January 12, 2016
GoogleHiring Best Practices by Allison Watson
Take some notes about the presentation:
4 key criteria
1. Intellectual curiosity, Problem solving:
very curious, understand problems; using hypothetical questions or behavior
questions, really see how people break down the problem, can they see through,
do they ask right types of questions
2. Technical skills, abilities
3. Leadership, not necessary people leadership, willing to take
risks, having ownership
4. People are nice, you want to work with them. Do they want to
engage with people? Work with part of team? Someone you can sit with 3 hours in
the airport, wait for a flight and get along with them? Good sign that people
can think good with the company.
5. Diversity - try to improve on this. Diverse workforce to reflect
them.
A lot of consensus to make hiring decision
Questions:
1. How Google keep the culture up when company grows? (Video
time 7:00 - 9:00)
Always look for people who
are curious, engaged, that is
number one.
Make sure that we can offer them opportunities.
A lot of people move not for money, not because of money, move because of
opportunities to grow, something interesting and challenging; get people always
challenging themselves, improve themselves. Give them opportunities to grow,
allow them take risks, fail, and then take more risks, and then you tend to
find them always engaged.
In summary, what other values, fundamental values, stick to those values. Look
for people embody the same thing.
2. How do you know the person is going to do well? (video time 9:00 - 11:32)
Explain the
Jahn-Teller effect, flip side
of effect.
For example, someone comes in the room, smiling all the time, really nice; so
you try to convince yourself why to hire this person. In the positive frame or
mind.
However, do the opposite, people came from some university, look for reasons
not to hire them. Be very conscious on that.
First thing as an interviewer is always thinking or rethinking, and checking,
and asking several questions. Something seems off, keep asking, keep checking.
Do not do it by yourself. Try to get at least 2 or 3 perspectives. And ideally,
some one is not completed involved, have discussion afterwards.
Get 3 people in committee to discuss, objective,
what are the flags: be convinced.
Check that are you fair, not some one just likes you. Check that the person is
good for company, good for the job.
Are there any place you can mitigate? Better to get right one. If all three of
you are so so, do not do it. You are better to get convinced, and get a long
time and get right person.
3. Do not do panic interview
Can you tell last project successful? A lot of questions
followed.
Hypothetical question: You can see the reasoning, how they
will approach the work. But behavior question, a good story-teller will do
better, (may not be a good fit for the job)
4. How to shortlist the applicants?
The ways to shortlist, two things, you create job spec,
seem to get a lot of unrelated resumes; Change the other job spec. Relevant job
skills, is CV very jumpy? Make sure that this person can be committed, if the
person moves a lot of jobs.
Try to see the achievements. Do a lot of phone
screen, quick call; 5-10 minutes, you can quickly get what you want.
Huge emphasis on employee referrals. Recommendation
and network.
5. How to make sure the managers do the good work
on hiring?
Train them; what criteria we are looking for.
GoogleHiring Best Practices by Allison Watson
Take some notes about the presentation:
1. Intellectual curiosity, Problem solving:
very curious, understand problems; using hypothetical questions or behavior questions, really see how people break down the problem, can they see through, do they ask right types of questions
2. Technical skills, abilities
3. Leadership, not necessary people leadership, willing to take risks, having ownership
4. People are nice, you want to work with them. Do they want to engage with people? Work with part of team? Someone you can sit with 3 hours in the airport, wait for a flight and get along with them? Good sign that people can think good with the company.
5. Diversity - try to improve on this. Diverse workforce to reflect them.
A lot of consensus to make hiring decision
Questions:
1. How Google keep the culture up when company grows? (Video time 7:00 - 9:00)
Always look for people who are curious, engaged, that is number one.
Make sure that we can offer them opportunities.
A lot of people move not for money, not because of money, move because of opportunities to grow, something interesting and challenging; get people always challenging themselves, improve themselves. Give them opportunities to grow, allow them take risks, fail, and then take more risks, and then you tend to find them always engaged.
In summary, what other values, fundamental values, stick to those values. Look for people embody the same thing.
2. How do you know the person is going to do well? (video time 9:00 - 11:32)
Explain the Jahn-Teller effect, flip side of effect.
For example, someone comes in the room, smiling all the time, really nice; so you try to convince yourself why to hire this person. In the positive frame or mind.
However, do the opposite, people came from some university, look for reasons not to hire them. Be very conscious on that.
First thing as an interviewer is always thinking or rethinking, and checking, and asking several questions. Something seems off, keep asking, keep checking. Do not do it by yourself. Try to get at least 2 or 3 perspectives. And ideally, some one is not completed involved, have discussion afterwards.
Get 3 people in committee to discuss, objective,
what are the flags: be convinced.
Check that are you fair, not some one just likes you. Check that the person is good for company, good for the job.
Are there any place you can mitigate? Better to get right one. If all three of you are so so, do not do it. You are better to get convinced, and get a long time and get right person.
3. Do not do panic interview
Take some notes about the presentation:
4 key criteria
1. Intellectual curiosity, Problem solving:
very curious, understand problems; using hypothetical questions or behavior questions, really see how people break down the problem, can they see through, do they ask right types of questions
2. Technical skills, abilities
3. Leadership, not necessary people leadership, willing to take risks, having ownership
4. People are nice, you want to work with them. Do they want to engage with people? Work with part of team? Someone you can sit with 3 hours in the airport, wait for a flight and get along with them? Good sign that people can think good with the company.
5. Diversity - try to improve on this. Diverse workforce to reflect them.
A lot of consensus to make hiring decision
Questions:
1. How Google keep the culture up when company grows? (Video time 7:00 - 9:00)
Always look for people who are curious, engaged, that is number one.
Make sure that we can offer them opportunities.
A lot of people move not for money, not because of money, move because of opportunities to grow, something interesting and challenging; get people always challenging themselves, improve themselves. Give them opportunities to grow, allow them take risks, fail, and then take more risks, and then you tend to find them always engaged.
In summary, what other values, fundamental values, stick to those values. Look for people embody the same thing.
2. How do you know the person is going to do well? (video time 9:00 - 11:32)
Explain the Jahn-Teller effect, flip side of effect.
For example, someone comes in the room, smiling all the time, really nice; so you try to convince yourself why to hire this person. In the positive frame or mind.
However, do the opposite, people came from some university, look for reasons not to hire them. Be very conscious on that.
First thing as an interviewer is always thinking or rethinking, and checking, and asking several questions. Something seems off, keep asking, keep checking. Do not do it by yourself. Try to get at least 2 or 3 perspectives. And ideally, some one is not completed involved, have discussion afterwards.
Get 3 people in committee to discuss, objective,
what are the flags: be convinced.
Check that are you fair, not some one just likes you. Check that the person is good for company, good for the job.
Are there any place you can mitigate? Better to get right one. If all three of you are so so, do not do it. You are better to get convinced, and get a long time and get right person.
3. Do not do panic interview
Can you tell last project successful? A lot of questions
followed.
Hypothetical question: You can see the reasoning, how they
will approach the work. But behavior question, a good story-teller will do
better, (may not be a good fit for the job)
4. How to shortlist the applicants?
The ways to shortlist, two things, you create job spec,
seem to get a lot of unrelated resumes; Change the other job spec. Relevant job
skills, is CV very jumpy? Make sure that this person can be committed, if the
person moves a lot of jobs.
Try to see the achievements. Do a lot of phone
screen, quick call; 5-10 minutes, you can quickly get what you want.
Huge emphasis on employee referrals. Recommendation
and network.
5. How to make sure the managers do the good work
on hiring?
Train them; what criteria we are looking for.
Shadow interviews. Make sure that they are understanding
process.
Ask to write feedback,
