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      in Talent Acquisition

      Interviewing for an Engineering Manager Role? 15 Questions You Should be Prepared to Answer

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      We break engineering manager interview questions down to work history, the open role, and behavioral situations.

      Congratulations! You have an interview to become an engineering manager. That’s great news. There’s just one problem – interviewing to become an engineering manager is probably going to be quite a bit different from your previous interviews.

      Here are 15 common engineering manager interview questions every candidate should prepare for. If you thoughtfully consider them and have good answers for each, you’ll be well on your way to nailing the interview.

      Related: Interviewing with the CTO? 3 Strategies to Help Prepare

      Basic work history questions

      These questions are among the most basic, but can still be very hard to answer if you’re not prepared for them. Be sure to know your resume and cover letter inside and out. I find it helps to think of your career as a series of short “stories.”

      In addition, this is a golden opportunity to really put your best foot forward. Take control of the interview, delving into what you think is most relevant to the job. Take this opportunity to connect them to your strengths.

      If you think of your interview as a movie, this is the trailer meant to get people excited about going to see the movie.

      Example questions for Engineering Manager Roles on work history:

      Tell us about yourself

      What was your role with your previous employer?

      Why did you leave your last role?

      How many direct reports have you managed in the past?

      What’s the largest budget you’ve ever managed?

      Questions about the open role

      These questions probe how interested you are in the role and how hard you worked to learn more about it. It’s also an indirect gauge of how your previous experience has helped you to understand what the role requires. If you’re able to glean interesting insights from the job posting that others can’t, interviewers will notice that.

      When I interview someone for a position, I want to know how invested they are in getting the job. I want someone who’s eager. A good way to parse that out is to determine whether they’ve done their homework or not, and it’s these kinds of questions that I use to determine just that.

      Example questions for Engineering Manager candidates on the open role:

      What can you tell us about the role you’re applying for?

      Which aspects of the role do you anticipate are the most challenging?

      What can you tell us about this company?

      How do you think your skills match our needs?

      Behavioral questions

      Behavioral questions are very common for engineering management interviews. These questions demand that you be quick on your feet. Again, it’s important to remember your stories and to be able to draw from them to apply them to the question at hand.

      If you know your stories, you likely don’t need to imagine what you would do in a given situation, you can discuss what you really did do and how you might do things differently in the future given what you’ve learned from your experience.

      One useful framework that I’ve learned for answering questions like these is called STAR:

      Situation

      Task

      Action

      Result

      When answering behavioral questions, try hard to:

      Cover what exactly happened (Situation),

      What you had to do in that situation (Task),

      What you did as an individual (Action), and

      How things played out as a result (Result).

      Related: What is the Star Method and How to Incorporate it into Interviews

      With this approach, you clearly define what happened and how you personally contributed to its resolution.

      Example behavioral questions for Engineering Manager candidates:

      Tell us about a time you made a mistake. What happened and what did you learn from it?

      Share an example of when you faced a conflict.

      Tell us about a time when you faced an ethical dilemma.

      How did you handle it when a project was coming down to the wire – what did you do?

      Related: 30 Behavioral Interview Questions You Should Be Ready to Answer.

      Closing questions for Engineering Manager candidates

      When going into an interview, it’s important to consider what you want to learn from the employer and the things you want them to learn about you.

      In the past, I’ve gone as far as bringing lists of things to learn and communicate into an interview and crossing things off as they were discussed. This is important because in the end, you’ll get a critical opportunity to deal with any items you haven’t yet crossed off.

      Is there anything else you would like us to know about you?

      Do you have any questions for us?

      It’s likely that the engineering manager interview questions you face will be different from anything else you’ve experienced before. If you go into your interview prepared to answer these questions, you’ll be well on your way to taking the next big step in your career.

      Finally, before starting salary negotiations in an engineering manager interview, be sure to check out:

      Originally written by Patrick Sweet in April 2019. Update by the Hired Content team in October 2023. More

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      in Talent Acquisition

      Want to Ace Behavioral Interviews? A Guide to Prep Jobseekers

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      No matter the role you’re interviewing for, companies want to know that you’re curious, hard-working, and most importantly, a good fit for their team. The behavioral interview is a way to gauge if your past experiences, current interests, and future goals align with the company’s needs. 

      Hired and SheCanCode are here to help you build confidence in this part of the process with our new guide. 

      What is a behavioral interview?

      Behavioral interviews specifically evaluate a candidate’s past behavior to predict their future performance in the prospective role. 

      Expect questions like, “Can you tell me about a time when you faced a conflict while working on a team?” or “Describe a situation when you had to use your leadership skills to resolve an issue.” 

      Get more insights into the kinds of questions to expect in the eBook and this blog.

      Situational versus behavioral interviews 

      Unlike traditional interviews, which focus on hypothetical scenarios or inquiries about qualifications and skills, behavioral interviews dig deep into your past experiences. 

      In a situational interview, you might be asked, “What would you do if you were given a project with a tight deadline and limited resources?” The goal is to understand how you would handle potential scenarios in the future, rather than analyzing how you’ve handled situations in the past.

      Why behavioral interviews matter

      The primary purpose of a behavioral interview is to assess whether you have the capabilities to excel in the role. These types of interviews are based on the premise that past behavior is the best predictor of future behavior.

      By analyzing your responses, interviewers identify patterns, understand how you approach problems, deal with challenges, or collaborate with teams. They’re not looking for the “correct” answer. Instead, they want to understand how you think, operate, and react in various scenarios.

      Behavioral interviews help employers get to know who’s behind the resume and uncover the skills they know the job requires. They capture insight into your problem-solving skills, adaptability, communication abilities, leadership qualities, and other key characteristics. 

      While your technical skills and qualifications might get your foot in the door, your behavioral competencies often determine whether you’ll fit into the company’s culture and perform well in your role. 

      Behavioral interviews and the hiring process

      Behavioral interviews typically happen during the later stages of the hiring process, often during the second or third round of interviews. Typically, a hiring manager or someone who has a deep understanding of the role and its requirements conducts behavioral interviews in those stages.

      However, the timing of the interviews varies depending on the company and the specific job role. Some organizations may have a behavioral interview right off the bat. In this case, you’d likely be interviewed by the recruiter. 

      Whomever your interviewer may be, they’re seeking a well-rounded perspective on your behavioral traits and potential fit in the company.

      But don’t get too nervous – Hired and SheCanCode are equipping you with everything you need to ace your next behavioral interview!  More

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      in Talent Acquisition

      Concerned about Employee Monitoring Software? How to Ask about It in a Job Interview

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      In today’s digital work-from-home world, as many as 60% of companies with remote employees use employee monitoring software to track employees’ activities during work hours. While this may be insightful for the company, it also raises concerns for jobseekers who value their privacy and autonomy. 

      If you’re a jobseeker who wants to know more about employee monitoring software before accepting a job offer, keep reading for tips on how to ask about it during an interview.

      What is employee monitoring software? 

      Employee monitoring software (EMS) is software used to keep track of when and how employees work. It essentially monitors productivity and collects data through employees’ tech devices. From supervising performance to intercepting illegal activities, employers use EMS for a number of reasons.

      The software may track:

      Time 

      Activity

      Project management 

      Email 

      Generally, if you’re on the clock, an employer has full discretion to make the rules. Employers do need to inform employees they maintain the right to monitor behavior. But they don’t need to be specific about the info they are obtaining or what they are using to get it.  

      And in case you were wondering: yes, employee monitoring software is legal. An employer using it might even notify employees and get their consent. 

      New data regulation laws

      In July 2023, New York City will release a new AI law requiring employers to inform candidates of any personal data collected during hiring and promotions. Oher locations inlcuding California, Washington DC, and Vermont are in the process of enacting similar AI-related laws. 

      New York’s AI law has received some mixed feedback from public advocates. Even tech leaders such as Google’s Sundar Pichai and Microsoft’s Brad Smith are calling for more oversight into AI algorithms at the national level. The Equal Employment Opportunity Commission also recently warned employers that they’re responsible for any AI-generated discrimination. 

      So, what are some graceful ways during the interview process to go about discovering if a company uses employee monitoring software? 

      1. Research the company’s policy beforehand

      Before going into the interview, do some research on the company’s policy on employee monitoring software. Check the company’s website or LinkedIn page for any information on their policy. You can also reach out to current or former employees of the company to get an idea of how the company uses monitoring software. In this instance, Glassdoor or Blind might provide relevant information.

      2. Ask about the company’s policy during the interview

      We wouldn’t recommend asking this immediately, of course. Determine how critical an issue this is for you and gauge the pros and cons along with the rapport you’ve created with the interviewer. 

      If you feel it’s necessary to your feelings about the role, you could ask the interviewer about the company’s policy on employee monitoring software. You can phrase your question as follows: “Can you tell me more about the company’s policy on employee monitoring software? How does the company use it, and what kind of data does it collect?”

      Tone is important here. Be curious, and upbeat, to keep the conversation friendly but professional. 

      3. Ask about the reasons behind using the software

      It’s important to understand why the company is using employee monitoring software. Ask the interviewer why the company feels the need to use it and what benefits it provides. You can also ask about any specific incidents that led the company to start using the software.

      4. Ask about how the software is used and who has access to the data

      It’s important to know how the software is used and who has access to the data it collects. Ask the interviewer about how the software is used on a day-to-day basis and who has access to the data it collects. You can also ask about the security measures the company has in place to protect the data.

      5. Express your concerns and ask for clarification

      If you have any concerns about the company’s policy on employee monitoring software, express them to the interviewer and ask for clarification. For example, if you’re concerned about your privacy, ask about how the company protects your personal data. 

      If you’re concerned about being micromanaged, ask about how the company balances monitoring with trust. 

      For example, you might say: “Trust is a key value for me. How do you demonstrate trust with employees? Does the company have specific rules around being online at certain times or not using company property for private emails outside of work hours?”

      How can I protect my privacy? 

      Keep your work life and personal life separate. Assume what you do with company property is not private. This includes devices and programs (email, Slack, Zoom, etc.) you use through work.  

      When is the most appropriate time to ask?

      The simple answer is: the sooner the better. If EM software is a dealbreaker for you, don’t let time pass in the process without inquiring.

      Is a company using employee monitoring software right for me?

      Based on the information you get from any questions asked in an interview, how does that company compare to others? Determine what it is you’re looking for in the answers to understand if the company and role are right for you. 

      Concerned about employee monitoring software? Be proactive.

      As we continue to navigate an increasingly digital landscape, it’s important for both employers and employees to understand the nuances and implications of technology like employee monitoring software. Consider your own comfort and needs as a jobseeker regarding privacy and autonomy at work. Be proactive and ask questions if you have concerns. 

      If you’re a jobeeker on Hired, the Candidate Experience Team is there to help you throughout your search. The team is available to coach jobseekers through the hiring process and even support them if the need to ask tough or awkward questions arises.  More

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      How to Manage Inbound Applications & Rethink Talent Sourcing Analytics: Tips for Recruiters

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      Experiencing an overwhelming volume of inbound applications? In a new episode of Talk Talent to Me, LTK’s Global Head of Talent and People Analytics Shally Steckerl shares the importance of balancing application friction and how to optimize the applications coming in (especially when it’s become so easy to apply). 

      With Shally’s insights, let’s explore how to think about talent sourcing analytics in a new way and manage a flood of applications. 

      Handling too many inbound applications

      Shally has noticed a recent increase in candidate volume on LinkedIn. Reflecting on this, he says:

      “It’s more people clicking on jobs. But compared to the per capita click per job per person, it’s gone down. It used to be that a hundred people would be looking for jobs and fifty of them would be clicking on jobs a day. Now, it’s ten thousand people looking for jobs, [and] more like a thousand people clicking them. 

      There’s more indiscriminate clicking. We get the same person applying for dozens of jobs and [LinkedIn’s] Easy Apply doesn’t seem to really be a good idea anymore because we have too many applicants too quickly.” 

      Tools like this enable low-intent candidates and result in a “fire hose of candidates,” which usually means fewer fits for a role but more work for the recruiter. Seeing how much time and money this wastes, Shally encourages talent professionals to shift to a big-picture view. 

      Related: Connect with a curated pool of highly qualified tech candidates on Hired.

      Evaluate your hiring tools

      Shally points out teams may be spending a lot of money on a tool “where only a quarter of one percent of the people is getting hired.” Can you relate?

      Related: How to Secure Approval for New Tech Tools (Free Template)

      “There are other tools where I’m spending less and getting more hires per capita. I need to think about that and try to improve the conversion of quality from LinkedIn by essentially decreasing the volume.

      All the different aspects of recruiting start to come under the microscope and into question. Are they a good return on investment? As a recruiter, you want all the money to spend on all the tools because you don’t know what’s going to work. But when it’s your budget, you really start to look at what you’re spending your money on in a different way.”

      Related: Get Internal Approval for Recruiting Tools: A Step-by-Step Playbook

      4 Ways to better balance the hiring process

      Over the last few years, there’s been a lot of talk about how important it is to reduce friction in the application process. That might include:

      Removing the cover letter 

      Not asking applicants for information already on their resume

      Making the job application process mobile-friendly

      But then the floodgates open.

      Shally believes there needs to be a balance when it comes to reducing friction. “You want to reduce friction so you’re not making it inordinately awkward and difficult to apply. [At the same time,] you don’t want to reduce friction to the point where people can indiscriminately apply.”

      So what can you do to achieve a balance? He suggests the following strategies.

      1. Advertise jobs more selectively

      “You could use, for example, programmatic advertising. This would spend your advertising dollars on destinations producing the outcome you want. Rather than looking for the outcome to be an indiscriminate number of applications, now we need to measure the source based on the percentage of interviews it generates.

      Let’s say Source A has a hundred applicants but produced five interviews. Source B has ten applicants but also produced five interviews. Source B is producing higher quality per capita so I need to look at that.”

      2. Prioritize outcomes over activity

      “Activity refers to clicks and applies, which are really not relevant anymore. The outcome would be an interview or other results downstream. At the very least, you should be looking at which ones are making it to the interview because that’s a good indicator.” 

      More on this later… 

      3. Improve job description readability

      A few tips to keep in mind:

      Make job descriptions more gender-neutral. 

      Make job descriptions interesting and appealing. 

      Structure the order of information and how much information is present. 

      Make job descriptions shorter (without removing the interesting parts).

      Keep your company brand, mission, and vision apparent without excess text and long lists of bullet points.

      Shally says you might say, “‘If you’re interested in this kind of job, you landed in the right place.’ or ‘This is the kind of job for people like this. If this is you or you are someone who does this, then this is the job.’ 

      Then you have a little bit about what’s exciting about a job, the requirements to qualify the candidates, and the nice parts. Somebody will read that and know they’re in the right place and check those boxes. All the details need to be succinctly visible on the page.” 

      You’ll also have people looking at the job and realizing it’s not a fit for them. They might actually opt out after looking at the minimum qualifications or because they don’t align with the mission. This provides an effective filter to reach the right people. 

      4. Enhance employer brand

      It’s also possible you have a high volume of applicants because people are just looking at the job and have no idea what your company does. Address this by creating an employer branding campaign to make more people aware of what your company does. 

      “That way, they don’t have to determine that from the job posting itself. Candidates instead focus on reading the job requirements to see if they’re a fit.”

      Related: 8 Ways to Hire Faster & Build a Better Employer Brand

      Rethink your hiring metrics

      In this episode, Shally emphasizes a focus on the quality of a hire over the activity numbers game. When evaluating the best sources, he likes to compare which source led to the most amount of interviews. 

      So, why the interview? Why not go further back or ahead? 

      Once you get a candidate and a hiring manager to agree to meet with each other (whether they actually do or not), consider it a win. This is still a positive indicator of quality according to Shally. Where things tend to no longer depend on a recruiter’s ability to attract people is beyond the interview. 

      “Before the interview, we can’t measure quality because all we know is they applied – unless you want to look at every resume.

      Anything beyond the interview is out of the control of the recruiter because the hiring manager is the one conducting the interviews to determine the actual hiring of a candidate.” 

      Let’s consider the end of the funnel – the number of job offers. Here, you’re “looking at the quality of the entire process. That’s not just the source of the applicants. It’s the source of the interview experience, compensation, employment brand, hiring manager competencies as an interviewer, background check, and market conditions. These things don’t need to be tied to that source.

      You would be crediting a source for an offer when, in reality, there’s more to the offer than the source. However, there’s not much more to the interview than the source.” 

      Level up your talent sourcing  

      Want more insight into reaching high-quality candidates in a flood of applicants? Download this eBook to uncover 8 ways to prevent and/or handle an overwhelming amount of inbound applications.

      If your team needs some temporary or long-term help sourcing candidates for tech or sales roles, Hired can help! As an extension of your team, Hired Sourcers shortlist, screen, and manage communications to keep the process moving. Learn more about Hired Technical Sourcing services.

      Want more insights just for recruiters?

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

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      in Talent Acquisition

      8 Final Round Interview Questions You Should Be Prepared for as a Tech Jobseeker

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      Be ready for common final round interview questions with this guide

      Congratulations – you’ve made it through the hiring process and you’re preparing for final round interview questions to secure your dream job! This is a big deal – it means you’ve impressed the hiring team with your skills, experience, and potential. However, it also means the stakes are higher and you need to prepare thoroughly to stand out from the other candidates.

      If you’re a jobseeker in tech, you know how competitive the industry can be. Final round interviews often consist of more challenging questions designed to assess your technical expertise as well as your soft skills, cultural fit, and problem-solving abilities. This final round interview is your chance to really showcase your skills and experience, and to demonstrate why you’re the best candidate for the job. 

      In some cases, the hard skills assessment period is over and the final round is more about determining team fit, or more appropriately, “add.” It’s to determine between the finalists which one will bring the most value to the team, or be the addition it needs. You may also discover this round is focused on selling you on the role. 

      To help you prepare, we’ve compiled a list of top final round interview questions for tech jobseekers, along with tips on how to answer them.

      1. Tell Me About Yourself

      You’ve probably already answered this classic question in early stage interviews, but be prepared to respond again, especially if you’re meeting new people in the final round. We’ve written an article about how to answer ‘tell me about yourself’ question for tech talent with some great tactics. 

      As a bonus, use this final round interview opportunity to further personalize your response. Revise your answer using what you’ve learned about the role and the team so far.

      2. What are your strengths and weaknesses?

      This classic interview question is often used to gauge your self-awareness and honesty. However, in the final round, the interviewer may be looking for more specific examples and how they relate to the job requirements.

      When answering this question, it’s essential to focus on the strengths that are relevant to the job and the company culture. For example, if you’re applying for a software development position, you could mention your strong coding skills, attention to detail, and ability to work well in a team.

      For your weaknesses, avoid generic answers like “I work too hard” or “I’m a perfectionist.” Instead, be honest about an area where you could improve but also show how you’re actively working on it. For example, you could say, “I tend to get nervous when presenting to large groups, but I’ve been taking public speaking classes to improve my confidence.”

      3. What experience do you have in this particular area of tech?

      Interviewers ask this question to see how well you understand the specific area of tech the company is focused on, and how you might be able to contribute to the team. To answer a final round interview question like this, highlight any relevant experience you have, and talk about any specific projects or accomplishments to showcase your skills in this area.

      4. How do you stay up-to-date with the latest trends, technologies, and developments in your field?

      In tech, staying up-to-date with the latest trends and developments is crucial. Employers want to know you’re committed to continuing your education and staying current with industry changes. The interviewer wants to know if you have a passion for learning and if you’re proactive about keeping your skills relevant.

      When answering this question, show that you have a growth mindset and that you enjoy exploring new ideas and technologies. Talk about any industry events you’ve attended, online courses or certifications you’ve completed, or any side projects you’ve worked on to expand your knowledge. 

      For example, you could say, “I’m passionate about keeping up with the latest trends in software development. I regularly attend tech conferences and meetups, read industry blogs and newsletters, and take online courses to expand my knowledge. 

      Recently, I implemented a new cloud-based infrastructure in our company that reduced our costs and improved our scalability.”

      Interview Tip: 

      Don’t forget to include hobbies or volunteer activities here. If you help coach a high school robotics team or provide a nonprofit with web development support, for example, it’s great to share.

      Related: Hired’s 2023 State of Software Engineers report

      5. How do you approach problem-solving in a tech environment?

      Tech jobs are all about problem-solving, and employers want to know you have a solid approach to tackling challenges. When answering this question, talk about any specific problem-solving techniques you use. This might include breaking down problems into smaller parts. Perhaps it’s using data to inform your decisions or collaborating with team members to brainstorm solutions.

      Related: Want to Ace Technical Interviews? A Guide to Prep Software Engineers

      6. How do you handle working under pressure or tight deadlines?

      Chances are your work environment will be fast-paced and high-pressure at times, so demonstrate you can handle these kinds of situations. When answering this question, discuss any experience you’ve had working under tight deadlines, and how you managed to stay focused and productive in those instances. You might also share any strategies you use to manage stress, such as exercise or meditation.

      7. Can you walk me through a project you worked on from start to finish?

      Employers want to see how you approach projects from beginning to end, and how you collaborate with others along the way. In your answer, highlight your specific contributions to the project. Be sure to mention any challenges you faced and how you overcame them. You can also tell your interviewer about any lessons you learned from the project and how you might apply them to future projects.

      Related: Interviewing with the CTO? 3 Strategies to Help Prepare

      8. Why do you want to work for this particular company?

      Show you’re genuinely interested in the company and the work they do. When answering this question, do your research beforehand. Highlight specific aspects of the company that appeal to you. This could be the company culture, their mission or values, or specific projects or initiatives they’re working on. 

      Don’t be afraid to reference previous interviews in which you gained new insights. This shows how engaged you’ve been throughout the interview process and that you’ve connected with the team. 

      Final round interview questions? You’ve got this!

      Before we close, let’s review a great quote from author Thea Kelley. She said, “Interviewers are sick of robotic, canned answers people have read in books. So think through and prepare your own answers—ones that are both authentic and strategic.” We hope this article has given you food for thought. And, provided you with some material to contemplate as you organize and prepare some response options.

      Making it to the final round of a tech job interview is a major achievement. By preparing for common final round interview questions and practicing a bit, you’ll go into the interview feeling ready as ever. Remember to highlight your relevant skills and experience, and to showcase your passion for the industry and the work you do. With a little preparation and a lot of confidence, you will land the tech job of your dreams. Good luck! More

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      AI in Talent Acquisition, Talent Sourcing Analytics, & More: Talk Talent to Me May ’23 Recap

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      Catch up on the May 2023 episodes of Hired’s Talk Talent to Me podcast featuring recruiting and talent acquisition leadership who share strategies, techniques, and trends shaping the recruitment industry. 

      AI in talent acquisition with Justin Ghio, Director of Talent Sourcing at Activision Blizzard

      Talent sourcing and people analytics with Shally Steckerl, Global Head of Talent Sourcing and People Analytics at LTK 

      Hiring and building a successful team with Erica Maureen Carder, Head of Talent Lifecycle at Wellthy

      1. Justin Ghio, Director of Talent Sourcing at Activision Blizzard

      AI is taking every industry by storm and tech recruiting is no exception. Justin encourages talent professionals to view AI in recruitment as a tool to enhance productivity and hiring processes. He explains everything he knows about AI in the talent sphere, why it is misunderstood, and how to make it work for you. Read this blog to dive deeper into the episode.

      “AI can’t do everything from start to finish for me. What it can do is give me 10 options to look at faster than I can think through one option.”

      Listen to the full episode.

      2. Shally Steckerl, Global Head of Talent Sourcing and People Analytics at LTK 

      Shally shares why we need to find talent-sourcing tools other than LinkedIn, the importance of balancing application friction, and how to optimize the applications coming in (especially when it’s free to apply). He tells us why he considers the interview set-up to be the first marker of recruitment success – and why recruitment success should not only be based on the number of hires.

      “You want to reduce friction so that you’re not making it inordinately awkward and difficult to apply but you also don’t want to reduce friction to a point where people can indiscriminately apply. There’s that fine balance.”

      Listen to the full episode.

      3. Erica Maureen Carder, Head of Talent Lifecycle at Wellthy

      For Erica, finding the right kind of employees – ones prone to growth and seeking out challenges – is fundamental to success. She talks about why this individual attitude is the number one thing she looks for in prospective hires. She also shares what makes for capable employees and why there are no perfect candidates out there.

      “If you have employees that are stagnant, guess what? They are not going to be engaged.”

      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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      Too Many Inbound Job Applicants But Not Enough Qualified Ones? 8 Tactics to Solve It

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      As a recruiter, talent acquisition specialist, or hiring manager, you may have experienced an overwhelming number of inbound job applicants. Sadly, with the ease of online job submissions, many of the candidates won’t meet the requirements but apply anyway. While a high number of job applicants could be described as a “good” problem, it creates new problems when the majority are poor matches. 

      This makes the recruitment and hiring process challenging and consumes valuable time, especially on lean teams or in startups without dedicated recruiters, to sift through resumes to find qualified candidates. Fortunately, there are a few strategies and tactics to handle too many inbound applicants to a job but not enough qualified ones.

      In this eBook, we’ll cover 8 ways to prevent and/or handle it when you have a flood of inbound candidates. But first, ask yourself…

      Do You Need to Post Jobs Online?

      There’s no rule that says you need to list your open roles on your site or within other channels, especially if you:

      Don’t have the capacity to handle an overwhelmed inbound pipeline

      Your company has had a reduction in force (RIF) or layoffs in the last six to 12 months. The optics of open roles, especially if they’re similar to eliminated ones, is bad for your employer brand and employee morale. 

      Only have a few roles to fill due to internal changes or attrition

      Outbound Candidates are 5x More Likely to Be Hired than Inbound

      According to a 2022 article, companies saw greater success in hiring outbound candidates versus inbound candidates. Why? As one SVP of Talent said about inbound, “It’s the lowest-quality and lowest-ROI channel you have because of the sheer volume and lack of strategy involved.” 

      Advice from LTK’s Global Head of Talent Sourcing and People Analytics on Too Many Inbound Job Applicants

      In a new episode of Talk Talent to Me, LTK’s Shally Steckerl reflects on the recent increase in candidate volume he sees on LinkedIn:

      “It’s more people clicking on jobs. But compared to the per capita click per job per person, it’s gone down. It used to be that a hundred people would be looking for jobs and fifty of them would be clicking on jobs a day. Now, it’s ten thousand people looking for jobs, but more like a thousand people clicking them. 

      There’s more indiscriminate clicking. We get the same person applying for dozens of jobs and [LinkedIn’s] Easy Apply doesn’t seem to really be a good idea anymore because we have too many applicants too quickly.” 

      Tools like this enable low-intent candidates and result in a “fire hose of candidates,” which usually means fewer fits for a role but more work for the recruiter. Seeing how much time and money this wastes, Shally encourages talent professionals to shift to a big-picture view. 

      Related: Connect with a curated pool of highly qualified tech candidates on Hired.

      The Big Picture Point of View of Too Many Inbound Job Applicants

      Shally’s solution includes reducing friction just the right amount so there’s a balance in how easy it is to apply for positions. He suggests strategies including improving job description readability, enhancing employer brand, and prioritizing outcomes over activity. 

      In fact, Shally emphasizes a focus on the quality of a hire over the activity (clicks and applies) numbers game.

      So, what exactly should you be doing to reach those quality candidates in a flood of applicants? Use this eBook to uncover 8 ways to prevent and/or handle an overwhelming amount of inbound candidates. More

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      in Employer

      Investing in Early Talent, Relearning, & More: Talk Talent to Me April ’23 Recap

      by

      Catch up on the April 2023 episodes of Hired’s Talk Talent to Me podcast featuring recruiting and talent acquisition leadership who share strategies, techniques, and trends shaping the recruitment industry. 

      Putting people first with Kelly Minella, Head of Recruiting at Calendly

      Investing in early talent with Krishna Kumar, Co-Founder and Managing Director of Quintrix 

      Relearning and eliminating biases with Jenny Cotie Kangas, Director of Employer Branding and Awareness at PandoLogic

      Creating a thriving company culture with Maryjo Charbonnier, CHRO at Kyndryl 

      1. Kelly Minella, Head of Recruiting at Calendly

      Put people first. You’ll be more likely to make quality hires and maintain a cohesive work environment, according to Kelly. In this episode, she shares how she knew her CEO cared about prioritizing people and the importance of a talent team having a shared understanding. Plus, Kelly tells how the introduction of interview training has made Calendly better and why you should always be asking for and reviewing candidate feedback.

      “I applied [to Calendly], and my first conversation was with our CEO, Tope Awotona, and it was fabulous. I remember calling my mom afterward and being like, ‘Mom, that was special’. And the reason why, and why it has remained special, is how much priority he puts on people.”

      Listen to the full episode.

      2. Krishna Kumar, Co-Founder and Managing Director of Quintrix 

      Investing in early talent is becoming more popular. Krishna discusses why businesses need to think more about this talent in the long term and how companies can better support their new recruits. He also dives into his game-changing post-deployment framework and why many candidates are falling short of the mark. 

      “Career development, or lack thereof, is the number one reason for people to leave their jobs and explore other opportunities. So, you want to make sure that the candidates are constantly receiving the support, feedback, and career development to be successful.” 

      Listen to the full episode.

      3. Jenny Cotie Kangas, Director of Employer Branding and Awareness at PandoLogic

      Sometimes the best approach to a challenge is to start from scratch. When Jenny lost most of her memories as a result of a head injury, she underwent a process of extreme relearning. Though the experience came with hardships and frustrations, it was hugely beneficial to her professional life. In this inspiring episode, Jenny shares how learning to explain things in their simplest form, eliminating biases and blindspots, and employing reverse engineering strategies leads to true organizational change.

      “When you storytell something in a way that makes sense to a 10-year-old – all of a sudden everybody can understand it. Not just the top 10% or the most experienced in your organization, but everybody can. And when you’re trying to actually make change happen, your goal is to hit everybody, not just the top 10%.”

      Listen to the full episode.

      4. Maryjo Charbonnier, CHRO at Kyndryl 

      Maryjo isn’t afraid of a challenge. In fact, she has sought out difficult problems to be part of a solution. Her passion for change-making led her to be Chief HR Officer at the world’s largest startup with over 90,000 employees and $19 billion in revenue. As an expert on cultural processes, Maryjo explains what it takes to cultivate and maintain a thriving company culture. 

      “One of the most important things HR people do is listen to what isn’t said.” 

      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