘Talent Acquisition’
Currently, recruiters prefer the term ‘talent acquisition’ rather than ‘recruiting’. In fact, more recruiters are now changing their titles to ‘Talent Acquisition Experts’. This change may be due to the points-of-view of IT professionals and developers of conventional agency recruiters.

Prioritizing Metrics for Performance Measurement
Today, the performance management of the recruitment team is primarily measured by the quality of hires. The satisfaction of hiring managers, which is determined by HR and C-level professionals, is the second most important metric. The third significant metric is the quality of the pool of available applicants. By prioritizing these metrics, the recruitment team moves towards identifying the major objectives of an organization.

Team Development out of Necessity
Many companies focus on developing their team and enhancing its size. With the US unemployment rate below 5% and a lack of talent reported by employers, recruiters predict that filling vacancies will be more difficult in the coming year. Therefore, they emphasize team growth with organizational expansion.

More Pressure to Find the Best Talent
The role of the recruiter has become more challenging. Recruiters are expected to find the best talent and excel over their competitors. They are under more pressure to compete in the job market for top candidates and look for inventive ways to engage passive tech talent.

Focus on Social Media instead of a Résumé
Recruiters are focusing more on social media than on a résumé. They pay more attention to social media sites, such as LinkedIn and online job applications, rather than relying upon traditional résumés and personal interviews. In the article “Hiring in the Digital Age: What’s Next for Recruiting?”, it’s projected that innovative tools using social media and big data will provide a remarkable insight into job seekers and will become the primary method of screening.

The Rise of the Digital Hiring Model
Modern recruiting has more of an emphasis on a digital hiring model. Bob Myhal, the former CEO of NextHire, said in Business News Daily that from “the résumé to the search to the interview, we’re moving towards a digital hiring model. Résumés will be displaced by constantly evolving representations of individual experiences, skills and aptitudes that exist purely in the digital realm” like online communities and meet-ups. According to Entelo’s CEO, Jon Bischke, digital profiles offer more valuable insight into a candidate. For screening candidates working remotely, a phone call is now replaced by high-tech video interviews and live two-way webcams.

Moving towards Engaging Passive Talent
Recruiters are now engaging the passive tech talent of Generation Y in new ways, as this generation of employees has different expectations regarding the hiring process than past generations. It’s important for recruiters to be proactive while seeking new talent, reaching out to potential candidates in addition to reviewing applications.
These are a few of the areas where the IT recruitment process reflects changes in technology and the job market. Today’s recruiters must be familiar with technological trends to move beyond the résumé, as this helps with finding the right hire while saving valuable time.

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