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What developer candidates need to know about the Karat interview.
We’ve all been talking about fairness and bias a lot these past few months, and the depth at which it’s currently being discussed is long overdue. At Karat, we have been conducting research to identify sources of bias, inconsistency, and other challenges that can creep into technical interviews. This includes the Interview Gap survey that we released last month.
We’ve covered the high-level findings in previous blogs, but one interesting trend that stood out to me was the difference between responses based on seniority–in particular, how rapidly the C-suite has shifted its perceptions, exposing some differences between them and the VP, Director, and Manager levels.
The good news is that your C-suite is happy with your performance. 71% of C-level leaders are “very satisfied” with the performance of their software engineers, compared to just 37% other engineering leaders.
The bad news–especially as you are looking to grow as organizations emerge from the economic downturn–is that they think you suck at conducting interviews. 84% of C-level agree or strongly agree that “very few people at my company know how to conduct a technical interview,” compared to just 56% of managers.
I’ve conducted a lot of technical interviews. I used to think I was pretty good at them. I’m personable. I can remember questions I’ve been asked previously (hit me up if you feel like counting the number of lowercase a’s in a null-terminated string?), and I treat all of my candidates fairly. But when we’re talking about systemic issues of bias, or functional issues of predictiveness, we need to look at the full system, not just our individual opinions. And that’s something the C-suite does.
Do you have a sense of how your interviews impact the company’s bottom line? Do you know how many interviews your company conducts per open software engineering role? Do you track detailed hiring funnel metrics?
The answer for the majority of us, is “no,” or at least “not to the extent of my C-suite.”
Think you know how many interviews you conduct per open SWE role?
So it’s no surprise that 79% of C-level execs agree that “Interviewing software engineering candidates is a financial drain on my company” compared to just. 50% of VPs, directors, and managers.
Planning to ship some major features this fall during the thick of the upcoming university recruiting season?
There are three areas that organizations can focus on to right their interviewing ships: capacity, consistency, and measurement.
If you’re interested in other perspectives on hiring software engineers, here’s a great Q&A from our partners at Plato you can check out.
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