- Full Description
Want a great software development team? Look no further. How to Recruit and Hire Great Software Engineers: Building a Crack Development Team is a field guide and instruction manual for finding and hiring¬†excellent engineers that fit your team, drive your success, and provide you with a competitive advantage. Focusing on proven methods, the book guides you through creating and tailoring a hiring process specific to your needs. Youll learn to establish, implement, evaluate, and fine-tune a successful hiring process from beginning to end.
Some studies show that really good programmers can be as much as 5 or even 10 times¬†more productive¬†than the rest. How do you find these rock star developers? Patrick McCuller, an experienced engineering and hiring manager, has made answering that question part of his life's work, and the result is this book. It covers sourcing talent, preparing for interviews, developing questions and exercises that reveal talent (or the lack thereof), handling common and uncommon situations, and onboarding your new hires.¬†
How to Recruit and Hire Great Software Engineers will make your hiring much more effective, providing a long-term edge for your projects. It will:
- Teach you everything you need to know to find and evaluate great software developers.
- Explain why and how you should consider candidates as customers, which¬†makes offers easy to negotiate and close.
- Give you the methods to create and engineer an optimized process for your business from job description to onboarding and the hundreds of details in between.
- Provide analytical tools and metrics to help you improve the quality of your hires.
This book will prove invaluable to new managers. But McCullers deep thinking on the subject will also help veteran managers who understand the essential importance of finding just the right person to move projects forward. Put into practice, the hiring process this book prescribes will not just improve the success rate of your projectsitll make your work life easier and lot more fun.
What youll learnYou will learn to:
- Find and attract excellent developers that fit your needs.
- Evaluate candidates effectively by resume, phone screen, and interview.
- Create¬†revealing technical interview questions and how to best evaluate answers.
- Organize and optimize interviews and interview teams.
- Work effectively with recruiters, sourcers, and the rest of the hiring bestiary.
- Chart and track the hiring process so you can understand, customize, and improve it.
- Understand the legal issues in hiring.
Who this book is for
This book is for technical managers who need to hire productive software engineers, from absolute beginners looking for a place to start to veterans looking for ways to optimize and hire more effectively.¬†The audience¬†includes software development managers, directors, CTOs, and entrepreneurs.
- Table of Contents
Table of ContentsIntroduction--Who Should Read This Book --How to Use This Book If Youre Pressed for Time --Content Overview¬†Analytic vs. Intuitive Styles¬†Legal Issues in HiringThe Competitive Advantage --Central Ideas¬†An Engineering Approach¬†Candidates as Customers Chapter 1 Talent Management --Team Planning¬†Specialists and Generalists¬†Talent Portfolio --Defining and Choosing Roles --Market Research --Can You Hire? Chapter 2 Candidate Lifecycle --Candidate As Customer¬†Building a Great Customer Experience --Lifecycle --Pipeline: Moving Candidates¬†Documenting the Process --Roles¬†Sourcer¬†Scheduler¬†Recruiter¬†Hiring Manager --Reverse Engineering¬†Recruiting Workflow¬†Diagrams¬†Candidates Perspective¬†Hiring Managers Perspective¬†Funnels, Filters, and Choke Points¬†Avoiding Resume Deluge --Changing the Process¬†Change and Fairness --Establish Goals¬†Hiring Rate¬†Completion Date¬†Skill-level targets¬†Calendar Time to Hire¬†Predictability¬†Cost¬†Time¬†Capital Expenditure¬†Optimization --Sources of Information --Debugging the Process¬†Enlist Your Engineers Chapter 3 Finding Candidates --The Market¬†Sizing Your Market¬†Opening up Your Market¬†Ageism¬†Sexism¬†Racism and Nationalism --Job Descriptions¬†Purpose¬†Investment¬†Evolution and Multiple Descriptions¬†Considerations¬†Alternatives to Job Descriptions¬†Sell Sheet¬†Anti-patterns and Pitfalls¬†Diagramming --Referrals --Getting the Word Out --Career Portals --Job Boards, Mailing lists, Ads¬†Job Boards¬†Networks: Contacts¬†Specialized and Regional lists¬†Regional Associations¬†Targeted General Advertisement¬†Sponsored Contests (TopCoder, etc.)¬†Conferences¬†Stunts --Professionals: Internal --Professionals: Recruiting --Advertising Agencies --Working with Recruiters --Recruiter Brief¬†--Establishing and Maintaining Relationships --External Recruiters / Headhunters¬†--Anti-patterns and Pitfalls --Internal Recruiters --Contract to Hire --Doing it Yourself¬†Your Network¬†Being a Sourcer¬†Spontaneous Opportunities --The Long-Term Plan¬†Hiring Honeypot¬†Talent Attracts Talent¬†Incompetence Repels TalentDo Something Interesting Chapter 4 Resumes --Resumes --Reading a Resume¬†Irrelevant Information¬†Troublesome Information¬†Errors and Confusion--Evaluating a Resume --Developing Evaluation Skill¬†Red, Yellow, and Green Flags¬†Minimize Bias¬†Final Decision¬†Anti-patterns and Pitfalls --References --Searching the Internet --Verification --Evaluation Horror Story Chapter 5 Interviews --Measurement and Error --Candidate as Customer¬†Candidate Guides¬†Example Guide¬†Horror Story --Setting up Interviews¬†Travel Arrangements¬†Physical Environment: Rooms¬†Accessibility --The Interview Team --Roles¬†Coordinator¬†Greeter¬†Hiring Manager¬†Interviewer --Qualifying Interviewers¬†The Dunning-Kruger Effect¬†Language¬†Field of Expertise --Disqualifying Interviewers --Training Interviewers¬†Shadowing¬†Classes and Workshops¬†Documents and Guides¬†Coaching¬†Practice Interviews --Tracking and Profiling Interviewers --Standing Interview Teams and Dynamic Teams¬†Scheduling Dynamic Teams¬†Meta-Schedule Example --Interview Structure¬†Pre-interview Qualifiers: Barriers to Entry¬†Assignments --Phone Screens¬†Missing Context¬†Problem Complexity¬†Problematic Questions¬†Coding¬†Anti-patterns and Pitfalls¬†Phone Screen Structure --On Site Interviews¬†Length of Interview Day¬†Number and Length of Interview Sessions¬†Hand-off Models¬†Lunch interviews¬†Interviewers¬†Between and After Sessions --Remote Interviews --Recap and Decision¬†The Decider¬†Recap Meeting --Record Keeping Chapter 6 Interview Questions¬†¬†¬†¬†¬†--Set the Goal¬†¬†¬†¬†¬†--Different Scenarios --Provoke Performance --Questions Plan --Question Complexity & Measurement --Question Form¬†Competency¬†Presentation¬†Expected Form of¬†Solution¬†¬†¬†¬†¬†Solutions¬†Evaluation criteria --Focus on Capability --Question Types¬†Chains¬†Open-ended¬†Behavioral / Competency --Technical¬†QuestionsKnowledge¬†Coding¬†Design¬†Fit¬†Estimation¬†Kobayashi Maru --Calibration¬†Calibrating a Question¬†Ask Lists and No-Ask Lists --Good Questions¬†Examples of Good Questions --Bad Questions¬†Techniques¬†Deliberate Distraction¬†Others --Single Question Deconstructions --Evaluating Answers --Sources of Error¬†Familiarity¬†Not Recognizing Correct Answers¬†Not Appreciating Creative Solutions¬†Misstatement of Questions¬†Over Focus on Pet Answers¬†Missing the Big Picture¬†Misinterpretation of Answers Chapter 7 Hiring Decisions --Evaluation Decision Models¬†Evaluating in Batches¬†Evaluating Individually --Evaluating Overall Performance¬†Missing the Point: Some People You Dont Want to Hire --Sources of Error¬†Bad Day¬†Bad Interviewers¬†Personable Candidates¬†The Skill of Being Hired¬†Bouillabaisse effect --Tough Calls --Dealbreakers: Dont Hire These People¬†Slams Former Employer¬†Severely Irritates Anyone¬†Lies or Deceives¬†--Whats In It For Them?¬†Providing Feedback --Anti-patterns and Pitfalls¬†Hiring Yourself¬†Hiring Too High¬†Hiring Too Low¬†Compromise Chapter 8 Offers --Buy-in --Selling, Sell Sheets¬†Honesty¬†Adapting to the Market¬†Sell Calls¬†Extra Miles --Whats Important to Candidates --Losing and Rescuing Candidates Chapter 9 A Great Start --Pre-start --Start¬†Onboarding Plan¬†Integration Plan --Impact of Onboarding --Keeping New Employees --Dealing with Failure: Bad Hires Wrap Up Appendix --Records and Templates --Candidate Flow --Examples¬†Example Day-of-Briefing Email¬†Example Interview Transcript¬†Example Candidate Guide¬†Example Phone Screen Transcript¬†Example Feedback for This Interview
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