July 2014
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Conducting Great Engineering Interviews презентация
Содержание
- 1. Conducting Great Engineering Interviews
- 2. Gayle Laakmann McDowell Author Interview Coach Interview Consulting (CS) (MBA)
- 3. The Problem(s) Candidates suck at interviewing. You
- 4. What I Coach Download at: CrackingTheCodingInterview.com
- 5. Traditional Dev Questions
- 6. How can you help candidates be their best? Behavioral Problem Solving
- 7. Behavioral Questions: Mistakes Underplaying individual contributions Using
- 8. Generalist vs. Specialist Generalist (algorithms/problem-solving): Hires smart,
- 9. Generalist vs. Specialist Hires smart, adaptable people
- 10. Generalist(ish) Hiring So you’ve gone generalist(ish)…
- 11. Algorithm Questions “Problem-Solving Questions” = Solving
- 12. Problem-Solving Questions few false positives (only good
- 13. Why Problem-Solving Questions Work Smart people do
- 14. Why Smart People Fail Knowledge gaps Intimidation
- 15. This matters! Goal: good employees, not good
- 16. 1: Knowledge Gaps (Why?) Not knowing fundamental
- 17. 2: Intimidation (Why?) Low self-confidence. Scary questions. Candidates misunderstanding interview goals. Interviewers being [unintentionally] rude.
- 18. 3: Arbitrary Questions (Why?) Well-known questions. Easy questions. “A-Ha” moments & singular hurdles.
- 19. 4: Not Knowing How To Be Good
- 20. Design Around This Decide what you value.
- 21. 1. Decide What You Value Is problem-solving
- 22. 2. Ask the Right Questions Right topics:
- 23. 3. Give Candidates Tools to Prepare Tell
- 24. 4. Train Your Interviewers How to design
- 25. 4b. Coach Candidates To Be Great Encourage
- 26. Need The Right Infrastructure Interview training List
- 27. It shouldn’t come to this…
Gayle Laakmann McDowell Author Interview Coach Interview Consulting (CS) (MBA)
Слайд 1Conducting Great Engineering Interviews
Reverse Engineering Interviews to
Reduce False Negatives
Gayle Laakmann
McDowell
Слайд 3The Problem(s)
Candidates suck at interviewing.
You want to hire good employees, not
good candidates.
Shortage of great engineers.
Shortage of great engineers.
Be a better interviewer.
Be a better recruiter.
By counteracting…
Слайд 7Behavioral Questions: Mistakes
Underplaying individual contributions
Using “we” not “I”
Not elaborating on actions
Don’t
assume
Probe for details
Probe for details
Слайд 8Generalist vs. Specialist
Generalist (algorithms/problem-solving):
Hires smart, adaptable people if done well
BUT necessitates
“onboarding”
Specialists (knowledge & experience):
Hires immediately useful people
BUT is the knowledge actually difficult to acquire?
Specialists (knowledge & experience):
Hires immediately useful people
BUT is the knowledge actually difficult to acquire?
Слайд 9Generalist vs. Specialist
Hires smart, adaptable people
BUT requires “onboarding”
+
Doing it
right
Hires immediately useful people
BUT is it really specialist knowledge?
Слайд 12Problem-Solving Questions
few false positives
(only good people pass)
but…
lots of false negatives
(many good
people fail)
Слайд 13Why Problem-Solving Questions Work
Smart people do good work.
Adaptable as company changes
So
why so many false negatives?
Слайд 14Why Smart People Fail
Knowledge gaps
Intimidation
Arbitrary questions
Not knowing how to be good
These
are [partially] solvable problems.
Слайд 15This matters!
Goal: good employees, not good candidates.
Do you want to eliminate…
Everyone
who doesn’t know ___?
People who are insecure?
People who are bad at interviewing?
People at random?
People who are insecure?
People who are bad at interviewing?
People at random?
Слайд 161: Knowledge Gaps (Why?)
Not knowing fundamental CS knowledge
Especially older people!
Obscure CS
knowledge being tested
Making questions “hard” via knowledge.
Making questions “hard” via knowledge.
Слайд 172: Intimidation (Why?)
Low self-confidence.
Scary questions.
Candidates misunderstanding interview goals.
Interviewers being [unintentionally] rude.
Слайд 183: Arbitrary Questions (Why?)
Well-known questions.
Easy questions.
“A-Ha” moments & singular hurdles.
Слайд 194: Not Knowing How To Be Good
Didn’t use an example.
Tried to
rush the process.
Didn’t walk through problem.
Didn’t walk through problem.
Слайд 20Design Around This
Decide what you value.
Ask the right questions.
Give candidates tools
to prepare.
Train your interviewers.
Train your interviewers.
Слайд 211. Decide What You Value
Is problem-solving skills a top priority?
What sorts
of specialist skills do you need?
Are fundamentals of CS sufficient?
Are fundamentals of CS sufficient?
Слайд 222. Ask the Right Questions
Right topics:
Avoid scary topics.
Require only basic CS
knowledge.
Right difficulty:
Medium & hard problems.
Avoid common problems.
Logical path with multiple insights.
Right difficulty:
Medium & hard problems.
Avoid common problems.
Logical path with multiple insights.
Слайд 233. Give Candidates Tools to Prepare
Tell them:
What to expect.
How they’ll be
evaluated.
Struggling is normal.
Links to preparation resources.
Struggling is normal.
Links to preparation resources.
Слайд 244. Train Your Interviewers
How to design good questions.
Be extra nice to
candidates.
Coach candidates to be great
Coach candidates to be great
Слайд 254b. Coach Candidates To Be Great
Encourage the right example.
Remind them of
details.
Don’t let them dive into code.
Encourage shifting gears.
POSITIVITY & SENSITIVITY
Don’t let them dive into code.
Encourage shifting gears.
POSITIVITY & SENSITIVITY
A good coach can make a HUGE difference!
Слайд 26Need The Right Infrastructure
Interview training
List of good & bad questions --
and why
Standard resource sheets for candidates
Feedback from candidates
Assigned roles
Continuous evaluation & shadowing
Standard resource sheets for candidates
Feedback from candidates
Assigned roles
Continuous evaluation & shadowing
