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

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      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

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      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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      AutoFi Showcases Culture & Employee Development to Strengthen Employer Branding

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

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      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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      How to Address Hiring Tension After Public Layoffs

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      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

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      How To Beat Burnout For Managers: 3 Habits For Stress Relief

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      Are you feeling overwhelmed as a manager? Studies show that managers face a higher risk of burnout compared to individual contributors and executives. Managing stress is crucial for your well-being and effectiveness in leading your team. Here are three simple habits to help you navigate the pressures of your role and maintain balance:

      1. Strategic planning for productivity

      Efficiency is key to reducing stress and boosting productivity. Plan your week meticulously to make the most of your time. Start by listing your tasks for the week or day, and delegate as much as possible. Hold yourself accountable for delegation by involving your direct reports.

      Organize your day like a marathon, scheduling activities in intervals to optimize your energy. Consider tackling routine tasks like emails in the morning, reserving afternoons for more creative or strategic work. Alternatively, prioritize tasks based on importance to feel empowered and productive throughout the day.

      2. Could this meeting have been an email? Or Slack? Or asynchronous doc?

      Unnecessary meetings can drain your time and energy, especially during busy periods. Politely decline meetings that aren’t essential to your role, or delegate attendance to team members when appropriate. Consider HBR’s guidelines for determining whether a meeting is necessary or if alternative communication methods can suffice.

      Schedule meetings in blocks to minimize context-switching between tasks. Designate a “no meetings day” each week on your calendar to focus on deep work without interruptions.

      For those meetings you need, set conditions to make them as productive as possible. Require an agenda or a comparable document. Task someone as a “scribe” to take notes and identify action items or next steps. If someone asks for a meeting with you, ask that they provide an agenda and/or any prep materials ahead of time. Choose what that needs to be. Is the morning of the meeting sufficient? Or to prepare do you need it three business days prior to the meeting?

      3. Prioritize self-care

      Caregivers are frequently told they need to put themselves first. This is hard to hear for those caring for others due to employment or necessity. The reality is, that it’s hard to give when your “cup” is empty. It’s like the instruction given at the start of a flight – put your own oxygen mask on first so that you may help others.

      Investing in your well-being is crucial for managing stress effectively. Make time for nutritious meals, quality sleep, and regular exercise, as these activities directly impact your performance and resilience.

      Consistent exercise boosts stamina and mental clarity while reducing stress and negative emotions. A balanced diet is essential for optimal brain function, with foods like berries, walnuts, and spinach enhancing cognitive abilities.

      Do you ever feel sluggish after working through lunch and think you need more coffee? Bad move. Coffee is fine in moderation, but the caffeine gives it diuretic effects, contributing to dehydration. Soft drinks? The sodium and sugar in them add to the issue. Also, did you know that being dehydrated by as little as two percent impairs your ability to perform tasks needing attention, psychomotor, and immediate memory skills? You don’t need a Stanley tumbler, per se, but try to keep some water close by.

      Remember, while pressure is inevitable in any role, it’s essential to recognize the signs of burnout and prioritize self-care. By implementing these daily habits, you can better manage stress, maintain productivity, and lead your team effectively.

      Are you questioning whether you’re a good fit as a manager?

      Sometimes businesses or individuals make the mistake of taking someone away from something they’re great at (and happy doing) and promoting them into management. Sometimes they forget that, for example, a top salesperson isn’t automatically a top sales manager. Managers are tasked with all sorts of responsibilities. Some may be new and in which they need training. Some may be so outside their comfort zone it grinds them down into burnout.

      If you’ve ever wondered which path to follow, read this interview with Hired Engineering Manager Prakash Patel (or watch the video) exploring Engineering Manager or IC? Which Tech Career is Best for Me?

      If your burnout is due to hiring, we can help!

      At Hired, we know engineering managers would rather be working on projects than thinking about recruiting or hiring, but we make it easy to find the right person for your team. We offer solutions for hiring managers including an easy-to-use platform, a tech skills assessment product, and technical sourcing services. These services are available short or long-term and handle tasks including sourcing, screening, shortlisting, and more.

      Request a demo to see how our products and services can help you focus on your primary goal.

      This blog was originally written by Whitney Ricketts in 2016, and updated by the Hired Content Team in February 2024. More

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      Cisco Turns Talent Acquisition Professionals into Talent Advisors

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      Fourth 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, 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 Cisco, an enterprise facilitating connections through innovative software-defined networking, cloud, and security solutions. Cisco ranked 7th overall, among large enterprises, thanks to scores placing them 6th in Equity, 8th in Efficiency, and 10th in Transparency categories. 

      Mian Fouché, Director, Join & Connect (People, Policy, & Purpose), shares the power of transforming Talent Acquisition (TA) pros into talent advisors who act as strategic business partners and enhance the hiring process. 

      Tell us about Cisco

      Cisco enables people to make powerful connections. Our hardware, software, and service offerings are used to create the Internet solutions that make networks possible — providing easy access to information anywhere, at any time. 

      We know that powering an inclusive future starts with us. Because without diversity and a dedication to equality, there is no moving forward. Our 30 Inclusive Communities, which unite people around commonalities or passions, lead the way.

      Together, we’re committed to learning, listening, and caring for our communities while supporting the most vulnerable with a collective effort to make this world a better place either with technology or through our actions.  In 2023, we surpassed our goal to positively impact 1 billion people, more than one-eighth of the world’s population through our social impact grants and signature programs outlined in our Purpose Report.

      Cisco didn’t just build the Internet. We keep building it. And while our technology helps connect the unconnected, that’s not where our edge comes from. It comes from our people—unique, innovative, and diverse. #WeAreCisco

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

      Within our security teams, we implemented a structured interview process. We continue to iterate on it based both on feedback from candidates and hiring leaders. The idea is to create a more condensed and intentional process for mutual exploration of role fit between the candidate and the hiring team. 

      This not only improves efficiency but leaves room for all parties to get a clear understanding of the role in question and team alignment. We want candidates to complete the process with an understanding of how the position fits into our long-term strategy, and whether this aligns with their ultimate career aspirations. 

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

      Cisco maintains the WeAreCisco blog where candidates can discover our values and read about real-life experiences from our employees. Cisco’s team of talent advisors and business leaders are also encouraged to maintain a strong presence on LinkedIn and other social media platforms to tell their stories. 

      We want people to have the opportunity to understand a day in the life of a ‘Cisconian.’ This allows them to understand if our values align with their needs. For instance, Cisco provides employees with generous volunteer time off so employees can focus on the causes that matter most to them. 

      Since the Great Resignation, there’s been a shift in priorities for many, if not most, professionals in tech and other fields. Candidates tell us health, wellness, and work-life balance matter to them. 

      By creating the space for our employees to tell their stories, we hope to provide a behind-the-curtain look at our employee experience. We understand candidate experience doesn’t end with the conclusion of the interview, but spans into what we would hope to be a long and prosperous career with the organization. 

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

      Here at Cisco, we encourage our talent acquisition professionals to think and act as talent advisors, not only to candidates but also to hiring leaders. We understand that hiring the best people starts with strong collaboration within the organization, and is a team sport. 

      We strive to constantly upskill our talent advisors to enhance their competencies in business acumen, operational excellence, and data literacy. That way, they’re able to act as strategic partners to the business as opposed to simply operating as a transactional support function. 

      This drives alignment and partnerships, resulting in an expedited hiring process for the candidate. It also equips the talent advisor with information and details to help candidates come prepared when they meet with our hiring teams.

      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? 

      Over the last few years, we’ve observed a directional shift from education-based hiring to a more skills-based approach. As this continues to evolve, we anticipate the necessity to adjust the way we evaluate talent. 

      This is especially true with the rise in emerging technologies like artificial intelligence and machine learning, and a global focus on improving cybersecurity tooling, with a lot of uncharted territory to traverse. 

      I foresee this will necessitate that we look at various avenues to address skill shortages in these areas via mechanisms like upskilling and reskilling existing talent with adjacent skill sets.

      Related: Hired partners with several organizations offering upskilling and other intensive training programs. See the directory of partners.

      How has Hired supported your hiring strategy?

      Our partnership with Hired has been invaluable as we strive to build a world-class, technical organization when we have critical needs that require expedited hiring. Hired has a slate of thoroughly vetted candidates who are ready to go to market. 

      In providing data and insights on market availability by skills, experience, and geography, Hired has allowed us to influence business decisions based on what the market can provide at any given point in time. They’ve also been able to provide us with exploratory services to determine how we can best leverage the platform for different skills and in various locations. 

      With fast and effective training for new users of their highly intuitive and user-friendly platform, and monthly reporting on usage and effectiveness, we can use tangible data to maximize the return on investment we garner from our partnership with them. Offering extreme flexibility on license assignments as our needs and resourcing evolve, their agility is a tremendous asset in the ever-changing tech landscape. 

      Finally, the ability to partner with hiring leaders directly on the Hired platform drives efficiency, strengthens our relationships and partnerships with our business leaders, and inspires mutual accountability, for an optimized hiring process.

      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 More

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      in Employer

      From Data to Success: Experian’s ROI Journey with the Employer Brand Index

      by

      At Link Humans, we’re always eager to delve into anything data-related. In this context, we had the privilege of chatting with Doug Kelsall, Global Recruitment Marketer and Branding Director at Experian, about the pivotal role the Employer Brand Index (EBI) plays in helping them gauge Return on Investment (ROI).
      In this edition of the Employer Branding Podcast, Kelsall sheds light on why Experian’s Employee Value Proposition (EVP) activation is an ongoing project and how the EBI serves as the cornerstone for their ROI assessment.
      EVP Tailored for Employee Engagement
      As the world’s foremost global information services company, Experian navigates diverse markets. It is known as a B2C entity in North America for consumer credit reporting and a B2B specialist in data analytics across Asia. The challenge lies in crafting an EVP that bridges these disparate perceptions while positioning Experian as an attractive destination for top tech talent.
      Kelsall emphasizes, “Our employer brand is designed to carry the load in talent attraction and brand awareness,” focusing on real employee stories and moments. Their EVP concentrates on employee engagement and the values crucial to their workforce.
      Evolving EVP Activation
      Experian’s EVP centers around four pillars: People first, Force for good, Innovate, and Together we win. Kelsall identifies “People first” and “Force for good” as the most popular among employees, reflecting the company’s genuine commitment to culture. He highlights the latter, “Force for good,” as a testament to Experian’s impactful work driving financial inclusion.
      Mapping the EVP across 16 employee lifecycle stages, from attraction to development, poses a substantial challenge. EVP activation is an ongoing process of refinement, aligning various materials, such as job postings and training materials, to ensure consistency.
      ROI Measurement through the EBI
      The tangible results are evident, with Experian reporting a record number of applications last year. Now, the focus is on elevating candidate quality and passive talent attraction. Kelsall relies on various accreditations and awards, including Fortune’s “100 Best Companies to Work For” and the CCLA Corporate Mental Health Benchmark. Additionally, Experian turns to Link Humans’ Employer Brand Index, a data-driven external evaluation, to measure success and prove the ROI on employer brand.
      These metrics form the foundation of a comprehensive monthly employer branding newsletter, reaching all of HR and beyond. Experian’s CEO has discussed their successful Glassdoor strategy with investors, indicating the increasing importance of employer brand in the company’s future.
      Insights and Tips from Kelsall
      For a deeper dive into Experian’s employer brand strategy, listeners are encouraged to explore the podcast. Kelsall offers valuable advice for employer brand professionals, emphasizing the power of collaboration and diversity within the team. He underscores the importance of consistency, stating that it outperforms sporadic moments of brilliance. Maintaining a candidate-centric approach consistently across platforms is key to success.

      Given the awards and metrics, it’s evident that Experian is making significant strides in the realm of employer branding. For those interested in Doug Kelsall’s work, connecting with him on LinkedIn is recommended. To measure your employer brand’s effectiveness, the Employer Brand Index, with its 16 key attributes, provides valuable insights for industry comparison.
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