Wie passen Sie die Bewertung und Bewertung der IT-Rekrutierung an verschiedene Rollen und Dienstaltersstufen an?

The direct hiring manager should be the one to write the job specification, as they have a different perspective on the role and requirements. Then HR can add all information needed about the company/benefits and culture.

Cleared defined roles in job postings allow us to attract the most ideal candidates. If the role is more senior, we can add more basic requirements, while more junior roles should have much lower expectations for competency. This process is arguably the most important step as it works to establish a baseline for the hiring manager to communicate to the public, as well as internally toward other partners. Always invite another party to check the requirements for accuracy and clarification.

For IT Recruitment, research is required on the technology of given profile. A recruiter should be handy with a set of questionnaires to check the quality of applicants. In between the conversation, recruiters should choose a candidate by considering in depth technical knowledge, presentation, communication, reason for job change, education, and future goal of the applicant. A bachelor’s degree is required to be a recruiter. Recruitment is an art of selling your employer by branding them. A recruiter must be a good communicator, listener, judge to check quality of applicants, and most important to be a good salesperson as recruiters are the front face of an organization.

1. Tailor Assessments: - Personalize for jobs. 2. Seniority Relevance: - Match levels. 3. Skill Profiling: Identify and target competencies. 4. Role-based Criteria: - Metrics tailored to the job. 5. Dynamic Evaluation: Adapt as needed.

It has to be representative of the actual work and clear on what is been assessed. Are you looking for a person that can find solutions or is it how much can be done in 1 hour as an example? If you don't code on paper - don't have a paper based or theory assessment. If you collaborate and use all tools available, then allow a simulated version of that in your assessment process that encourages transparency of what was utilised to solve the problem. Interview screening and assessments need to be reviewed more often in the IT space as it changes rapidly. The manager and perhaps even some people in the role need to be involved in this process.

This is a sensitive point. Depending on the profile and seniority some of the candidates will be more resistant to take technical challenges (due several reasons). So it’s important to feel how open they are and have a plan B in case you need (such as someone from the technical team to take interviews) and don’t lose the candidate.

To assess candidates effectively, use various methods and tools based on the role and seniority level. For a junior developer, employ online coding tests, technical interviews, and portfolio reviews to evaluate coding skills, problem-solving abilities, and learning potential. For a senior architect, use case studies, whiteboard sessions, and design reviews to gauge architectural vision, decision-making, and leadership skills. For a CTO, conduct behavioral interviews, personality tests, and reference checks to assess strategic thinking, communication skills, and cultural fit. This approach provides a comprehensive and objective view of candidates' strengths and weaknesses.

In my experience as a recruiter, I have seen assessments that work extremely well, but also some that don't. As HR professionals, we have to create strategies that evaluate a candidate's skills while still respecting their time. We should never add extra steps in the effort to screen people out. Determine the minimum skills required to make a positive impact in the role, and test or screen for those.

Test tasks and live coding will always (and at any grade) lead to a decrease in the number of candidates. However, when selecting trainees and junior specialists, the goal of some companies is precisely to select the most interested and capable of practical work. More experienced developers are usually tested with case-based questions, as well as a portfolio (or previous experience) check. However, I have met senior developers who, on the contrary, liked to do test tasks. They were interested in solving new problems and seeing what kind of tasks they could face in this team.

Selecting the appropriate methods that align with the required skills and competencies for each role. Such as technical interviews, coding challenges, behavioral interviews, etc, are ways to evaluate candidates' suitability. Don't forget to adjust the complexity of assessments/ interviews to match the seniority level of the role. Senior-level positions demand a deeper evaluation of technical skills, strategic thinking, and leadership capabilities.

(AI) has emerged as a game-changer in modern recruitment. From automating repetitive tasks to analysing vast datasets, AI streamlines the hiring process, helping organisations identify suitable candidates faster and more accurately. Candidates today have elevated expectations. They seek personalised experiences, transparency in the hiring process, and a seamless digital journey. Meeting these evolving expectations is crucial for attracting and retaining top talent in the competitive job market.

Adapt your IT recruitment assessments based on the role and seniority level. For a junior developer, use simple, short coding tests and interviews focusing on fundamentals. For a senior architect, employ complex, long case studies and design reviews to assess architectural choices. For a CTO, conduct strategic behavioral interviews, personality tests, and reference checks to evaluate vision and organizational values. Adjusting the difficulty and duration helps differentiate candidates' expertise and experience levels.

Difficulty should align with seniority. Entry-level roles might require basic coding assessments, while senior positions might involve complex problem-solving scenarios. Assessment duration should also be adjusted. Senior roles can handle longer assessments, while shorter tests might be better for initial screenings.

así se contribuye a tener que el profesional pueda adoptar nuevos desafíos o ver en qué momento de su carrera profesional esta en este momento. La mejor medir los niveles de conocimiento y experiencia comprobable de manera empírica de los candidatos

Effective collaboration between recruiters and hiring managers is essential in the hiring process. This partnership streamlines decision-making, ensuring recruiters comprehend hiring managers' requirements, reducing time-to-fill. It enhances candidate quality by aligning skills and attributes vital for success, resulting in better-quality hires. Additionally, it fosters an improved candidate experience by providing consistent, engaging, and transparent interactions. In summary, this collaboration accelerates hiring, improves candidate quality, and enhances the overall recruitment journey, contributing to the organization's ability to secure top talent and maintain competitiveness.

Including key stakeholders in this part of the process is important, it allows you to have different perspectives, be aligned with expectations, and ensure the evaluation and selection of candidates meet the needs. It is also important to regularly review and refine your evaluation process based on feedback, performance data, and evolving needs to ensure they remain effective

Collaboration is key. Involve relevant stakeholders in the assessment process. For senior roles, consider incorporating hiring managers or technical leads who can provide valuable insights based on their expertise and understanding of the specific team needs. This collaboration ensures candidate evaluations are comprehensive and aligned with real-world job requirements.

Involving the appropriate stakeholders ensures a comprehensive evaluation, providing diverse perspectives and feedback on the candidates. This approach also fosters alignment and buy-in from decision-makers, which is vital for a successful recruitment process. By leveraging the insights and expertise of various stakeholders, you can make well-informed hiring decisions that contribute to the overall success of the organisation.

While you want to involved relevant stakeholders, you also want to ensure that this doesn't make the interview process so long that you lose candidates. You should be able to wrap up hiring for most roles within three interviews if you have a clear idea of what you are looking for. If you try to create 100% buy-in from 15 different stakeholders, you will miss out on great people that could make a positive impact in your organization.

Timely feedback to candidates is of paramount importance. It enhances the candidate experience, maintains transparency, and fosters a positive impression. AI can assist by automating feedback processes, ensuring candidates receive prompt, personalized responses, contributing to a more efficient and engaging recruitment journey.

Regardless of the role or seniority level, always provide feedback and follow-up to candidates. This builds trust and enhances your employer brand. Ensure feedback is timely, constructive, and respectful. Be transparent about the next steps and the hiring timeline. Providing feedback and follow-up keeps candidates engaged and motivated, increasing your chances of securing top talent for your IT recruitment needs.

Recruiters should consistently offer feedback to candidates, whether it's positive or negative. Negative feedback should be conveyed with compassion and not withheld, as silence is a display of unprofessionalism.

It is imperative to provide feedback and follow-up to candidates throughout the recruitment process. Feedback and follow-up play a pivotal role in building trust and rapport with candidates, while simultaneously enhancing your employer brand and reputation. Timely, constructive, and respectful feedback is essential. Additionally, transparency and honesty regarding the next steps and the timeline of the hiring process are paramount. This approach not only keeps candidates engaged and motivated but also increases the likelihood of attracting and securing the best talent for your IT recruitment needs.

I wish every company would fully embrace a feedback and follow-up process that prioritized people. Very few companies excel in this area.

Offering interview feedback holds immense significance. Even when the feedback is negative, it should not be withheld from the candidate. Many instances have arisen where a candidate, who initially received no feedback, turned out to be a good fit for another position. However, due to the absence of communication, they declined to be considered for another role.

Define the assessment depending on the role and seniority but keep in mind it needs to be realistic before anything. Having 3 hours assessment or having inflexible A,B, or C answers are not the real world. Using real challenges you had in the past will be beneficial for the company's perspective in assessing a potential match and, for the candidate, to gain a clear understanding of the team's day-to-day.

Acredito que todos os tópicos citados são importantes. Em uma experiência passada o time de People e o time técnico tinham planilhas e gráficos com perguntas básicas as mais complexas para nivelar onde os profissionais estariam (Junior, pleno ou senior). Eu achava a ideia muito boa e funciona bem.