Given a 30-45 minutes to select a new colleague, what do you ask? What can you determine in your time slot? How can you decide that this candidate is truly qualified? (Is it your fault if they don't work out?) This webcast answers those questions and more. Targeted toward managers and engineers looking to hire for technical positions, it will also be useful to job seekers who want to understand what is happening on the other side of the table.

1. Techniques for hiring great engineers

2. Elecia White Logical Elegance 2

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6. Scientific
thought
Personality
Skill
Good hire
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7. Strategy Tactics
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11.  Can she do the job?
 Can you work with her?
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12. …
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13.  Title VII prohibits employment discrimination based on
race, color, religion, sex, or national origin;
 EPA protects men and women who perform substantially equal
work in the same establishment from sex-based wage
discrimination;
 ADEA which protects individuals who are 40 years of age or older;
 ADA prohibits employment discrimination against qualified
individuals with disabilities in the private sector, and in state and
local governments;
 GINA prohibits employment discrimination based on genetic
information about an applicant, employee, or former employee;
and
 The Civil Rights Act of 1991 (among other things) provides
monetary damages in cases of intentional employment
discrimination.
http://www.eeoc.gov/facts/qanda.html
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19. 0-3 • Small talk (refreshment, break, etc.)
3-8 • Short technical question
8-13 • Interpersonal question
13-22 • Long technical question
22-27 • Questions from the interviewee
27-30 • Short question based on resume
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22. 1. I will immediately tender my resignation if you offer this person a job.
2. Extremely weak candidate. This person is likely to be a long-term drain on resources, and may
well never make the transition to being a net positive contributor.
3. Weak candidate. Initially, this candidate will be a net loss, requiring
training, mentoring, constant guidance and close supervision. They may grow in time, and
become a net contributor, but it is not clear when (or if) this will occur.
4. Mediocre candidate: This person demonstrated some obvious deficiencies in the course of the
interview, although they were not a complete train wreck.
5. Fair candidate: This person showed no particular brilliance, but no glaring deficiencies
either. They will require support and assistance, but it is reasonable to expect that they will
become a useful if uninspired contributor in time.
6. Reasonable candidate: This person seems like they may become a valuable team
member, after some start-up delay.
7. Strong candidate: This person is likely to become a valuable member of the team fairly quickly.
8. This is an extremely strong candidate. While not a rock star, they have an impressive breadth
and depth of knowledge, and will come up to speed very quickly. Unless there is a rock star
candidate in the line-up, we should very strongly consider making this person an offer.
9. This person is a rock star. They will make an immediate and valuable contribution to the
company, and we are unlikely to find a better fit for this job than this candidate.
10. I will immediately tender my resignation if you do not offer this person a job.
(Taken from Phil King at http://weekendengineering.blogspot.com/.)
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23. Elecia White
My book: Making Embedded Systems
Twitter: @logicalelegance
My company: http://www.logicalelegance.com/
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