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CODESIGNAL TEAM

CodeSignal News
7 Feb


TIPS FROM ROBINHOOD’S HEAD OF TECH RECRUITING ON HOW TO CONFIDENTLY PLAN FOR
YOUR RECRUITING NEEDS IN 2022



As a talent acquisition leader or recruiter in tech, you’re constantly being
asked to translate ambiguous inputs into accurate outputs. Luckily, there are a
few things you can do now that will help you get better outcomes six months from
now. 

To discuss the challenges and best practices for capacity planning, we held a
one-hour webinar with CodeSignal’s Co-Founder and CEO, Tigran Sloyan, and VP of
Marketing, Brenna Lenoir, along with Robinhood’s Head of Tech Recruiting, Craig
Campbell. Craig shared the best practices he’s learned from leading tech
recruiting at high-growth startups like Robinhood and Uber. The conversation
also touched on what TA can borrow from the marketing side of the business to
help with planning under pressure. 

Here are the top takeaways from that conversation, which you can watch in full
here.  


1. INVOLVE ENGINEERING IN YOUR CAPACITY PLANNING

“One of the things we partner with our engineering stakeholders on is the
capacity planning for interviewing,” Craig said. “We have the ability to
articulate: In order to deliver X, we forecast that we’re going to need X
interview hours per week.” 

You’ll need some kind of visualization software — everything from a
well-designed and reliable Google Sheet to a more complex platform like Tableau
can work. What you’re looking for is a way to articulate the workflow, the
owners at each stage of the workflow, and the productivity associated. 

Your stakeholders will then do the math, and understand how exactly they’re
connected and accountable to the process. As Brenna said, “You’re having a
conversation with your hiring managers or your heads of department to say, ‘our
model is showing me this many hours from you in interview time. Can you commit
to that? Because if you can’t, we’re all going to fail in this.’” 


2. WATCH OUT FOR “WATERMELON METRICS”

Tracking the right data is essential to be able to make adjustments, since no
plan is perfect from the start. Robinhood looks at a variety of metrics: “At the
highest level, we look at offer acceptance, NPS rating (which is giving us a
sense of our candidate sentiment), time to hire, and the pace in which we
deliver on that,” Craig said.

Keep in mind that some high-level metrics could be so-called watermelon metrics:
green on the outside, red on the inside. When you doubleclick into these
metrics, you might find places where you can still improve. As Craig explained,
“You might be able to zero in on one component that you need to solve for — kind
of the ‘smoking gun’ — that will unlock exponential performance in your
pipeline.”  

It can be tempting to go more granular on everything, but where should you be
investing your (limited) time? One area, Brenna suggested, could be the
specialized roles that you’re trying to hire for: “They may not follow the same
metrics that you have for your overall funnel, so that may be an area where it
does make sense to dig a level deeper.” 


3. UNDERSTAND YOUR TALENT LIKE YOU UNDERSTAND YOUR CUSTOMERS

“The name of the game today is definitely engagement,” Craig said. Engagement is
what will make or break your efforts to recruit in a hard-to-hire market like
engineering, especially with communities that are traditionally underrepresented
in tech. And yet there’s a problem. Tech companies are great at collecting
intelligence on their customers, but as Craig put it, “we lack intelligence
about our talent communities in general.” 

To understand talent communities, recruiting can learn from marketing, where
there are customer personas. As Brenna explained, “Persona marketing is ‘how
well do you understand your target audience’? Do you know where they get their
information, what they care about, what keeps them up at night?” 

Perhaps most importantly, what opinions do prospective candidates have about
your company? Getting this understanding is especially important to recruit
engineers who may come from traditionally underrepresented backgrounds.  


4. USE TECHNOLOGY TO FREE UP RESOURCES

At a certain point, scaling is inevitably going to require some input of
technology. “If you’re really still relying 100 percent on people to get to
scale, that might be a losing proposition,” Craig said. “Humans are only going
to be able to do so much. You need these enablement platforms of technology to
relieve the humans to do what they do best.”

These might be tools that help you get more intelligence about your candidates.
Increasingly, talent acquisition teams are borrowing from other departments:
“Tools that have been commonplace in marketing are starting to show up on the
recruiting side,” Tigran observed. 

Or, these could be tools to help you streamline the hiring process. At
Robinhood, Craig’s team uses CodeSignal as part of their tooling stack to help
democratize tech hiring, scale effectively, and get a high ROI on engineering
hours. “Everybody experiences a core-in-common assessment stage,” Craig
explained, “so engineers feel like most of the conversations they’re having,
there’s not a waste of time. They’re talking to the right people as the result
of the output of this assessment stage.”

Could CodeSignal help you optimize your tech hiring? Click here for a free
demo. 





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