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Interview Planning

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Why a Data-Driven Recruiting Solution is Critical for a Strong Candidate Experience

Greenhouse was recently named a Top 5 Applicant Tracking System by GetApp. We’re thrilled to be recognized this way—we believe our focus on creating an exceptional candidate experience by using data in our recruiting process sets us apart. Here’s how we do it.

One of our six main culture attributes at Greenhouse is being “customer focused.” Although I realize that some of our customers may be reading this post (hi there!), as a recruiter, I have very few interactions with Greenhouse customers on a daily basis. But what I’ve done, along with the rest of the Recruiting team, is interpret our candidates as our “customers.”

We all know the age-old saying, “The customer is always right,” but unfortunately, not every candidate is going to be the right fit for the job. So how do you provide a top-notch candidate experience to every professional you engage with, knowing only a few of them will ultimately be hired?

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The Most Common Interviewing Mistake—And How to Fix it

I know that there’s often a gap between hiring best practices and hiring in the real world. In fact, in a previous post, I shared some of my real-life stories of hiring gone wrong. In case you missed it, I told a story from earlier in my career of when two senior engineers interviewed the same candidate and come away with radically opposed viewpoints.

As I began to dig into how this was possible, I came to a major realization: I had no idea what was actually happening in the interviews.

So I’d like to pose the question to you: Do you know what’s happening in interviews at your company? If your answer is yes, I’d follow that up with another question: How do you know that for sure? And if your answer is no, be sure to keep reading.

I’d like to share why it’s crucial for you to know what’s happening in interviews at your company and how you can get a handle on it if you don’t.

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What Can You Do About Unconscious Bias?

Going through the hiring process can be unnerving and anxiety-inducing, but for a significant percentage of applicants, it’s become downright upsetting. At least that’s what a recent survey from GetApp uncovered. When it comes to the topic of unconscious bias, many candidates feel that employers are falling short.

In case you’re not familiar with this term, “unconscious bias” refers to the brain’s tendency to take mental shortcuts, relying on observed patterns (including cultural stereotypes) to quickly and subconsciously process information.

This is especially troublesome in the hiring process since it means that recruiters and hiring managers may make decisions based on bias rather than a candidate’s actual abilities.

We caught up with Karen McCandless, Researcher at GetApp to learn more about their survey and what its findings mean.

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Interview Questions for Managers

People don’t leave companies—they leave their managers. Good managers inspire, motivate, and support their direct reports and teams, while not-so-good managers can lead to wasted resources and weaker team performance. But how do you make sure you’re hiring someone who’s a good manager? It all starts with asking the right interview questions for managers.

At Greenhouse, we’ve always believed that there’s a connection between management and employee happiness and we wanted to dig into how to make sure this takes place and is continually practiced.

There were two important stats that we considered as we created our manager interview kits: companies that hire managers based on their management skills, as opposed to not explicitly testing for management skills, saw a 48% increase in profitability and a 19% decrease in turnover (State of the American Manager, Gallup, April 2015). When selling candidates on the Greenhouse company culture, we have always taken pride in our strong management culture, and have worked hard to create an environment where people can do the best work of their careers—ensuring that we do a great job of interviewing and hiring highly skilled managers is one of our most important tools in achieving that mission.

We also knew that it would take some work in the kick-off stage for our interview teams to understand the difference between interviewing for management skills and interviewing individual contributors. When interviewing an individual contributor, interviewers are typically checking for technical, communication, and collaboration skills. While these things are important for a manager too, it’s helpful to use behavioral interviewing to pull examples of times when they exhibited being a good coach and when they cared about those on their team—you want to understand their management style and getting specific examples from them can help get you there.

How can you define your management philosophy and design interview questions for managers? Read on for a few tips!

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Structure Is the Way to Hire Excellent: A Bulletproof 5-Step Plan for Interviewing Success

Hiring new talent can be time-consuming, not to mention costly: according to Geoff Smart, author of the bestselling book Who: The A Method for Hiring, a poor hiring decision can cost a business up to 15 times the hire’s base salary in expenses and shortfalls.

It’s not difficult to see why companies are beginning to take much more care over who and how they’re hiring because they can’t afford to make hiring mistakes. Research from Bersin by Deloitte found that companies were spending close to $4K per hire because they’re investing in finding the right talent.

But even when you’ve got plenty of resumes and cover letters to read over—and you will get plenty (Glassdoor reports that one corporate job opening attracts an average of 250 resumes, of which only 4 to 6 people are interviewed), it doesn’t always guarantee great candidates. Case in point: you need a bulletproof hiring process.

Read on to learn a 5-step process for interviewing success...

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