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Introducing TechYes! — Greenhouse’s Diversity in Tech Meetup

Rachel Leffel Headshot

Rachel Leffel is a Support Engineer at Greenhouse and is one of the founding members of TechYes, a diversity in tech meetup founded by Greenhouse employees. The group is passionate about raising awareness of diversity issues and creating a safe space for members to have open conversations about their experiences.

As one of its founding members, I am excited to introduce TechYes: Diversity in Tech, a meetup that Greenhouse launched as a safe place for people to discuss diversity issues in the technology space. Our goal is to create a community where people can talk openly about their experiences with diversity and inclusion issues in and outside of the workplace, hear about others’ experiences, and lean on each other for support. We cover an array of topics, including addressing the current state of diversity in tech, identifying diversity issues in and outside of the workplace, and recognizing and confronting unconscious biases that emerge all around us.

We hosted our most recent meetup earlier this month, called “Beyond the Basic Background.”  Here, panelists from 2020Shift, Jopwell, and The New York Times joined us to discuss how to share and promote personal narratives to encourage better communication and deeper understanding across diverse groups. Our panel included Janel Martinez of 2020Shift, Katie Sanders of Jopwell, and Elisabeth Goodridge and Julie Bloom of The New York Times.

Read on for unique insights from each of our forward-thinking panelists, giving you an idea of the conversation you can expect at a TechYes meetup:

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How to Approach the Creation of a Successful Employee Engagement Survey

Casey Headshot

Casey Marshall is Partner Marketing Specialist at Greenhouse. She teams up with Greenhouse partners and customers to tell a story and share insights into ways companies can improve their recruiting. She loves that this job allows her to build relationships with thought leaders and showcase how innovative companies are changing their recruiting approach. Connect with Casey on Twitter and LinkedIn.

Understanding what your employees are thinking and feeling can help you make necessary adjustments to strengthen your organization. But, this process is not always as easy as it sounds—especially for companies scaling in size. With growing companies, it may no longer be tangible to go up to everyone at the office, ask questions, address issues, and find solutions.

To still make a meaningful impact and allow your employees’ voices to be heard, engagement surveys are your most scalable source for truth!

In our latest Hiring Hacks webinar, Steven Huang, Strategist at Culture Amp, and Cheryl Roubian, Director of Talent Management at Greenhouse, teamed up to discuss employee engagement surveys, including when to conduct them, what to do with the data you collect, and their overall significance in an organization.

Read on for these insights!

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How to Implement Structured Hiring: Steps #5 and #6—Interviewing Candidates and Reviewing Feedback

Lauren Ryan

Lauren Ryan is the Director of Talent Acquisition at Greenhouse. She leads recruiting strategy, tracks the company’s recruiting KPIs, and oversees process improvements. She’s thrilled that she’s found a company that’s as passionate about the intersection of people and data as she is!

I hope you’ve been enjoying my blog series on Structured Hiring! Previously, we explored the meaning of structured hiring and then dove into how to implement it, including conducting the role kick-off meetingdefining your scorecard and planning your interview, and then creating an interview kit with these 4 types of questions.

Now, it’s time to touch on the next two (and final!) steps in the process—interviewing candidates and reviewing feedback during a round-up meeting.

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4 Ways to Measure the Success of Your Onboarding Process

Melissa Suzuno

Melissa Suzuno is Content Marketing Manager at Greenhouse, where she gets to share her love of the written word and endorse the use of the Oxford comma on a daily basis. Before joining Greenhouse, Melissa built out the content marketing programs at Parklet (an onboarding and employee experience solution) and AfterCollege (a job search resource for recent grads), so she's made it a bit of a habit to help people get excited about and invested in their work. Find Melissa on Twitter and LinkedIn.

You’ve seen them laughing along with their coworkers during the CEO’s impromptu karaoke performance at the company all-hands, heading out to grab coffee with the resident caffeine addicts, and dominating the rec room ping pong court with a killer backhand. So as best as you can tell, your new hires seem happy and engaged.

These external factors may be telling, but they’re probably not things you can jot down in your onboarding program’s monthly progress reports. Instead, you need hard evidence to assess the success of your onboarding process and justify the time and resources allotted to it.

So, in your pursuit of building a strong onboarding program that truly immerses new employees into the company and their roles, make sure to follow these 4 steps:

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Creating Diversity in the Workplace: 3 Steps to Audit Candidate Interviews and Reduce Bias in the Hiring Process

Nikos Buse

Nikos Buse works at Buzz Technologies, a technology platform to help recruiters and hiring managers understand the true capabilities of their candidates. At Buzz, Nikos oversees candidate experience and marketing. A Bay Area local and a diehard Giants fan, he is passionate about building and supporting excellent teams. Connect with Nikos on LinkedIn.

We all know the hiring process is not always a meritocracy. Without a structured hiring process in place, even the most well-intentioned interviewers and assessors can fall prey to non-data-driven and misguided hiring decisions, often spurred by their own unconscious bias. Most studies show that we are all susceptible to some degree of bias, and, despite our best intentions and efforts to the contrary, we always will be.

This is not to say that we must accept the outcome of our biases. On the contrary, knowing this means that we have an obligation to take action to reduce it. Why? Reducing bias is not just the right thing to do; it’s also an essential step to forming more successful teams and companies as a whole. In short, diverse companies have been proven to perform better. And in addition, companies that make unbiased, data-driven hiring decisions have less employee turnover—80% less, in fact, according to this Harvard Business Review study.

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Onboarding Theory: What Are the 3 Development Cycles of Proper Onboarding?

Dane Hurtubise1

Dane Hurtubise is VP of New Initiatives at Greenhouse. Prior to Greenhouse, Dane was the CEO and co-founder of Parklet (acquired by Greenhouse), which addressed the multifaceted challenges inherent in onboarding and retaining employees. He has a bachelor's degree in Electrical and Computer Engineering from the University of Texas at Austin. Connect with Dane on Twitter and LinkedIn.

In my last post, I made the bold claim that the goal of onboarding is to turn each new hire into a master, mentor, and advocate.

How did I arrive at that conclusion? To understand what makes for a good onboarding program, my team here at Greenhouse went through the exercise of recording all of the events and efforts that occur throughout an employee’s onboarding experience. We then put these events and efforts in chronological order, and from there, I grouped similar efforts into categories—revealing 3 distinct areas of focus occurring in parallel: personal growth, group immersion, and company embodiment.

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Dublin, Japan, and Beyond: How HubSpot Approaches Recruiting Candidates in International Markets

Sesame Mish Headshot

Sesame Mish is Content Marketing Manager at Greenhouse. She is also pursuing an M.S. in Integrated Marketing Communications at Northwestern University. Besides a love for marketing and the written word, she enjoys playing volleyball, doing volunteer work, and rooting for the San Francisco Giants. Connect with Sesame on Twitter and LinkedIn.

With more and more companies going the route of opening international offices, it’s no doubt that challenges are going to arise. One of those challenges is scaling the recruiting function. In new global markets, you need to consider and accommodate different cultures, regulations, and customs, all which affect your recruiting process. It takes much more research and strategic planning than does recruiting for new domestic offices.

Just ask Declan Fitzgerald, Global Recruiting Director at HubSpot, the leader in inbound marketing. He oversees both North America and all international offices around the world. In our recent sit-down with Declan, we learned how HubSpot, headquartered in Cambridge, MA, has successfully recruited and hired in 4 new global markets: Dublin, Australia, Singapore, and Japan.

Read on to get a better understanding of what HubSpot did to recruit (and onboard!) in these global markets—and grab tips & tricks to help your recruiting team achieve similar success.

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How to Implement Structured Hiring: Step #4—Create an Interview Kit with These 4 Types of Questions

Lauren Ryan

Lauren Ryan is the Director of Talent Acquisition at Greenhouse. She leads recruiting strategy, tracks the company’s recruiting KPIs, and oversees process improvements. She’s thrilled that she’s found a company that’s as passionate about the intersection of people and data as she is!

Just last week, I explained steps #2 and #3 of the structured hiring process—defining your scorecard and planning your interview. (Click here if you’re interested in knowing what step #1 is).

Now that you have your scorecard attributes defined and an interview plan in place, you can create the interview questions that will help interviewers best assess candidates on the required attributes.

Creating interview kits is necessary for a few reasons:

  1. As an interviewer, coming up with good questions on the spot is difficult.

  2. An interview kit provides a consistent framework for assessing candidates, which gives you better data for making hiring decisions at the end of the process.

  3. Different types of attributes are best tested by different types of interview questions.

Let’s take a look at 4 different types of questions and assessments and how you should incorporate them into your interview kit:

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From the Interns’ Perspective: Your Comprehensive Guide to Creating a Mutually-Beneficial Internship Program

As the inaugural class of sales interns at Greenhouse this summer, we were given the rare and invaluable opportunity to experience the world inside a high-growth startup. Throughout the 12-week program, we produced cross-functional work, gained in depth exposure to the nature of technology sales, were mentored by extremely smart and experienced colleagues, and, to top it off, are walking away with lifelong friendships.

In fact, we were so impressed by our internship program that we were compelled to write this blog post to provide you with some tips on how to design an internship that will attract top talent to your company and result in a mutually beneficial experience for both you and your interns.

Read on to get our 4 core insights on how to make your internship program stand out from the rest:

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The "Milestones" Approach: The Key to Better Recruiter-Operations Relations

Jon Stross

Jon Stross is President and Co-Founder of Greenhouse. At Greenhouse, Jon drives the product strategy and works closely with customers and partners to build a platform that improves recruiting performance. Before founding Greenhouse, Jon served as the GM for and was responsible for the global rollout of the business.

We spend a lot of time thinking about the relationship between recruiters and hiring managers—when they’re on the same page, it creates a better experience and outcome for everyone, and when they’re not…well, it can create a lot of tension and inefficiency. But there’s another recruiter relationship that I’d like to talk about today: the one between recruiters and the recruiting operations/management team.

If you’re at a larger company, you may have a dedicated recruiting operations team, but if not, your management team probably provides a similar function—trying to understand trends across the org and make sure everyone is on track.

This is all great, but problems sometimes arise because recruiters and operations/management seem to be at odds with each other. Recruiters look at the list of reqs that they’re trying to fill and see that each job is different, while operations/management are trying to gather and make sense of data from across the organization.

Recruiters need flexibility while the operations team requires consistency. How can you reconcile these contradictory priorities? Keep reading to find out! I offer a solution you’ll surely want to know.

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