Aurelia Butler

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    Daemon Cultivates a Culture of Feedback & Collaboration for Successful Hiring

    Sixth in the Tech Employers Leading the Way Series

    Editor’s Note: Tech Employers Leading the Way recognises companies that innovate and work to improve the hiring experience for both their hiring managers and the tech candidates they seek. In this series, we’ll dive into what works for them, and what they’ve learned, and share it with our readers. Sharing these stories and learnings supports our company vision to make hiring more equitable, efficient, and transparent.

    Hired’s List of 2023 Top Employers Winning Tech Talent highlighted companies across a variety of segments and industries creating tech hiring processes and experiences embracing principles such as equity, efficiency, and transparency. 

    Among those leading the way is Daemon, a people-first tech consultancy seeking to better the world through digital transformation. 

    Resourcing Manager Wayne Taylor shares how Daemon values feedback to improve the hiring process and uses Hired to maximise the impact of its Talent Team. 

    About Daemon

    Both internally and externally, our vision and North Star ambitions at Daemon are clear to see. We want to use technology to make the world a better place.

    Now these aren’t just words on our website, these are built into our ways of working, engaging with our employees, and communicating with candidates.

    As a value-led business, we hire by our values, as well as partner with clients based on shared values. Your technology skills are secondary to your values and cultural fit for us as we can support you in your technical journey.

    “What I love about Daemon is they hire for future potential. Daemon sees beyond what is written on your CV…they see potential and invest in that potential. That was one of the best things I noticed in the interview stages.”
    Daemon Software Engineering

    See what else our Daemonites have to say about the Daemon culture. 

    [embedded content]

    Tell us about a process you implemented to improve candidate experience and the hiring process.

    At Daemon, we have a heavy feedback culture internally and with our clients to enable continuous improvement and progression for all parties. Our interview process is no different.

    Around 12 months ago, we introduced a document to the process. This allows our interviewer community to have a one-stop place for all the tools required to interview. 

    Editor’s note: standardising the interview process is a good DEI hiring practice as well.

    It contains interview questions (prompting responses highlighting each of our values), feedback on the candidates from previous interviews, and any “flags” to look out for, as well as space for them to record the candidates’ answers to their questions and the overall feedback.

    Introducing this to the process allowed us to capture feedback almost instantly. This reduces the need for the hiring manager/talent team to have a further catch-up meeting with the interviewers to gain feedback, as everything is shared on the doc. 

    This has improved our candidate experience and decreased the time it takes for candidates to get through our process too. It took our time to hire to under 20 days in most cases. 

    Related: 3 Ways You Should Use C-Suite to Recruit Tech Talent (+ Free Templates), Want to Run Better Interviews? You Need a Pre-Interview Meeting (Free Template)

    What are some of Daemon’s strategies for maintaining a strong employer brand?

    There are a few strategies we use to build and maintain our strong employer brand.

    We make sure we’re on the right channels, like Hired, where the top talent is, and keeping Daemon at the forefront of our target candidates.

    Being very responsive, timely, and engaged ensures their experience on these channels is better than our competitors. Efficient hiring is very important to us. 

    We have a very vibrant and energetic brand and we want to make sure this is clearly visible to those interested in Daemon. 

    Making sure we have a strong LinkedIn presence, which not only focuses on client-related content but also our culture. We do this through blogs, videos, podcasts, charity initiatives, events, etc. 

    Sharing our People stories is very important to us as we are a people-focused business. It’s natural for us to tell Daemon stories.

    How has collaboration between hiring managers and TA teams improved efficiency?

    Collaboration and teamwork are at the heart of all things we do at Daemon, whether it’s client and internal projects or improving internal processes.

    As a Talent Team we have regular meetings with our interviewer community to discuss what went well the previous month and any iterations to the questions. These are upvoted and chosen by the interviewers themselves to ensure consistency, even with different interviewers conducting the interviews.

    There are two interviewers on each culture interview. The purpose is to reduce the risk of unconscious bias, offer collaboration for the interviewers to agree on the outcome, and give an opportunity for feedback on the candidates interviewing.

    For our technical interviews, our Principal Consultants have a monthly Town Hall. This is a platform to talk openly with the executive board and collaborate on interviewing techniques. Again, this offers a repeatable and consistent process.

    Related: Technical Assessments for Recruiting & Hiring Tech Talent 

    Overall, we are really dedicated to having speedy recruitment processes, from the first conversation to onboarding.

    Hired is certainly one of those tools. It makes the first conversation much easier, enabling us to move faster.

    We recently introduced a new HRIS (Bamboo) which works as an Applicant Tracking System. It also allows a consistent and efficient onboarding experience for everyone who is offered a role at Daemon. 

    This includes everything from clear offer letters to a welcome note with the relevant onboarding forms for completion online. This removes our paper footprint and ensures candidates and colleagues have accessible documents from day one and throughout their time at Daemon.

    How has Hired supported your hiring strategy?

    Hired has been instrumental in us making tech hires over the last 24 months we’ve been working with them.

    We have access to high calibre candidates who we might not have been aware of if we hired through other means.

    The efficiency of the platform and ease of use are so helpful. That includes the information you receive upfront on the candidates to the ability to conduct very specific searches based on a range of demographics. With the number of hires we’ve made through the platform, we as a Talent Team really trust the quality of the candidates on Hired. 

    Lastly, but by no means least, is the support from the Hired team through the assigned Account Manager and Account Directors. All of them provide great feedback and updates on industry trends. 

    Check out all the featured tech employers in the series so far: 

    Firstup Puts People First to Help Companies Speed Up

    One Medical Focuses on Authenticity in the Candidate Experience

    Veho’s Multi-Faceted and Candidate-Centric Interview Process for Better Alignment

    Cisco Turns Talent Acquisition Professionals into Talent Advisors 

    AutoFi Showcases Culture & Employee Development to Strengthen Employer Branding More

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    Early-Stage Recruiting, Being an HR Visionary, & More: Talk Talent to Me February ’24 Recap

    Listen in on February 2024 episodes of Hired’s Talk Talent to Me podcast for insights into:

    Being an HR visionary with Lorraine Ortiz, First Internet Bank Chief People Officer Lorraine Ortiz

    Early-stage recruiting with Jamie Sterrett, Primary Ventures VP Talent 

    “Human energy” in HR with Julie Flowers, Chevron Director of HR & Talent Development 

    1. Lorraine Ortiz, Chief People Officer at First Internet Bank

    In this episode, Lorraine dives into staying comfortable versus trying something new, what she loves about HR and the recent developments in the industry, and why being future-ready is among her top priorities. She also discusses how to cultivate resilience in the workplace and create a culture that facilitates constructive conversations.

    Listen to the full episode.

    2. Jamie Sterett, VP of Talent at Primary Ventures 

    Jamie offers insight into what it takes to be an early-stage recruiter, how talent professionals can level up the entire function of a business, and when companies should consider bringing on a full-time in-house talent resource. 

    “Early-stage recruiting is not for everyone. When you are the first recruiter somewhere, you are wearing all of the hats.”

    Listen to the full episode.

    3. Julie Flowers, Director of HR & Talent Development at Chevron

    The performance of any organization is unquestionably linked to its ability to tap into the “human energy” encapsulated in the talents, approach, and potential of every team member. In this episode, Julie shares pearls of wisdom from her 26 years with Chevron and offers insight into how the technology, high standards, and ethics at Chevron appeal to Gen Z candidates. She discusses how talent development boosts morale and improves company culture and why she believes HR is the human energy in progress that leads to success.

    “As a leader, I need to [encourage, support, and reward]. As an employee, I’ve got to want to learn and grow. As a company, I’ve got to show that we’re building that type of culture. [Continuous development] takes all three of those things.” 

    Listen to the full episode.

    Want more insights into recruiting tips and trends?

    Tune into Hired’s podcast, Talk Talent to Me, to learn about the strategies, techniques, and trends shaping the recruitment industry—straight from top experts themselves. More

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    Need A Technical Assessments Do-Over? How To Assess Tech Skills

    Technical interview alternatives for better skill-based hiring outcomes

    In today’s competitive job market, talent acquisition teams and engineering leaders face a significant challenge: losing valuable job candidates due to rigid technical assessment exams. While these exams aim to ensure candidates possess the necessary skills for the job, they may inadvertently deter qualified individuals or overlook their potential. So how should you assess tech skills?

    As leaders in talent acquisition, it’s crucial to consider alternative approaches that prioritize skill-based hiring while addressing the limitations of traditional technical assessments.

    Why traditional technical assessments fall short

    Technical assessment exams have long been a staple in the hiring process for engineering roles. However, relying solely on these exams has its drawbacks:

    Barrier to Entry

    Technical exams can intimidate candidates, especially those who may excel in practical skills but struggle with standardized testing formats.

    Limited Scope

    Exams may only assess theoretical knowledge, overlooking candidates’ ability to problem-solve, collaborate, and adapt to real-world scenarios.

    Bias and inequality

    Standardized exams can perpetuate bias and inequality, disadvantaging candidates from underrepresented backgrounds or those with non-traditional education paths. Live-proctored assessments also create stress and anxiety while asynchronous assessments do not. It’s also more conducive to the candidate’s schedule if they need to work around current employment and time zones.

    Advice to employers from a Senior Engineering Manager on assessing tech skills

    “It’s important to understand what an online technical assessment can and can’t do,” says Hired Senior Engineering Manager Dan Baker. In an interview with Exponent, an online tech community, Dan said, “Know that using technical assessments will not be the thing that provides an automated answer whether the individual is right for the role.”

    When using an asynchronous product like Hired Assessments, Dan says “When employers play back the candidate’s work, they’ll see if the candidate is within the acceptable range and how they executed problems. Review the approach they took and see if it makes sense to you. Look for the use of coding patterns that demonstrate expertise.

    I am seeing a shift away from purely LeetCode-type questions to ones based on a framework including a file system to find the bug, fix it, create a file, and add a new pattern.

    That’s where we see candidates’ creative thinking. We see how they interact within an existing structure. That’s infinitely more valuable – the ability to show how candidates will perform in the role, rather than whether they can do bubble sort or Fizz-buzz.”

    Making the case for skill-based hiring

    To address these challenges and attract top talent, talent acquisition leaders can advocate for a shift towards skill-based hiring. Research indicates 75% of employers use some skills-based hiring to discover new talent, with nearly 55% using role-specific skills tests.

    Emphasize real-world skills

    Highlight the importance of assessing candidates based on their practical abilities to perform job-related tasks rather than solely relying on theoretical knowledge.

    Diversify assessment methods

    Encourage the use of multiple assessment methods, such as coding challenges, portfolio reviews, and technical discussions, to provide a more holistic view of candidates’ capabilities.

    Prioritize problem-solving and collaboration

    Emphasize the value of assessing candidates’ problem-solving skills, creativity, and ability to work effectively in teams, which are often more indicative of on-the-job success than exam scores alone.

    Reduce bias and promote equity

    Implement strategies to mitigate bias in the hiring process, such as anonymizing assessments, utilizing diverse interview panels, and providing alternative pathways for candidates to demonstrate their skills.

    Foster continuous learning

    Emphasize the importance of ongoing skill development and learning opportunities for both existing employees and job candidates, ensuring alignment with evolving industry trends and technologies.

    Alternatives to the traditional technical exam interview process

    When it comes to assessing technical skills for a specific role, it’s essential to consider a variety of alternative methods beyond traditional technical exams. Here are some effective approaches:

    Real-world projects

    Assign candidates a real-world project relevant to the role they’re applying for. This could involve building a small software application, solving a particular coding challenge, or designing a technical solution to a problem. 

    Real-world projects allow candidates to demonstrate their technical abilities in a practical context, providing valuable insights into their problem-solving skills, coding proficiency, and ability to deliver results.

    Code reviews and portfolio assessments

    Request candidates to submit samples of their previous work, such as code repositories, projects, or contributions to open-source projects. 

    Conduct code reviews or portfolio assessments to evaluate the quality of their code, adherence to best practices, and ability to write clean, maintainable code. This approach provides a comprehensive overview of candidates’ technical skills and coding style.

    Pair programming sessions

    Conduct pair programming sessions during the interview process, where candidates collaborate with interviewers on a coding task or problem-solving exercise. This interactive approach allows you to observe candidates’ coding abilities in real-time, assess their problem-solving techniques, and evaluate their communication and collaboration skills. 

    Pair programming sessions also provide candidates with the opportunity to showcase their thought processes and receive immediate feedback.

    Technical discussions and whiteboard challenges

    Instead of relying solely on written exams, engage candidates in technical discussions and whiteboard challenges during the interview process. Present candidates with hypothetical scenarios or technical problems related to the role and evaluate their ability to analyze, strategize, and articulate solutions. 

    This approach assesses candidates’ critical thinking skills, domain knowledge, and ability to communicate complex technical concepts effectively.

    Behavioral interviews

    Incorporate behavioral interviews into the assessment process to evaluate candidates’ soft skills, such as teamwork, communication, and problem-solving. Ask candidates about their past experiences, challenges they’ve overcome, and their approach to solving technical problems. 

    Behavioral interviews provide valuable insights into candidates’ ability to adapt to different situations, work well with others, and contribute positively to the team dynamic.

    Ready to rethink how you assess tech skills in your interviews? 

    By leveraging these alternative methods to assess technical skills, you can gain a more comprehensive understanding of candidates’ abilities, strengths, and potential fit for the role. Each approach offers unique benefits and insights, enabling you to make informed hiring decisions and build high-performing teams capable of driving innovation and success.

    By championing skill-based hiring practices, talent acquisition leaders can create a more inclusive and effective hiring process that attracts diverse talent and fosters innovation within their organizations. Ultimately, prioritizing candidates’ real-world skills and abilities over standardized exams benefits both employers and jobseekers, leading to stronger teams and better business outcomes.

    In conclusion, it’s time for talent acquisition and engineering leaders to reevaluate their approach to technical assessments and embrace skill-based hiring. That includes more than just specific hard skills.

    By focusing on candidates’ practical abilities, problem-solving skills, and collaboration potential, organizations can unlock the full potential of their talent pool and drive success in an increasingly competitive landscape.

    Hired helps employers of all sizes assess tech skills

    There are many ways to assess tech skills in candidates. Hired offers an asynchronous product that can be bundled with the tech hiring platform. Employers also use it in coding challenge campaigns to tap into qualified talent in new markets or for hard-to-find skills or roles. Hired helps companies plan, promote, and execute coding challenges, completely turnkey. How may we help you? More

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    Will Tech Hiring Surge in 2024? Or Not? Here’s New Data

    After years of the market punctuated by layoffs, we look ahead to 2024 with cautious optimism. Let’s start with data from the Bureau of Labor Statistics and analysis from CompTIA which show tech industry employment growth for the start of 2024.

    In January, the US tech industry grew significantly, with tech companies adding nearly 18K employees. The strongest gains were in technology services/software development and cloud infrastructure. 

    This positive trend was reflected in a rebound of employer job postings for open positions. Employers posted over 392K active job listings for tech-related roles, with nearly 178K new postings in January. This represents a significant increase from December 2023, marking the largest month-over-month rise in a year. 

    Hired predicts hiring will accelerate in 2024, especially in big companies (but not like in early 2022).

    “There will be a resurgence in hiring, and the companies that made sizable investments into their tech stacks will have a higher advantage of landing key talent,” says Hired CEO Josh Brenner.

    “Efficiency will continue to be paramount as companies move forward into 2024. So whether it’s expanding recruiter capacity or loosening budgets for hiring managers, those who’ve invested in a supportive tech stack will help their internal teams secure their top candidates the most.”

    Related: Build a Recruiter Capacity Model 

    Hired surveyed 250+ tech employers in Q4 of 2023, and the majority,  84%, expected to maintain or increase employee headcount budgets in 2024. More than half, or 53%, expected to increase. 

    Responses indicated companies with between 101 and 299 employees are most likely to increase budgets. 

    When divided by role, 69% of hiring leaders or executives indicated budget increases while 60% of hiring managers and 33% of TA/Recruiters agreed.

    They’ll need to hire too, because 61% of tech workers surveyed plan to look for a new role in 2024.

    Editor’s Note: Hired surveyed 1000+ tech workers as well.

    Related: Cost of Vacancy: Why Hiring During Downturns is a Good Idea 

    Hired’s CEO on ramping up hiring again in 2024

    On an episode of Talk Talent to Me, Hired CEO Josh Brenner looked ahead at 2024 hiring while reflecting on the recent market. He says, “I want to be clear that we have been through this interesting journey over the past five years. 

    I think the ‘resurgence’ is not to be confused with the rapid scaling we saw post-pandemic, starting in the spring of 2021. The resurgence I’m talking about is more like a pre-pandemic pace than the rapid period we saw from 2021 to 2022.”

    He feels optimistic for this year, especially given the survey response on expanding headcount budgets for 2024. 

    Josh noted he’s seeing “some companies, especially the smaller ones, realize that real growth is still important. While managing your costs is important for a small business, they need to show growth or it doesn’t make sense to be in business. We see some of that swinging back around with companies backfilling hires and pulling forward new initiatives.”

    Which industries are hiring tech talent now?

    Josh shared that Hired’s data indicates that “financial services companies are back in full swing. In a lot of ways, larger tech companies, while they have very publicly been shedding employees are also hiring on the opposite side of that. 

    Startups, especially those focused on AI, machine learning, and the surrounding ecosystem have gotten a vast majority of the funding over the past year. As you can imagine, the need to hire comes with that funding.”

    Josh’s optimism and his belief that tech is still an exciting opportunity and steady industry for people to grow their careers is reflected in recent stats on the unemployment rate. Tech occupations remained stable at 2.3%, while the national unemployment rate remained at 3.7%. 

    Ready to restart recruitment?

    When it’s time to fire up hiring again, knowing where to start may seem overwhelming. Follow this short checklist and check out our full guide to kickstart your tech hiring after challenging economic times with this guide.

    Reevaluate hiring needs

    Engage with past candidates

    Update online employer profiles

    Revise recruitment strategy

    Review salary benchmarks

    Plan for onboarding

    Measure effectiveness regularly More

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    Did You Know There’s a Hidden Pool of Tech Talent?

    Tension over return-to-office mandates & fewer remote roles creates a ripple of the ‘Great Resignation’ for 2024

    In 2021 and 2022, the majority of tech talent wanted the remote work experience. Then, there was a shift in candidate attitudes on workplace preferences. With the layoffs and tightening of the labor market, Hired platform data indicated many candidates changed their preferences to be more open to a hybrid or in-person model. Were they tired of being at home or working from anywhere? Or were they reading the room?

    According to Hired tech recruiting marketplace data, employers have steadily decreased the roles open to remote work. After a high of 72% of open roles classified as “open to remote,” in Q2 of 2022, a year later it was only 59%, then only 46% at year-end. As we enter 2024, the percentage continues to drop.

    Meanwhile, much of the tech worker preference still sits with a truly remote work environment or a very flexible hybrid model according to Samantha Friedman, Hired SVP People Strategy. 

    Hired candidate profiles show tech workers who prefer “remote only” roles peaked at 34% in Q2 of 2022 but have flattened since, fluctuating between 28% and 31%. However, when surveyed for their preference in The Tech Hiring Tightrope, 80% of tech workers said they’d prefer to work fully remotely. 

    This has led employees to seek opportunities aligned with their true preferences. 

    Hired predicts the tug-of-war between employers and tech workers on the workplace will worsen, leading to a hidden tech talent pool.

    You may have heard of “quiet quitting” or even “rage applying,” but what about “quiet applying?”

    “Return-to-office (RTO) mandates from companies such as Roblox, Amazon, and others have already been a polarizing topic within the workforce, as employees face the option of commuting or finding another job,” says Sam Friedman.

    Return-to-office threatens DEIB

    “As more companies reverse their policies, many organizations will further erode any commitments to DEI. This is because women, people with disabilities, and other underrepresented groups are most negatively affected by return-to-office mandates.” 

    In Hired’s webinar, Bold Predictions & Benchmarks: Master Tech Hiring in 2024, Sam Friedman explained, “A return to office or a strict hybrid model limits DEI opportunities. For instance, I’m sick right now and I have two little kids. We see that hybrid and full return to office is very much impacting those default parents, which are women. We also see those with disabilities [and other barriers] not wanting that return to office schedule. 

    Hired data supports this and highlights a significant trend: 85% of surveyed women prefer fully remote roles, compared to 78% of men. 

    In tech, women are already underrepresented, and about half tend to leave the field by age 35. This means the option to work remotely is a prerequisite for fostering equal opportunities, and not just a “nice-to-have.”

    Sam adds, “While people want a job and are fighting in this tough market, at the end of the day, there will be a new market that opens up for people who really want to ensure flexibility and autonomy over their schedule.” 

    A hidden tech talent pool

    This, among other factors, will create a rise in “not-so-passive candidates” in a hidden tech talent pool, who would move to an opportunity in line with their workplace environment desires.

    Related: 2023 Survey Results: Top 3 Benefits Ranked by Engineers (Besides Salary) 

    In fact, 21% of men surveyed and 27% of women surveyed said they’re unhappy with their current work environment and actively looking because of it. 

    Interestingly, 32% of surveyed in-office workers are actively looking for new remote or hybrid roles. This underscores the urgency for organizations to strategically embrace a remote-first working model, or at a minimum, more flexible working conditions. 

    When surveying employers on their hiring plans for 2024, Hired found the majority of companies, 50%, plan to hire hybrid roles, while 22% are opting for in-office, and only 17% fully remote. 

    What are the main drivers of the RTO trend? Surveyed employers in the 2023 State of Tech Salaries reported that a physical work environment offers more optimal conditions for enhanced collaboration, culture immersion, improved communication, and easier IT training and mentoring. 

    A shift in power

    Anna Papalia, founder of Interviewology, shared on the Talk Talent to Me podcast, “Quiet quitting is just a term for something that’s been going on forever. I think directors of talent are trying to figure out how, as talent folks, to be now. We don’t have the power the way we did before. And that’s unsettling to a lot of people. 

    You can either hold on to your shred of power or you can let go and evolve. And I think that’s what this moment is calling for us to do.”

    Ultimately, companies that are receptive to employee preferences will be better positioned to attract top talent, harness broader skill sets, and embrace richer, diverse perspectives in a time where maintaining a competitive edge is pivotal to driving innovation.  More

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    AutoFi Showcases Culture & Employee Development to Strengthen Employer Branding

    Fifth in the Tech Employers Leading the Way Series

    Editor’s Note: Tech Employers Leading the Way recognizes companies that innovate and work to improve the hiring experience for both their hiring managers and the tech candidates they seek. In this series, we’ll dive into what works for them and what they’ve learned. Sharing these stories and learnings supports our company vision to make hiring more equitable, efficient, and transparent.

    Hired’s List of 2023 Top Employers Winning Tech Talent highlighted companies across a variety of segments and industries creating tech hiring processes and experiences embracing principles such as equity, efficiency, and transparency. 

    Among those leading the way is AutoFi, which improved its 2022 rank of 40th on 2022’s List of Top Employers Winning Tech Talent to 10th overall on our 2023 list of North American small businesses (1-299 employees). 

    Meagan Dion, Lead Technical Recruiter, shares how AutoFi maintains a strong employer brand and builds its talent pipeline.

    About AutoFi

    AutoFi is the leading provider of sales and finance technology in the automotive industry, driving innovation by simplifying the way cars are bought and sold. We empower automotive clients, such as car dealers, manufacturers, marketplaces, and lenders, with cutting-edge technology that creates a seamless and efficient car buying experience. 

    Joining us means being part of a dynamic team shaping the future of automotive retail, where your contributions directly impact the way people buy and sell cars. We foster a collaborative environment encouraging creativity and growth, making AutoFi an exciting place to work and be part of something transformative.

    What are some of AutoFi’s strategies for maintaining a strong employer brand?

    Maintaining a strong employer brand involves showcasing a positive work culture and emphasizing employee development. It’s important to be transparent about company values and achievements. Offering competitive benefits, promoting work-life balance, and creating a collaborative environment helps attract top tech talent. 

    As businesses evolve, talent strategies do too. How have your strategies shifted in the last 12 months? How do you plan to shift your strategies in 2024? 

    Hiring strategies have shifted toward optimizing existing talent and leveraging technology for efficiency. Due to current market conditions, we are more focused on strategic workforce planning and recruiting has shifted to focusing on building talent pipelines and using contractors. 

    Related: Need to upskill your team? Hired partners with several organizations to provide skills training, including our sister company, General Assembly. 

    How has Hired supported your hiring strategy?

    Hired has provided a curated pool of top tech talent. It has helped accelerate the hiring pipeline, enhance our employer brand, and attract specialized talent to contribute to building a high-performing tech team. 

    Related: See how Hired has helped customers of all sizes achieve success

    Check out all the featured tech employers in the series so far: 

    Firstup Puts People First to Help Companies Speed Up

    One Medical Focuses on Authenticity in the Candidate Experience

    Veho’s Multi-Faceted and Candidate-Centric Interview Process for Better Alignment

    Cisco Turns Talent Acquisition Professionals into Talent Advisors More

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    Help Change the World by Interning at Arup

    If you have not heard of Arup, you have likely seen their firm’s work firsthand without realizing it. As a global collective of designers, consultants, and experts dedicated to sustainable development, they use technology, imagination, and rigour to shape a better world. The firm has a 75-year history of commitment in producing meaningful and socially useful work.

    Working for Global Impact

    Sustainable development encompasses a variety of aspects, including regeneration, biodiversity, conservation of resources, stable economic growth, and social value. Arup has a collaborative approach where architects, engineers, and consultants come together to work towards the shared goal of shaping a better world.

    In line with Arup’s purpose, they work to provide a greater impact on the world around them. Arup has committed to achieving net zero emissions across their entire operation by 2030, covering everything from the energy used in offices to goods and services purchased. From 2019 to 2022, Arup reduced their carbon footprint by 14% to help them get closer to their goal of net zero.

    As a global organization, Arup’s members work across a myriad of departments, which they internally call “disciplines.” These disciplines range from engineering departments – such as Civil Engineering, Electrical Engineering, Mechanical Engineering, and Structural Engineering – to more specialized groups such as Sustainability, Acoustics, Energy, and more. Additionally, Arup has a business services team that includes roles within Marketing and Communications, Finance, Human Resources, Legal, and more.

    Launching Early Careers

    No matter what career path you’re pursuing, there are countless opportunities to explore at Arup. Their firm provides exposure to various disciplines throughout the internship, which helps to foster curiosity and awareness of the types of career path available to them. As an employer of choice, Arup serves as a launching pad for passionate young professionals who are looking to start their careers with meaningful work.

    For those looking to start their careers or gain knowledge as they pursue their early careers, Arup’s internship program offers an impactful experience. The acclaimed summer program offers a paid, 10-week internship for full-time undergraduate and graduate students.

    The internship program is divided into three categories in a 70/20/10 framework:

    70% real work experience

    20% internship program events

    10% for ongoing learning opportunities

    Providing Meaningful Work Experience

    Much of the time, about 70%, is spent working alongside professionals and contributing to the success of real-life projects. The internship program equips interns with hands-on experience across disciplines working on active engineering, design, and consulting projects.

    For more information about the Delta Sky Way at LAX project, see here.

    During the internship, interns are immersed in project site visits, team meetings, company meetings, and client meetings. Additionally, interns regularly engage with leadership and develop relationships with colleagues through project meetings and attending social events. The program offers a diverse experience and positions students for success within their desired career path.

    Fostering Relationships and Networking Opportunities

    During the internship, 20% of the time is spent engaging in internship program events such as regional events, local events, and a project review assignment. Regional events allow interns to engage with peers across 16 offices, attending workshops about sustainability, Employee Resource Groups, leadership, and other topical events.

    The local events foster intentional networking opportunities through site visits, connecting with office leadership, and a graduate panel discussion. These events also provide opportunities for interns to meet and engage with colleagues across disciplines at Arup, helping to expand their knowledge about the firm. Additionally, some of the events offer insights from members early in their career to interns about to start their career.

    The project review assignment groups interns into multidisciplinary teams where they work together across different office locations. Interns are tasked with completing a knowledge review and creating a value story on a recently completed Arup project, allowing interns to explore how a project was delivered with quality. The final outcome is a presentation that interns give to their teams, peers, and leadership, which provides them with meaningful exposure to the organization.

    Offering Continued Education and Development

    Finally, the last 10% of the internship is set aside for ongoing education and professional development opportunities. Interns are encouraged to spend time pursuing additional trainings to advance their skills and knowledge, which highlights how Arup invests in early career talent.

    The hiring managers identify a mentor, or what Arup calls a “buddy,” that will be partnered with interns. The objective of this mentor system is to assist interns in acclimating to their new environment, learning about the organization, and integrating into the culture and work at Arup.

    A Thriving Company Culture

    Arup deeply cares about its culture and how it represents the mission and vision of the organization. In addition to their values, Arup strives to champion Diversity, Equality, and Inclusion (DEI), and engages with communities across the globe. The firm values how the best creative work draws from a range of human experiences, viewpoints, and ideas. Arup is committed to DEI and its efforts shape the firm’s work and culture.

    Interns shared how they were able to get involved in Employee Resource Groups and support work that aligned with their own long-term goals. From exposure to the diverse leadership at Arup to networking with other offices, interns are integrated into the life and culture of the organization. They also spoke about opportunities of attending conferences or other events to support their own professional development and expand their interests outside of project work.

    Wondering what a typical day-to-day looked like for Arup interns? For more insight, watch the below videos to see what it was like to intern at Arup from 3 Arup interns at the Houston, TX office, New York City office, and Boston office!

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    Timothy Dang’s day in the life as a Mechanical Engineering intern at the Houston, TX Office

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    Sarah Cole’s day in the life as a Software Development rotational intern visiting the New York City office

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    Kelly Perymon’s day in the life as a Sustainability intern at the Boston, MA office

    Pipeline for Future Job Opportunities

    It’s no secret that Arup’s internship program provides a funnel of potential candidates. At the end of the internship, interns are evaluated and considered for full-time or return internship opportunities.

    Arup employs individuals from all different degrees and backgrounds. They assess candidates holistically and place a focus on their technical skills and experience that align with the position. They look for innovative thinkers with a passion and drive to join an extraordinary collective and create a future with purpose.

    Internship Application Process

    For those interested in applying for an internship with Arup, you must submit an application. After passing the resume review, candidates will be shortlisted and invited to complete the pre-screen step and assessment. After passing the pre-screen, candidates will be set up for a video interview with the hiring manager for the role.

    Arup looks for students who are passionate about their field of study, curious about the professional world, and eager to shape a better world through sustainable development. It is important for candidates to be self-motivated, have strong communication skills, and be willing to be part of a community.

    For more information about the internship program and the application process, check out Arup’s page on WayUp here. More

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    in Employer

    How to Address Hiring Tension After Public Layoffs

    Over 1,000 tech companies cut upward of 260,000 jobs in 2023 alone. Thousands of layoffs in the past few years have meant companies faced uphill battles with public and candidate perception. This is especially true for the layoffs that were handled poorly. 

    Employees today want companies that bring more than just job satisfaction through pay. Candidates seek value-driven companies that affirm their values. According to Gartner, 82% of employees surveyed say it’s important for their company to view them as a person – not just a worker. However, only 45% of employees believe their organization actually sees them as such. 

    Especially during layoffs, companies need to uphold their values and be empathetic to what employees are experiencing. Data shows that transparency during layoffs builds trust. A PwC survey found that 58% of employees say encouraging managers to increase communications with remaining team members fosters trust during reorganization. 

    Related: Why You Should be Recruiting Laid Off Talent (+ 3 Key Strategies) 

    The key to creating trust and building a positive image of the company is employer branding. According to a recent Hired survey, 41% of employers plan on increasing employer branding in their 2024 hiring strategy.

    Employer branding helps talent pros attract and retain top. A positive and well-defined employer brand enhances reputation, boosts employee engagement, and leads to higher productivity and lower turnover rates. Strong employer branding becomes more important than ever when companies implement layoffs. 

    Hired predicts TA will feel the heat as companies that handled layoffs poorly struggle with recruiting and feel tension with managers over the cost of vacancy.

    “Companies that were quick to downsize are beginning to realize the negative ramifications, as evidenced by recent headlines about hiring boomerangs. Organizations that laid off staff empathetically, offered severance packages, and helped workers land on their feet will have an easier time hiring and winning back talent, compared to those that face reputational issues.” Samantha Friedman, Hired SVP People Strategy.

    Biggest change to hiring strategies for 2024? Surveyed employers say it’s a greater emphasis on employer branding. When asked if their company’s growth has been hurt more by layoffs than the economy, 41% of employers said yes, while respondents at medium-sized companies (300-9999 employees) were most likely to agree.

    If their company experienced layoffs and made headlines in the news or chatter on social media for poor execution, companies will need to repair the damage through employer branding. If response rates or acceptance rates were low before, imagine what they’re like after negative publicity from a poorly executed reduction in force.

    Efforts to repair reputations and employer brands will be especially valuable to technical sourcers, recruiters, and TA teams, who are on the front lines and often the first point of contact with a candidate.

    Hired’s CEO on companies mishandling layoffs

    In a recent Talk Talent to Me episode, Hired CEO Josh Brenner discussed layoffs and how companies choosing to handle them would affect their success in rehiring. 

    A Hired survey revealed 68% of tech employers would feel confident rehiring employees they laid off. However, only 15% of unemployed workers would definitely accept a job from an employer who laid them off. 

    Reflecting on these stats, Josh explained, “One of the key pieces of that connection talent has to companies when looking at the values is trust. They want to feel like they can trust their employer… The companies that handled those layoffs poorly will have a very small chance of getting any of those employees back. They have their challenge cut out for them. Not only are they not going to be able to get the boomerang employees back, but they really need to focus on their recruiting efforts. 

    Those companies now have employer branding issues. People talk, use social media, and check company review sites like Glassdoor and Blind. Talent teams now have a hard job within those companies to rebuild trust with jobseekers.” 

    What can companies do to address that? Josh suggests they be transparent in the recruiting process. They should share why things happened the way they did, what they learned, and how they will adhere to their values going forward.

    Related: Transparency is one of Hired’s vision values, so each year Hired recognizes companies who demonstrate it (and equity and efficiency) in their hiring processes and activity. Check out the 2023 List of Top Employers Winning Tech Talent.

    How companies are strengthening employer branding

    Whether companies are rehiring post-reorganization or looking to build general brand awareness, investing in employer branding is a strategic move. Bark, Chase, and Wayfair turned to Hired as a solution to strengthen their brands in tech and increase awareness among highly qualified software engineering talent. 

    Bark wanted greater brand recognition among experienced Front-end, Back-end, and Full Stack Engineers. Hired Events hosted a virtual candidate event (VCE) for Bark featuring their CEO, Tech Leadership, and Talent team sharing how they navigated through adverse times and exceeded business goals.

    Offering the opportunity to directly connect with the tech team and showcase the company’s ability to adapt and excel through diversity boosted Bark’s appeal to engineers. Nearly 90% of attendees opted in to learn more about life at Bark!

    See how Hired helped Chase and Wayfair through similar Virtual Candidate Events hosted by Hired.

    The cost of vacancy as a key concern

    As companies struggle with rehiring after layoffs, we found that 63% of employers say the cost of vacancy (CoV) is a key cause of concern. 

    Our survey also revealed that 70% of mid-market or scale-ups (vs 61% SMBs, 58% ENTs) expressed this concern. Data also showed that 76% of hiring managers have this concern as CoV affects their teams and project deadlines the most. This is compared to 63% of executives and 49% of TA/recruiters.

    What is the cost of vacancy?

    The cost of vacancy is a figure expressing the dollars lost due to leaving a job position unfilled. The costs may be hidden in inefficiency, training hours, knowledge loss, and further attrition from team members taking on more work. Especially concerning is the lost opportunity for research and development along with potentially hindering the ability to capture growth or market share.

    Related: Less Competition, More Talent: Here’s How to Recruit in an Economic Downturn 

    In the longer-term view, an open position may lead to:

    loss of productivity and revenue,

    the slowdown of goals and projects’ roadmaps,

    the negative impact on deadlines and employee morale,

    retention issues, and

    even a loss of market share.

    The ripple effect of vacancies is damaging to business. Here’s what organizations can do to calculate the costs of vacancy reboot hiring.

    Related: Restart Recruitment Guide: How To Reboot Tech Hiring Post-Freeze  More