当我们坚定地在幕后工作准备好CTO CREAT CON冬季2021年11月8日 - 11日，我们提供了一些令人恐惧的偷看我们在未来几周内排队的一些令人敬畏的扬声器。
So without further ado, we’re incredibly excited to announce thatMike Boufford- CTO温室 - 将是我们的第一个主题演讲者之一！我们想了解产品背后的男人，所以我们和他一起坐下来（当然远程）听取他对招聘面孔如何变化的看法，加强了支持小辈和杂耍的偏远领导与双胞胎和蹒跚学步跑来跑去。
Good question! I think there’s a number of specific things that people are wrestling with, one of which is ‘The Great Resignation’. Lots of people want some type of change in their lives [but given the circumstances] there is a relatively limited number of things that they can. The thing they really want is for the pandemic to be over, normal social relations to resume and to be free to live the life that had before. But given that that is something that’s unchangeable, the other big things impacting someone’s life are the relationships they maintain at home and at work. One of the easiest things to change in that scenario – especially in the context of not being able to go out and meet new people – is where you work. I think a large proportion of people, even those who have been traditionally quite happy at their company, are considering a transition, which has had a downstream impact on the hiring landscape. So every company – even those maintaining their size, might be hiring three times as much because attrition might have gone up by that amount. And any company that’s in a growth phase, (some of that growth will be pandemic-driven for certain businesses), is hiring significantly more than they would have before. So it’s changed the hiring landscape tremendously.
Compare that to the experience of having three unvaccinated children at home and being worried about them potentially getting Coronavirus or living with somebody who is immunocompromised or being in a high-risk group yourself and having to live a very sheltered life where you’re avoiding social interactions or essential shopping. You may or may not have the ability to travel or the resources to do so and so as a leader, it’s about understanding that there’s a spectrum of experiences where some people are suffering disproportionately, and some are having an amazing time. You can’t treat it all monolithically one way or another, or be insensitive to the lived realities and the variation that lies within that.
Any good company is not just thinking about the next year, if they want to keep people for a long time, that involves treating them with respect and offering support when it’s challenging. In certain cases, it requires that we accept that there will be a bit of asymmetry as there will be some people who need more support than others, and I think companies should go through that. One issue, however, that sometimes goes under-acknowledged, is that when some need more support, the extra work is picked up by coworkers. So it needs to be recognised that much of the burden actually falls on peers, far more than it does on management, even if management makes the decision to be supportive.
我实际担心的是，它变得越来越难以升起初级人。帮助他们改善专业水平的资源不再在ARM Accke中，即坐在他们旁边。Instead, they may feel like they are interrupting somebody else’s workflow – even if that person might be perfectly happy to take time out to support them – or feel the burden of scheduling time with peers as opposed to having those helpful, drive-by conversations that used to take place.
The environment has changed particularly for juniors and companies will need to refocus more of their efforts on formalised training instead of simply allowing professional growth to be a byproduct of having a group of people who know how to do the job, surrounding you. To do this, the process probably needs to be made a bit more programmatic, more explicit and more measurable, so that we ensure those people are not left behind – not just in their role at their company, but in their careers. They’re at an early point where they’re developing the approach to work that will shape them long-term, and so it’s a very formative part of someone’s career. Companies need to realise that they have a responsibility to junior hires to ensure that they are able to ramp up.
Other cultural things in terms of hiring – there’s obviously a big shift away from the physical location being a requirement, and as you know, there are furious debates happening around how we should structure pay by geography. Traditionally across corporate America, the cost of living adjusts when somebody moves from a higher-cost to a lower-cost location. At one point, we did start seeing that type of mentality dissipate slightly for some Silicon Valley companies that were well-funded. They took the approach that it didn’t matter where somebody was based, they just needed to hire developers and so they’d hire the best developer in Sioux Falls, rather than a mediocre developer in San Francisco and so they started writing San Francisco-sized cheques for people, regardless of location.
The pandemic itself was a major catalyst for change in terms of how companies started thinking about whether or not certain roles – or all roles – should be considered in a single pay market, or continue with existing policies where it is assumed that you are in a local market and do not have access to the national market. At this point, there’s irrefutable evidence that many jobs can be done successfully remotely, which is going to force a permanent change in company cultures, even if there is a return to more in-person work.
There is a long adaptation process involved and I think many people, myself included, were slightly in denial about how long this would last and what the effects would be. I sort of knew consciously that it was going to be a year and a half or a couple of years, could be longer, but in my gut, I didn’t quite want to accept it. I think many people believed the transformation processes that happened as a result of this, would disappear after there’s a vaccine and everyone could go back to ‘normal’. It’s becoming increasingly clear that that’s not really the world that we’re in, and that adaptation is going to be required going forward.
这是复杂的;实际上有lots of people who are willing to change jobs right now, but there are also lots of companies that are very eager to hire them, so there does feel like a supply imbalance. That said, there are few different levers people can use. The first of which is top-of-the-funnel: how do you ensure there are enough people coming to maintain the level of choosiness that you had before and secondly, is that selecting them for skills or culture matches probably requires more resources than you had in the past, and more strategic sourcing efforts. Where before you may have posted a job ad and waited for candidates to come to you, you may now need to specifically go out, find suitable candidates and engage them. Importantly, hiring managers are the ones who are ultimately responsible for any new hires and they will need to increase their involvement, especially if they had previously relied on a recruiting team to do all of the sourcing and recruiting.
下一点我会做出，最终，即使你获得了一些人的对话，一家公司仍然必须是一个有吸引力的工作地点。只要让某人申请工作就不会雇用;他们必须愿意接受对他人的要约，并且在许多情况下，对于软件工程师等竞争角色，这可能意味着四到六个其他优惠。候选人正在成为更多的战略性，并在他们的求职过程中组织，因此他们在同一时间排列了。所以这不仅仅是关于金钱。是的，金钱是一个巨大的因素，而是公司文化，能够回答他们的问题，“Why should I work for you?’ is a talent marketing problem, and a branding problem that we all need to think through.
Fundamentally, you have to be able to communicate to the market, in advance of people applying, why you are a place they should want to work. For instance, with Greenhouse, and within my own team, I think we attract people who want to be part of a great engineering culture. But we are also doing great, real-life work that affects millions of people and building products that help to make the world a bit more equitable and help companies to diversify their teams. For people whose values align that’s going to matter more than whether an offer is $2,000 one way or another. Going forward, the resonance of your mission is going to become more important as part of your talent branding and bringing in the right people.
用自己的招聘过程在温室,have you made any changes triggered by the pandemic and if so, what would you say were the most effective还
There certainly have been some changes. Where we used to have long onsite interviews, these now get broken apart into shorter, multiple interviews. I think that’s a fairly common trend – spending four or five hours in-person was really the legacy of the pre-pandemic world. If you take half a day’s leave, you’ll want to compress as many of those interviews as possible into that time and get an answer quickly.
Now, it’s easier to spread four one-hour remote meetings across your calendar than it is to take four hours altogether. Especially as by hour three everyone is suffering from severe Zoom fatigue. I know, after two or three hours of online calls myself, my brain feels like melting, and that’s definitely true for candidates too.
我也认为我们正在向共享实时工具移动更多;因此，人才可以选择选择任意数量的公司，他们正在选择那些有可能不那么繁琐的流程。与此同时，公司正在尝试添加自动化来简化他们的工作流程，使其更容易，因为现在候选人收到了八小时的房屋测试时，他们在这一天不太可能做到这一点年龄比他们可能已经回来了几年。这种类型的负担已经成为他们在招聘过程中不再愿意接受的东西。So I’ve seen companies spend a little bit more time with candidates where the hiring manager shows up and they let’s say do a live coding exercise together, rather than send long assignments that may require a huge amount of work only to be quickly rejected from the process.
I think those investments manifest in a number of different ways. First, people are trying to figure out the right criteria by which to assess people, especially where there are different personality types that might do better or worse in live programming environments, versus getting that same hour to focus in private and trying to make it a bit closer to the job. We are also seeing top-of-the-funnel changes where, when a company interviews agencies, they ask for their diversity track record and know from the outset what the mix of candidates might look like. They’re also increasing source planning efforts to figure out what blend of sources is required to create a pipeline that ultimately leads to more diverse hires.
在我们的产品中，我们现在有类似于招聘管道的人口统计报告，并允许雇用管理者对其进程做出决定。If they notice that in a certain part of the hiring process they’re seeing a fall off from let’s say, Asian American women, they can try to peel back the layers to understand what is it about the process that’s causing this subgroup of people to drop out. Both conscious and unconscious biases come into play when we design some of these exercises – even if they seem fair and innocuous on their own. And so having visibility into the outcomes of whatever those assignments are, in terms of disparate impact demographically, is probably a big shift that is here to stay.
But, there are also interesting books that people can read to educate themselves on topics of D&I like吹口哨的维智 - 如何影响我们以及我们能做的事情这是非常研究驱动的。它是由斯坦福教授的Claude Steele撰写的;他谈到了这些社会科学实验，他们看待少数群体或患有陈规定型（以及其他东西）以及它们如何影响工作表现的影响。
它提供了一个有趣的角度 - 非常不在明确偏见的桶中。它阐明了这一事实，而人们认为他们不是种族主义或性别歧视，我们所有人都在做的意外事情就是，也许是更加阴险的，对他们在工作场所少数群体的人们来说更加阴险和负面影响。
Thank you, Mike!
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