Danish developer Anders Borch revealed his strategy for recruiting software engineers to the team

Danish developer Anders Borch revealed his strategy for recruiting software engineers to the team

Developer and co-founder of Borch-Andersen ApS from Denmark, Anders Borch (Anders Borch) revealed his strategy for hiring software engineers in a team with a main focus on non-toxicity when trying to communicate.

I have interviewed hundreds of candidates for software engineering positions.

I gave them tests to take home, personal tasks, and conducted program pairs with the candidates.

The whole thing was a terrible experience for me and especially for the candidates.

I can only think of one instance where a code problem revealed a bad software engineer, and I probably could have made the same assessment just by talking to him.

Recently, I have stopped asking any tests or puzzles in interviews.

I don’t do anything like that when I’m interviewing designers, QA, or HR, so why should I be particularly toxic toward software engineers during the hiring process?

Instead, I read their resumes (much faster than conducting interviews asking them to repeat the same information) and then ask them questions like:

  • where do you get your tech news?

  • how do you learn about new technologies?

  • what do you value most in your colleagues today?

  • what is an ideal working day for you?

I specifically avoid “trap” questions, such as: “What is your greatest weakness?” or “Why are you leaving your current job?”

I recommend that you create an outline of what you want to know about the candidate, such as: “Are they good at acquiring new skills?” do they “share the same values ​​as the team?” and structure the interview around that.

Be a non-toxic manager. Make your company look good during the interview. Find the best candidates.

“For anyone with even a few years of experience in our field, it’s very rarely that technical skills really matter, it’s almost always how well an individual fits the team that really matters. So instead, I try to filter values ​​and prioritize team dynamics,” Borch clarified in the comments.

Borch also confirmed that he likes asking and answering this question: Tell me about the most interesting project you’ve worked on. This usually leads to an interesting discussion.

I can’t think of a single wrong answer to the question, “Where do you get your tech news?” — but if your answer is, “I never read any tech news,” then you probably have some explaining to do — and I’ll learn a lot more about how you think and work when you do. So the purpose of the interview with me sitting across the table is not to prove that you can do what you said on your resume, but to find out if you are a good fit for my team .

I tend to believe that there are much more time-efficient ways to get to know a candidate in the hiring process than just coding tests.

Your answer to the question “How to learn about new technologies?” is also usually the start of a conversation about experimenting with new technologies.

Your answer to the question “Where do you get your technology news” is an opportunity to talk about your other interests and hobbies in the field of technology – whether you just do it for work, and in your spare time you like to pick flowers or something else.

Consider the “10,000 hour rule,” which, while incorrect, can still be a good indicator of skill level. If you spend most of your time thinking about technology, it says something about your skill level.

But the one thing that tells me the most about your skill level is the way you talk about the technology you use.

I’m likely to approach almost anything you say about a technology choice you’ve made with a “why” and then I’ll learn a lot more than any code challenge can give me, and introductory questions are an effective way achieve this.

They also tend to lead to more comfortable interviews than programming jobs.

If a candidate leaves the interview feeling that it was a pleasant experience, they are more likely to choose to work with us. I like being able to hire talented people, and to do that, they have to think it’s a good place to work.

The secret goal of my method of making people feel comfortable instead of testing them is to get a chance to hire neuro-excellent engineers who might otherwise have terrible interview experiences.

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