Nowadays, recruiting employees without the aid of technology is well on its way and arguably inevitable in several situations. Hire-tech startups are mushrooming nearly every day as new challenges arise in engineering and data science hiring. Although this gives recruiters options and solutions, it can be overwhelming for talent leaders and founders who are unfamiliar with these tools.
Even after selecting the strongest solutions for their toolbox, recruiters often find themselves with a toolbox full of solutions that aren’t the best match for their problem statements. Since each company has its own unique hiring needs, there is no one-size-fits-all solution or recruitment tech stack, but there are certain commonalities in what organizations need to consider when choosing the right recruiting software.
Therefore, we were interested in finding out more from our recent Hiring Diaries guest, Praveen Nair – Head of Talent at Meesho.
Mudit Srivastava, Host:
I just made a Google search about the right recruitment tech stack, and I started getting a bunch of ads and platforms to look at. And why not? The problem is evident and is something that many people are trying to solve in different ways. But as a talent leader who has implemented this at various instances, what do you think is the approach to decide the basic set of tools that one must start with?
Praveen Nair, Guest Speaker, Meesho:
Well, I think you know to have a great source and make sure that your sourcing is perfect. A few things that you cannot compromise on. The first is to know where you’re finding your people, right? So your metrics are around? What sort of people are you trying to hire? So what is the persona of your employee right? In different parts of the business, whether it is technology, whether it is a product, or whether it is other parts of the company? What’s the persona of the people that you’re trying to hire? And where do you find them? Right? That kind of starts with pointing out areas where you can look at your possible engineering strength to come in. So that’s one part.
The second part is beyond that, so one is you, you kind of map those folks out, figure out how you communicate with them, reach out to them, engage with them, and so on. The second is the correct assessment metric, you know, because you have you as in, you know, the recruiter, through his stakeholder engagement, would have a sort of ecosystem where that ecosystem has mapped out certain skill sets as the bare minimum bar. Now, in that bare minimum bar, how many people qualify from this from the set of people that you’ve reached out to? And how do you assess them? What is the practice of assessment? So I’m sure Skillspace.ai does a good amount of work here, right. And, and companies like other companies also do similar help there to give you some sort of what you call benchmark idea as to how that talent is playing out.
What is the bar viz-a-viz the kind of requirement you have, and therefore then you further decide where to engage with that person? So whether that person is an SDE3 or an SDE4, I mean, a software development engineer at level three or level four? Or is he a technical lead? Or is he an engagement manager, engineering manager, and so on? So once you understand that, you know how to engage with them and create a solid assessment practice.
In that assessment practice, it is not just about just doing the coding round and just doing the interviewing game, right? It is also about discussing specific business-related problems and how that person solves them. So, that entire assessment engagement, which is qualitative enough for the interviewer also to feel experienced, and the candidate also to feel good about having gone through that experience you know, what, these guys tried to figure me out in different dimensions and therefore, I also feel good that you know, they figured out that I am good in this area, this aerator some other one, probably I have certain development areas and other areas, which I need to develop further.
And once you give this consolidated feedback to that candidate, the candidate also feels good about having gone through that entire system practice. You come to the onboard, I mean, then you virtually done the selection process, and then you come to, you know, how you engage in making an offer. And then, further on, you move on to onboarding and post onboarding processes. Sorry, pre onboarding processes and stuff. So, this entire entire entire cycle of events of the sequence of events that we need to do give us a good understanding of the right technology stack to help search and figure out the number of people that you need to hire here.
Mudit Srivastava, Host:
Okay. My interactions with talent leaders have shown me that using a new tool can be complicated at times. Do you know of any practices that are helpful for a company to adopt these tools very quickly?
Praveen Nair, Guest Speaker, Meesho:
It’s a no-brainer. I mean unless you adapt to some of these tools and unless you’re able to help your overall hiring process through some data-driven approaches, which comes from these tools, either you develop it internally or buy it from the market, but you need to have them. because if you don’t need if you don’t have them, then you don’t scale.
If you’re doing if I’m doing three engineers a day or say I’m doing about 70 engineers a month, if I have to make sure that I’m onboarding 70 engineers a month. I have no other option but to depend on tools. I have no additional chance but to make sure that I have data from these tools, which gives me precise reading about each person’s capabilities and what are some of the development areas person comes with. These two metrics helped me position that candidate with a view to my business and make hiring or a selection or rejection ground with them right now that it would not be possible without any of these tools. Using interviewing as a bare minimum to assess a candidate is relatively dated. Now. I don’t think anybody can use only that to figure out people.
Did you like the conversation?
This was picked from a recent episode of Hiring Diaries with Praveen from Meesho. You can view the entire episode on-demand as it encompasses several other topics including:
- The best practices for optimizing hiring funnels at scale.
- Culture-first tech hiring in a time of skewed supply-demand.
- Surging recruitment with the right technology stack
- Forging the right partnerships at high velocities
- Preparing for hiring sprees at growth-stage startups
- And more.
To watch it on-demand, visit here – https://skllspace.ai/hiring-diaries-203/.
More about Skillspace.ai and Hiring Diaries
Skillspace.ai helps you deliver better experiences for end-to-end technical assessments at scale. This is meant to improve hiring and retention metrics for growth-stage companies. On Skillspace.ai, you can conduct employee engagement initiatives and you can hire tech talent through coding assessments, AI challenges, take-home assignments, 1-on-1 interviews, and much more. All of this is offered in a highly condensed and simplified manner. From early-stage startups to Fortune 500 companies such as Cisco, Alibaba, and Capgemini, we have earned the trust of companies across all industries.
We have created Hiring Diaries to support the engineering and talent acquisition communities that have entrusted us so far. Hiring Diaries is now a series of live discussions with the top 1% of talent and technology leaders who share our passion for giving first. It covers a variety of topics regarding scaling technology teams and hiring the best talent. You are welcome to attend any of our upcoming events.
Visit https://skillspace.ai/hiring-diaries/ for more information.
