What Recruiters And Hiring Managers Can Learn From Google Hiring Process?

Recruiters at Google Do a Fantastic Job too!

A friend of mine got an email from Google’s Recruiter few months back. Since Google is known to hire the best of the breed, I was curious to learn more about the process. He shared with me an email which he got right after talking to the recruiter and before the hiring manager’s screening call.

I was amazed to see such a quality communication (email below) – it’s like the recruiter is working for the candidate instead of the company – and when I think about it, it makes so much sense as Recruiters’ job is to make two people meet and make them fall in love – The Candidate and The Hiring Manager!

Here’s how Google recruiters makes sure that they do everything they can to make the candidate win – and if the candidate wins, it is ultimately a win for the company. Below is the email. I tried to highlight certain portions of the email to share why I feel it’s important that other recruiters do something similar.

Kindly share with me if you know other company recruiters who do similar communication.

[Recruitring] Even though the candidate knew it's a PM position, the recruiter made sure to describe the position again. Nice! More communicate is +1 than less, especially in early stages. Leaves no room for confusion.

Product Management Position Overview:

As an overview, our PM’s bring to fruition new products and features that genuinely benefit our users while at the same time make good business sense. They act as general managers of our products, providing leadership across functional teams to conceptualize, build and deliver Google‘s next great app. PM’s find our entrepreneurial culture to be exciting and challenging, because they are never stuck maintaining an existing product, but are instead focused on developing new product ideas and strategies.

We have openings across all of our products in areas such as Consumer, Mobile, Apps, Enterprise and Infrastructure to name a few. As a brief outline, we have an agnostic interview process in which we aim to hire PM “generalists”, who may have niche experience but can easily float through our evolving product lines. We find this keeps our Product Managers fresh and with distributed, homogeneous experiences for our project teams. So, in a nutshell, we do not hire for a specific product, but rather, are seeking generalists who can work on multiple products. As such, you’ll interview with PM’s working on any number of our various products. At a later point, our leadership reviews your interests, background and interviews to identify relevant projects that align with business need.

[Recruitring] Since Google is known to hire the best of breed and their interview could get intimidating, here's a great way to reduce the anxiety of the candidate. "What to Expect" written in a clear and concise way which tells the candidate how they should prepare for their next interviews.

What to Expect

There are five components to the Google product manager (PM) interview:

  • Product design. Google PMs put users first. PMs are zealous about providing the best user experiences. It starts with customer empathy and always includes a passion for products, down to the smallest details. They can sketch a wireframe to convey an idea to a designer. Sample questions include:
    • How would you improve Google Maps?
    • How would you reduce Gmail storage size?
    • How would you improve restaurant search?
    • What’s favorite Google product? What do you like or not like about it?
    • If you were to build the next killer feature for Google, what would it be?
    • You’re part of the Google Search web spam team. How would you detect duplicate websites?
  • AnalyticalGoogle PMs are fluent with numbers. They define the right metrics. They can interpret and make decisions from A/B test results. They don’t mind getting their hands dirty. Sometimes they write SQL queries; other times, they run scripts to extract data from logs. They make their point by crisply communicating their analysis. Some examples of analytical questions:
    • How many queries per second does Gmail get?
    • How many iPhones are sold in the US each year?
    • As the PM for Google Glass ‘Enterprise Edition,’ which metrics would you track? How do you know if the product is successful?
  • Cultural fit. Google PMs dream of the next moonshot idea. They lead and influence effectively.  They have a bias for action and get things done. If Google PMs were working anywhere else, they’d probably be CEOs of their own company. Sample questions to assess cultural fit:
    • Why Google?
    • Why PM?
  • Technical. Google PMs lead product development teams. To lead effectively, PMs must have influence and credibility with engineers.  During the final round (aka onsite) interview, a senior member of the engineering team will evaluate your technical competence.  Be prepared for whiteboard coding questions at the onsite interview.  Example questions include:
    • Write an algorithm that detects meeting conflicts.
  • Strategy. Google PMs are business leaders. As a result, they must be familiar with business issues.  It’s not necessary for PMs to have business experience or formal business training. However, they do expect you to pick up business intuition and judgment quickly. Sample interview questions include:
    • If you were Google’s CEO, would you be concerned about Microsoft?
    • Should Google offer a Stubhub competitor? That is, sell sports, concert, and theater tickets?

Also be prepared for behavioral interview questions such as Tell me a time when you had to influence engineering to build a particular feature. Google PM interviewers are relying more on behavioral interview questions in recent months.

[Recruitring] Again, a tough interview also means that candidates could go crazy and in all directions for preparation - and eventually might get burned up or become even more anxious just before the important call. As a recruiter, it's your responsibility to help the candidate also know, what is not expected in the process - you know to get their focus in the right place.

What Not to Expect

Brain teasers, such as logic puzzles, are rarely used in today’s Google PM interviews. Google’s HR department found a low correlation between job performance and a candidate’s ability to solve brain teasers.  Examples of brain teasers include

  • I roll two dice. What is the probability that the 2nd number is greater than the 1st?
  • What’s 27 x 27 without using a calculator or paper?

However, hypothetical questions have not been banned at all.  Hypothetical questions are imaginary situations that ARE related to the job. (This is in contrast with brain teasers, which ARE NOT related to the job.) Examples of hypothetical questions include How would you design an algorithm to source data from the USDA and display on Google nutrition? 

[Recruitring] A set of links making it easy for them to start the preparation! Too bad that the candidate will use less of "Google Search" - their own product :))))

How to Prepare

Here’s what I’d recommend to get ready for the Google PM interview:

Review tech blogs, such as: Stratechery

  • Product design. Practice leading design discussions using a framework. (Need a framework? Try CIRCLES Method™: LINK). Start with possible personas and detail use cases. Prioritize use cases and brainstorm solutions. Many PM candidates (wrongly) suggest solutions that are incremental or derivatives of a competitor’s feature set. The Google interviewers are evaluating your creativity, and they place a big emphasis on big ideas (aka “moonshots”). Inspire them with unique, compelling ideas. Drawing wireframes on a whiteboard will help illustrate your ideas. To practice, download a wireframing tool like Balsamiq. Also study popular web and mobile design patterns for inspiration.
  • Technical. Coding questions are unlikely during the phone interviews. But if you are invited to an on-site interview, you must prepare for programming interviews. The technical interviewer does not expect your programming syntax to be perfect, but you should have sufficient mastery of technical concepts so that you can participate in technical discussions and help make technical trade-offs.  I would recommend going over computer science fundamentals and practicing a couple coding questions.  One of my favorite resources is How to Ace the Software Engineering Interview.  Also be prepared to describe key technologies including search engines, machine learning, and MapReduce.
  • Analytical. Prepare for estimation questions such as How many queries per second does Gmail get? Get well-versed in product launch metrics and A/B testing, including interpretation of results.
  • Strategy. Use a framework to structure your strategy discussions.  If you’re not familiar with strategy or frameworks, Porter’s Five Forces is a good start.
  • Cultural fit. Understand what it means to be Googley by reading Google’s corporate philosophy. Review Google’s Android design principles. Optional readings: Google’s visual asset guidelines and Steven Levy’s 2007 (but still useful) article on the Google APM program.  Another optional, but more in-depth (and recent) perspective, read Steven Levy’s “In the Plex: How Google Thinks, Works, and Shapes Our Lives.”
[Recruitring] We are so glad to see such a beautiful piece of communication from such a great company. Even if the candidate doesn't get through the job interviews, they clearly will benefit from all the above wisdom and have a sweet memory.
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This blog post is also adopted by BusinessInsider here.

This blog post contains excerpts from author Lewis C. Lin‘s original work.

Checklist Recruiters Must Follow For Better Relationship With Hiring Manager

Checklists saves lives. If you do not believe me, I will recommend you to read the book – The Checklist Manifesto by Atul Gawande.

For a hiring manager, finding  the right person at the right time is as critical. Below is a checklist we built which recruiters could use and prevent the “oops .. someone dropped the ball” moment.

  • Elevator Pitch Of the Position:

Ask the hiring team describe the open position in 30 seconds – or 2-3 sentences. If the hiring manager can’t give you an elevator pitch, probably he/ she isn’t crystal clear about what they desire in this new hire.

  • Check if the job description is written or approved by the Hiring manager :

Hiring managers are busy people. It could have happened that someone else on the team ended up writing the job description. And the manager couldn’t review the job description before handing it over to you. It doesn’t hurt to double-check if the hiring manager has paid attention to every word written in the JD.

  • Everyone wants a Superhero : But they all have different powers!

No hiring manager will settle for less than a Superman (or a Batman). And there is nothing wrong with that expectation. But then reality dawns in the hiring process, right? It will save a TON of time and effort for everyone if you can identify the skills in 3 buckets:

  • DEAL-BREAKERS : Can’t settle for anything less
  • MUST HAVE : Need it but can settle if it’s 70% or more.
  • NICE TO HAVE : Don’t sweat over it.

Also, pay close attention to other aspects which might not be part of the job description – like – The culture, diversity, team dynamics and several other softer criteria which ultimately take the center stage and could become reasons for the rejection of the candidate.

So it’s your job to understand if the hiring manager needs a Super-Man, Bat-Man or simply a Hu-man!

  • Build a candidate profile and confirm:

Create the candidate persona you are going to find for your hiring manager. It’s like you are playing back what you understand of this role and the expectation. It’s basically 2-3 paragraphs describing what kind of candidate you will start looking for.

By now both you and hiring manager should be on the same page.

  • Layout the interview process and assess:

Let the hiring manager know what the experience, expectations and evolution of this hiring process will be like. No one like any surprises or “wake up” calls.

Once you share the interview process get a nod from the hiring manager. Make sure they are onboard with your plan of action.

  • Feedback cycles:

When you share the plan and onboard the hiring team make sure they commit to feedback sessions. As a recruiter it’s your job to make sure that the hiring team sees value in these sessions. Else they will find it waste of their time. Some tips:

  • Keep these sessions short & timebound – probably email or like a stand-up call.
  • Ask if the job description is still the same (confirm this every-time) as things can change any minute in a team.
  • Understand objectively what went right with the interviewed candidate and what went wrong.

(Optional)

Meet their “A” players(s) on the team:

Some of you might not agree with this. But I consider this a hack. To get the next candidate look at the existing ones which are their “A” players. Talk to them and figure out how & why they tick in that team. You now have a yardstick and should try to go above and beyond this – there are higher chance that you will hit a jackpot in finding your next Superhero!

To sum up : Checklists are integral part of any process – and processes make sure they simply our work and lives. We too have checklists at Recruitring which helps us deliver a quality product.

What did we miss on this checklist? Share your feedback and insights.

Image credit: https://goo.gl/8ARwcO