> we're getting a lot of comparative interview data, i.e. where the same person gets interviewed a bunch of different ways. Excited to see if we can draw some good conclusions about what works and what doesn't.
So I think that only works if you hire everyone, whether they interview well or not. Or else the process is biasing the results and it's not representative anymore.
If you really wanted to get better information you'd have to go interview people who are already employees at a particular company and have outsiders (people who don't already know them) conduct the interviews. Then when you're done you can compare the simulated hire/no hire results and the interviewers recorded confidence numbers in their evaluation against the performance evaluations of the interviewed employees.
So long as the outsiders conduct many different types of interviews (especially besides what the company normally does) you might get a clearer view into what kind of interviewing works well and what doesn't.
I know some people that applied to and got hired by Google. Google seems painfully aware of how uncorrelated their interviewing process is with their hiring results. The hoops that these guys jumped through I never would. So even if I was talented enough to work at Google (I won't speculate here) they'll never actually be able to hire me unless they actively recruit me and don't make me run the gauntlet.
The whole problem is a really tough nut to crack. I suspect that all the pipelines are going to be biased one way or another. If I were in charge of hiring, I'd want to try and use several of them so as to not miss out on good candidates who are undervalued for whatever reason.
There's a lot of talent out there, despite everyone thinking that there's a talent shortage. The error actually lies in trying to have a one-size-fits-all solution to a problem that's definitely not uniform. Companies are failing to adapt to the human-ness of their "human resources" and it's costing them.
So I think that only works if you hire everyone, whether they interview well or not. Or else the process is biasing the results and it's not representative anymore.
If you really wanted to get better information you'd have to go interview people who are already employees at a particular company and have outsiders (people who don't already know them) conduct the interviews. Then when you're done you can compare the simulated hire/no hire results and the interviewers recorded confidence numbers in their evaluation against the performance evaluations of the interviewed employees.
So long as the outsiders conduct many different types of interviews (especially besides what the company normally does) you might get a clearer view into what kind of interviewing works well and what doesn't.
I know some people that applied to and got hired by Google. Google seems painfully aware of how uncorrelated their interviewing process is with their hiring results. The hoops that these guys jumped through I never would. So even if I was talented enough to work at Google (I won't speculate here) they'll never actually be able to hire me unless they actively recruit me and don't make me run the gauntlet.
The whole problem is a really tough nut to crack. I suspect that all the pipelines are going to be biased one way or another. If I were in charge of hiring, I'd want to try and use several of them so as to not miss out on good candidates who are undervalued for whatever reason.
There's a lot of talent out there, despite everyone thinking that there's a talent shortage. The error actually lies in trying to have a one-size-fits-all solution to a problem that's definitely not uniform. Companies are failing to adapt to the human-ness of their "human resources" and it's costing them.