The slides are based on Manage Your Job Search. Since I published the book and have given talks about it, I have discovered more traps.
I hope you enjoy the slides.
I’ve given webinars and talks about hiring for cultural fit for years. A couple of weeks ago, I was in Waterloo/Kitchener, Ontario. When I spoke for Communitech, I updated my talk, Hiring for Cultural Fit.
It’s easy to get cultural fit wrong. It’s more difficult to get it right. I hope you enjoy the slides.
BTW, if you want the details on how to hire for cultural fit, read Hiring Geeks That Fit.
I retweeted a link to Here’s a Thing: There’s No Correlation Between a College Degree and Coding Ability. I was a bit surprised by some of the reactions to that link.
One colleague said, “I question whether people who wait until a college assignment to learn to code have the same obsessive interest in the topic.”
I was quite surprised. Back when I went to college, people didn’t have access to computers except in school. And, what about those of us who only discovered programming by accident, say our sophomore year in school (me), or a few years later (another colleague)? Would a hiring manager penalize us for not knowing about programming when we were 12?
Do developers need an “obsessive” interest in programming? I don’t think so.
When I hired developers, I looked for a number of preferences, qualities, and non-technical skills:
Of course, I looked for technical skills also:
In all the time I hired developers (about 10 years), I never made a college degree a requirement. Nor did I make obsessive interest in coding a requirement.
One guy came into my (quite technical) software testing team via the IT group. He had a high school diploma. He’d been automating scripts for IT and was looking to expand his skills.
He automated everything he had to do more than once. He was fast. He was great. He was a sponge. He learned everything we could teach him, and then he taught the rest of us.
I’d been giving him raises all along because he proved his value. I tried to give him a specific raise because he was worth it. HR didn’t let me because he had no degree. I ranted and raved, and lost that battle. By this time, he’d worked in our group for a couple of years. I suggested he consider a bachelor’s degree. Not because it would make him more marketable. But, because it would allow me and any future managers to pay him what he was worth.
I had a colleague at a previous job who had no degree. He was a whiz at embedded systems. He was terrific at discovering the technical details that would make or break a system. He was great at coding, at iterative design, and incrementally building things that were resilient. I’m not sure how he got into software, but he was great at it.
I’ve also seen people with and without degrees who have no idea about the hardware architecture that they work on. I’ve seen people who had no idea how to design for performance or testing. They had degrees from accredited universities. Often, their degrees were much newer than mine (1977).
A degree is a sign of perseverance. It has little or no bearing on whether someone’s code will work. (See Hiring Geeks That Fit for other suggestions of what to filter on, aside from degrees.)
If you make a degree necessary for your candidates, you are unnecessarily filtering some great people out. Why do that?
Your career has taken some path. Don’t think everyone else’s career should take the same path. We are all wonderfully unique. Hire for uniqueness, and you might just create a great team.
Tell me something no one else knows about you.
Now, in case you aren’t sure, this is an irrelevant question. It doesn’t directly help an interviewer learn how the candidate can perform the work or fit with the team. It doesn’t help the candidate learn about the job. That means it’s irrelevant.
However, if you are looking for a job, you can use this question. I would focus the question back at the work. Here are some ways to answer this question:
Answer this question with a story. Your interviewer is looking for something personal.
If you’re not sure how to answer or define your value, look at Manage Your Job Search. I have a number of examples of how to answer irrelevant questions.
You have an open position. You have two internal candidates. You’re going to hire one of them. (See Two Candidates, One Position.) Now you have a problem. You have one person who will not be happy. This often occurs when you have two candidates for technical leadership or management positions.
You might have a political problem. You certainly have a challenge. How can you “save” both people?
This is a management and expectation problem.
You need to clarify to yourself first, why you want to hire one person over the other. Once you understand your thinking, you can set expectations with both candidates.
Here are some scenarios:
Note that in all cases, you can reset expectations and “save” the other candidate with feedback and coaching. That’s just the first step.
You can fix these problems if you have an expertise criteria chart for all your positions, individual contributor and leadership/managerial.
An expertise criteria chart explains what people need to have demonstrated to achieve a certain level. These criteria are all about the non-technical skills, qualities, and preferences for the role. Sometimes, HR wants to put an education component in the role. I find education is irrelevant. These criteria are about accomplishments.
The expertise criteria arise from your job analysis. What qualities, preferences, and non-technical skills do you want people to have in your organization? Here is an example:
You might value the ability of someone to coach other people. In that case, a junior person can be coached. A mid-level person can coach one or two people about something he or she knows well. A senior person can coach a team, regardless of the domain. A manager would be able to coach about career development in addition to the other coaching.
Now, people can see where they fall in the criteria. Someone who has not tried coaching peers is not ready for a senior position, regardless of other experience—if that is what is valuable to you.
What do you do with the candidate who didn’t get the job? Offer to provide coaching for the pieces of the job that the candidate was not qualified to perform. it doesn’t matter if that candidate wants coaching from you or not. It’s about providing coaching.
Whatever you do, do not say, “You’re too valuable where you are.” A manager said that to me years ago, and I was almost out the door when my new boss started. She had gotten the position.
She said, “Let me coach you and give you feedback so you can do this job in a year.” I agreed, and she showed me what great managers do and don’t do. I learned a ton under her tutelage. I worked for her for more than a year, quite happily.
Know that you will have a disappointed candidate, as well as a happy candidate. Prepare for the conversations and make sure you have internal candidates who can meet the criteria. Don’t lose the disappointed candidate—offer feedback, coaching, and a knowledge of the expertise they need to show before you consider them for another position.