Training for Hiring Managers

Questions I ask when checking references When hiring for key positions, our last step is speaking with references. A phase for the final-finalists. When I talk to a supplied reference, I'm curious about nuance, feel, and paradox, not the obvious stuff. Below is a question library I might pull from. • What's something that would surprise us about them? • Specifically, any areas where you were surprised they weren't as good as you expected with A, B, or C? Or much better than expected with D, E, and F? • What's the difference between how they interview and how they deliver on the job? • Is there a difference between how a boss, a peer, or a direct report would describe them? If so, what's the difference? • If you were at another company, would you absolutely hire this person again for a similar role? • Who do they naturally gravitate to inside an organization? Or naturally avoid? • What are they better at than they think, and, on the flip side, worse at than they think? • What sort of things do they do that often go unnoticed or are under-appreciated? • What don't they get enough credit for? • Can you tell me about the kind of people they've hired? • Do they leave disagreements on good terms? • Are they more curious or critical about what they don't understand? • What's the one thing nearly everyone would say about them? • What kind of company feels like a natural fit? And which kind would be a challenge? • Can you describe a time when they changed their mind? From what to what, and what caused the change? • What's the best thing about working with them? And the hardest? • If you could change something about them, what would it be? • Are they better working with what they have, or working with what they want? • When have you seen them get in over their head? And how did that turn out? • Have you seen them get better at something? Worse? • Do they make other people better? How? • Are they better at taking credit or giving credit? • Are they more likely to adjust to something, or try to adjust the thing? • Primary blindspot? And bright spot? • As well as you know this person, what do you think their secret career ambition is? • If they hadn't been at your company, how would your company have been different? • Can you remember a time you wished you had their advice on a decision, but you didn't? • Have they ever changed your mind? • What's the easiest thing for them to communicate? And the hardest? • How have they changed during the time you knew them? • Do you still keep in touch even though you don't work together anymore? • What do they need to be successful? • Why do you think we'd be a better company with them on board? • Who else should I talk to that would have something to say about them? There are many more, but those are among the things I'm most curious about. Feel free to take them, use them, tell me they're great questions, or terrible ones. Either way, I hope you found them useful.

Entry-level #cybersecurity interview questions - A guide for hiring managers: Don't ask: "What port does SSH use?" Instead ask: "Give a situation when SSH should be used." Don't ask: "What is the CIA triad?" Instead ask: "What is the purpose of Information Security?" Don't ask: "What is the XYZ attack?" Instead ask: "What is your favorite cyberattack? Why?" Don't ask: "What is a firewall?" Instead ask: "How do you secure your home network?" Don't ask: "What is Two Factor Authentication?" Instead ask: "How do you secure your personal data?" Don't ask: "What is the OSI model?" Instead ask: "How would you explain the OSI model to a kindergartner?" Don't ask: "What is public key authentication?" Instead ask: "Give a situation when public key authentication should be used." Don't ask: "What is the ABC encryption algorithm?" Instead ask: "How are encryption and hashing different?" Don't ask: "What is ping used for?" Instead ask: "What networking CLI commands are you most comfortable with?" Don't ask: "How do you calculate risk?" Instead ask: "Is there such thing as too much security?" Don't ask: "How often should you change your passwords?" Instead ask: "Tell me why frequent password rotation might be bad." Don't just ask questions that can be answered from rote memory. Ask questions that get your candidates to actually THINK. We need more people in cybersecurity who can challenge assumptions and think critically about problems. Thank you for believing in the next generation as much as I do. 💕

The common response I hear any time someone mentions "culture fit" is "bias". Some people have tried to rebrand "culture fit" to "culture add" but at the end of the day, it's really semantics in my experience, and by dismissing its importance, I think a lot of folks are shooting themselves in the foot. What people think when they hear "culture fit" is: - attends happy hours with the boss - was in the same frat as the hiring manager - uses sports analogies But when I hear hiring managers talk about "culture fit", I hear: - embodies our core values - shows curiosity and asks questions - has low ego and seeks out feedback - proactively generates solutions to problems they've identified - brings traits to the table that are currently missing from the team Technical skills are a baseline, and in most fields, they actually become less important as you progress while soft skills and ability to navigate the internal culture and ways of operating become more and more important. And there are usually a blend of hard and soft skills behind the values that get lumped together as "culture fit". For example, at Zapier, we have a value, "Build the Robot", and in practice, it looks like being solution-oriented, finding ways to automate processes or otherwise increase efficiency, etc. If someone is in an interview process, and they highlight an inefficiency they identified and how they addressed it, they're demonstrating how they "built the robot". On the flip side, if they say that improving processes isn't their responsibility so they haven't had the chance to increase efficiency yet, this might raise questions around their ability to "build the robot". And the good news is that this is usually the stuff that you can demonstrate even if you don't have all of the technical skills. - Study a company's values - Ask the recruiter for insights into the soft skills that the hiring team values - Think through stories that can help you show how you've demonstrated these You'll likely see a lot more success in your interviews.

Are your new hires lacking engagement at work or disappearing without a trace? This concerning trend is not only frustrating but also costly for companies. Losing time, resources, and dealing with the aftermath can be overwhelming for any Hiring Manager. But fear not, there are solutions to reduce these occurrences. First, understanding candidates' priorities is key. By identifying what matters most to them in their next career move, you can ensure alignment and foster engagement from the start. Without this insight, candidates may accept a job but continue seeking a better fit elsewhere. Secondly, be aware of potential counter-offers post-hiring. Maintaining ongoing onboarding and mentoring for the first year can prevent employees from being lured back to their previous positions. Regular check-ins and addressing concerns are vital. Additionally, frequent feedback is crucial. Instead of waiting for traditional performance reviews, opt for regular meetings or stay interviews. This approach resonates well with Millennials and Gen Z, who value continuous feedback and recognition. Lastly, clarity on performance objectives is essential. Ensuring that both Hiring Managers and new hires are aligned on goals for success can significantly boost engagement and retention rates. Remember, when faced with disengaged or departing employees, reflect on your hiring process first. Solutions often lie in proactive and insightful approaches during recruitment and onboarding. #EmployeeEngagement #HiringTips #RetentionStrategies

Here’s something I’ve never shied away from: Asking tough questions. I’m in talks with executives all the time, but I’ve never let their stature intimidate me. My selection process goes beyond the resume resumes and references. It's about understanding the deeper layers of a candidate, and learning about their motivations, values, and the experiences that shaped them. I grew up with the Oprah show on daily. I’ve admired how she masterfully uncovers the true face of her guests through tough, yet thoughtful questions. I aspire to use similar techniques to get to the heart of a candidate’s story during interviews. Here’s the thing, asking tough questions isn't about grilling someone, it's about creating a space where honesty, authenticity, and vulnerability can come through. Now, no two interviews are the same. Which is why it’s important to dive deeper into the story to uncover various aspects. Here’s how you can frame these tough questions as per each candidate: 1/ Ask About Their Vulnerabilities Asking questions that allows candidates to reflect on their struggles, resilience, and growth is an integral part of the process. An example: What’s the biggest failure that you’ve experienced, and how did it shape your approach moving forward? 2/ Discover Their ‘Why’ Understanding why someone does what they do helps reveal the candidate’s core values and motivations, and gives insights that can help in determining if their personal goals align with your company’s mission. An example: Can you mention a transformative personal story, and how it influenced your professional decisions in the past? 3/ Encourage Honest Self-Reflection There must be questions that allow the candidate to introspect about their career, as the answers highlight how they handle self-reflection, growth, and change—key traits in today’s rapidly evolving business environment. An example: How do you assess your own growth and progress in your career? 4/ Get Personal Within Reason Without crossing professional boundaries, asking personal questions can give you a window into how candidates think and prioritise in life. This approach can shed light on the values they bring into the workplace and how they lead others. An example: Are there any life experiences that you believe have prepared you for this leadership role? Can you elaborate on one? Trust me, these questions will save you a lot of headache in the future. Thank me later! #Interview #Hiring #HeadHunting

I worked with a client who was stuck in the "fit" mindset, hiring people who thought and looked like the rest of the team. We made the bold choice to bring in someone with a completely different background. Someone who didn’t check all the usual boxes but had fresh ideas. We hired a candidate from hospitality for a tech role, and their experience in customer service completely changed how the team approached employee engagement. Their ideas boosted morale and retention in ways the organization hadn’t considered before. Shifting to “culture add” means asking questions like: What unique experiences, skills, or perspectives does this candidate bring that our team doesn’t already have? How can this person help us grow, evolve, and better serve our diverse clients, customers, and communities? When shifting to “culture add,” focus on these practical steps: ✅ Revisit job descriptions to eliminate language that reinforces bias and limits who applies. ✅ Redefine what makes a “strong candidate”—prioritize adaptability, curiosity, and values alignment over personal similarities. ✅ Train hiring teams on how to recognize and interrupt bias in the interview process. ✅ Use structured interviews with consistent questions to assess skills and values—not likability or “gut feeling.” Hiring for culture add is about creating a team where diverse perspectives actively contribute to your organization’s growth. What questions or challenges have you faced while rethinking hiring strategies? My comment section is open! I’d love to hear from you.

Think AI will steal your HR Job? Ignore AI and its capabilities and you'll create a self-fulfilling prophecy. Don't fear it, learn it. Here’s how AI is changing HR and what you need to do to stay relevant. 1. AI Is Revolutionizing Recruiting 📌 What’s changing: AI-powered tools are screening resumes, scheduling interviews, and assessing candidates faster than ever. ⚠️ What it means for HR: Recruiters who rely on outdated manual processes will struggle to keep up. ✅ How to stay relevant: Learn how to use AI-driven ATS (e.g., HireVue, Paradox, Eightfold AI). Use AI to reduce bias in hiring (but don’t trust it blindly—always audit AI decisions). Focus on candidate experience—AI can automate tasks, but humans build relationships. 2. AI Is Reshaping Employee Engagement & Retention 📌 What’s changing: AI can analyze employee sentiment, predict turnover risks, and personalize engagement strategies. ⚠️ What it means for HR: If you’re still guessing why employees leave, you’re behind. ✅ How to stay relevant: Use AI-powered surveys (e.g., Peakon, Culture Amp) to track engagement in real-time. Leverage AI to identify burnout risks before they become resignations. Balance AI insights with human connection—people don’t want to be managed by algorithms. 3. AI Is Streamlining HR Operations 📌 What’s changing: AI is automating HR paperwork, compliance tracking, and benefits administration. ⚠️ What it means for HR: If you’re spending hours on admin work, AI can do it faster. ✅ How to stay relevant: Learn AI-powered HRIS tools (e.g., Workday AI, BambooHR, UKG). Automate onboarding workflows to free up time for strategic HR. Shift from HR admin to HR strategy—let AI handle the paperwork. 4. AI Is Changing Learning & Development 📌 What’s changing: AI is personalizing training, recommending career paths, and predicting skill gaps. ⚠️ What it means for HR: Generic, one-size-fits-all training is dead. ✅ How to stay relevant: Explore AI-driven LMS platforms (e.g., Coursera for Business, LinkedIn Learning). Use AI to create tailored career development plans for employees. Focus on coaching and leadership development—AI can teach skills, but humans mentor. 5. AI Is Transforming HR Analytics 📌 What’s changing: AI can predict workforce trends, analyze DEI progress, and optimize workforce planning. ⚠️ What it means for HR: If you’re only looking at past HR data, you’re missing out on AI’s ability to forecast trends. ✅ How to stay relevant: Learn AI-powered HR analytics tools (e.g., Visier, ChartHop). Use predictive analytics to forecast turnover, pay gaps, and hiring needs. Partner with finance and operations—data-driven HR pros will lead the future. The best HR pros won’t fear AI, they’ll learn how to use it. Agree or disagree? ⬇️ ♻️ Repost to inspire change in your network. ➕ Follow Ricardo Cuellar for more content like this.

Hiring managers think they’re on the same page as their recruiters, but they’re not. This is why: Hiring managers define job requirements (i.e. tech stacks, frameworks, schools, companies). Next, recruiters search based on those inputs. Then, candidates later get rejected for "intangibles" that were never mentioned upfront. Intangible requirements like: ↳ How quickly someone has been promoted ↳ How much ownership they’ve shown ↳ High-agency signals that only come up in interviews For recruiters, this cycle is exhausting. Here’s a solution we recommend to every team we onboard at Juicebox: 1/ Look at real profiles together. Run a sourcing session side by side or review a talent pool together. Seeing actual candidates forces both sides to refine what “good” really looks like. 2/ Use data to reset unrealistic expectations. If the requirements are too strict, recruiters should use talent pool insights or number of available search results to push back with real data to set realistic deadlines. 3/ Talk about adjacent skills. Hiring managers know which skills transfer (React → Vue → Next.js). Recruiters need that context to widen the search intelligently. The best hack we recommend for Juicebox customers? Configure an Agent together. Candidates appear instantly, and both sides can approve or reject with context, so alignment happens upfront, not after weeks of sourcing. Recruiters shouldn’t have to carry this misalignment alone. The teams that win treat hiring as a partnership, not a transaction.

Recruiters, I want YOU to challenge your technical interviewing teams. Seriously. If they’re telling you they’re not building AI into their technical interviews, they are missing an incredible opportunity. Smart hiring teams will have their candidates use AI to get starter code and build out from there. This is a game changer. It means you can get to the good stuff in a conversation with a candidate much faster. Imagine how much more you get out of an interview when you can ask substantive questions that get to the heart of a candidate’s aptitude, skill and experience right away. Why did you make this choice and not that one? Did you consider the impact to security here? Now we’re going to change this variable. How would you rethink the approach? Spend more time conversing with a candidate. Not watching them stroke keys. Ask them to walk through the advantages and tradeoffs of their code. Inject new information to gauge their reactions. You will get so much more from that interaction and using AI allows you to be more real-world about the approach. Because devs use ALLLLLL the tools in their toolbox. And AI is a big one. #recruiting #talentacquisition #techjobs #technicalhiring #developers #hiring #jobs #candidateexperience

Dwight Jackson, a Black man, claims that the Shinola Hotel denied him a job interview because of his race. He knows this, he says, because he reapplied for the same job at the same hotel with the same resume ... with one key difference. He changed his name to John Jebrowski. While the hotel didn't offer Jackson an interview, it did offer one to Jebrowski. That, Jackson says in his recently filed lawsuit, is race discrimination. Inherent bias refers to the attitudes or stereotypes that unconsciously affect our understanding, actions, and decisions. These biases can silently influence hiring decisions, leading to discrimination based on characteristics such as race. Name bias is one example of how inherent biases manifest themselves. What can an employer do to prevent these inherent biases from infecting hiring decisions? Here are 7 suggestions: 1. Implement blind hiring practices by removing identifying information from resumes and applications. 2. Develop a structured interview process with standardized questions for all candidates. 3. Use scorecards to evaluate responses consistently. 4. Train hiring managers on recognizing and mitigating inherent biases. 5. Form diverse interview panels to provide multiple perspectives on each candidate. 6. Analyze hiring data and practices to identify and address patterns of bias. 7. Define clear, job-related criteria for evaluating candidates. Eliminating inherent bias is critical to create fair and inclusive hiring practices, which in turn helps create diverse and inclusive workplaces. It also helps eliminate the risk of expensive and nasty discrimination lawsuits.