Making technical hiring assessments efficient and preventing cheating - Chat with Vishwanadh from Dun & Bradstreet.

Making technical hiring assessments efficient and preventing cheating – In conversation with Vishwanadh from Dun & Bradstreet.


Automated technical assessments are among the most recent job-specific testing modalities that have entered the scene in recent years. Nowadays, they are used as an effective tool in the selection and recruitment process as they enable companies to improve the efficacy of their recruitment processes. Through technical assessment platforms like, companies can hire technical talent purely based on skills and optimize their time spent in resume screening or interviewing the wrong set of candidates. You can check more about platforms like and its review.


However, the main problem with most of these platforms is that the candidates are hesitant to take them given the skewed supply-demand during the ongoing Great Resignation. Hence, these platforms fall into disuse for many first-time adopters of these tools. In this blog, we’ll look at the main factors leading to this and what we can do to make these platforms more inviting for candidates?


During one of our recent episodes of Hiring Diaries, we interviewed Vishwanadh Raju, the Head of Talent at Dun & Bradstreet India and a former HR leader at AXISCADES, Bank of America, and Wells Fargo. Since it was all about having the right candidate screening strategies for technology hiring, we considered asking him about the problem statement of reducing funnel attrition in technology hiring assessments.


Mudit Srivastava, Host,


One thing I want to understand more is something you’ve mentioned several times and that is cheating in remote hiring assessments. We take pride in saying that we have one of the most powerful proctoring systems powered by our deep learning (AI) models. However, this goes without saying that cheating is still one of the major concerns of several candidates and recruiters. How important do you think is it to ensure that there’s a fair assessment? And how do you go about ensuring the same?


Vishwanadh Raju, Dun & Bradstreet:

So one thing that we have done, and it is working well, is that the same or similar problem statement is also asked when they’re doing a personal interview. (This functionality is there on for hiring managers to leverage.)


The hiring managers have the candidates’ code in front of them, and then the person is blabbering, then you understand there is something wrong, the person cannot think in the same direction it was coded earlier, I think there’s something wrong. That is one way of looking at it.


The second way of looking at it is, you know, while there are three rounds of interviews, there is the concept of bar raiser. And all we all know about Amazon the way it does. Sometimes, a constant question keeps repeating, which talks about how the person varies the responses. 

These are two methods that are really helping us. 


And obviously because when we had people when we go back after three months to the business guys and say that, hey, you’ve hired let’s say Mudit, for Java or Python development, he seemed to have scored suitable; how is he doing on the job? 

Then you guys could get some input, he’s doing well, then somewhere it is working, it is not doing well, then I think somewhere something went wrong, figure out that. And then, you will slowly understand there are some areas that you need to work on constantly, and you will fix the problem. 

Three months, you know, my I have my recruiters who kind of go back and personally get into the conversation with a hiring manager and say that you know, last few months before, you’ve had a Java developer. And he seems to be okay; as part of our HR engagement and all of that, how is he doing on the job? 


And then the next question is, how is the attitude of this person, I’m bringing other elements to the whole conversation, just to kind of give our audience the perspective. There’s an attitude, an aspect that can be questioned, then I think somewhere, the whole process did not reveal the baby would want to look at.

Adding one more thing to what I said, this process is completely data-driven,


Mudit Srivastava, Host,

Okay. Can you share a bit more insight on this? How do you typically implement this on the ground?


Vishwanadh Raju, Dun & Bradstreet:

Basically, what happens is we have this 30-60-90 day kind of feedback, which comes in from the individual, talking about how he felt about the interview process? How did he handle the initial 30 days, 60 days, 90 days? That becomes a trigger for the recruiter to go back to the hiring manager and ask them whether the person is doing well or not. And just to be clear, we don’t do every case like that though. So it’s a sample question. 

But more interestingly, what we are also doing is we’re going back to the Mudits of the world and asking, hey, you hired were hired to do Python or Django development, but are you doing that? Are you doing what is told to you in the job description? Because sometimes it so happens that there is a standard job description. Sometimes, in maybe 100 times, people say, am I doing something different? 


That is where the recruiter and business partner should work. And go back to the hiring teams alert it, red flag it so that if it happens once, it can happen again. It’s like, you’re adding one family member to your family? Is it not your responsibility to make sure that the person is happy about what they are doing? After hiring, just leave it? It doesn’t work that way. True HR Business Partner or Talent Leader is the one who will always be constantly in touch with the business, understand what’s happening, understand the people element, understand technology element, constantly looking at new partners continually looking at new ways of solving problems, because the issues that you had last year, the solutions that you had last year will not work for the unique issues that are coming today. 


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This conversation is an excerpt taken from a recent episode of Hiring Diaries with Vishwanadh Raju, Head of Talent at Dun & Bradstreet India. Our entire conversation covered several topics, including:


  • Screening strategies for top tech talent: Understanding their importance

  • Decoding the process of automated technical screening.

  • Aligning engineering and TA functions for a successful process

  • Preventing funnel attrition and making the screening process more attractive to candidates.

  • Implementation and impact of fair technical assessments

  • Crafting assessments for senior engineers and data scientists

  • Setting the right hiring benchmarks and timelines

  • Things to consider when choosing an assessment platform

  • Evaluating and refining candidate screening processes

  • Remote-first hiring: creating fantastic candidate experiences

  • And more.

To view the entire discussion, visit here –


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