5 Keys to Strong Partnerships Between Recruiting and Engineering Leadership

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What can you as a recruiter do to improve the relationship you have with your recruiting manager? It is not uncommon for there to be a tension between the need to fill roles quickly and the need to be considerate and egalitarian in the process. You want your engineering counterpart to feel like a partner in solving this challenge, not one that carries the burden.

B OneReq Summit: DEI in Recruitment, Tigran Sloyan, co-founder and CEO of CodeSignal, spoke with Mamuna Oladipo, VP of Product at Shopify, and Wahab Owolabi, founder of OneReq, about creating a strong partnership. Here are five key points you can use to build trust and properly prepare for diversity and inclusion talks and initiatives with your organization’s engineering leaders.

1. Communicate about values ​​and expectations from day one

When you are questioning about a candidate, this should not be the first time you interact with your engineering colleague. Instead, start by sharing who you are and what you value, and also ask about their goals and values. Both parties will benefit from the leadership being on the same page and clearly communicating the value of what has been done and what needs to be done to meet your recruitment goals.

Tigran noted that “recruiters can enter into these relationships in the expectation that they will be tense or difficult … I believe in self-fulfilling prophecies.” The right approach is a long way, and so is being upfront about how you work and what you need for support. Since the recruiting manager already has a full-time job, they will probably appreciate that there are clear and simple processes to perform. Inform your hiring partners if you need some training (e.g. interview guidance, bias training) and reviews (e.g. tracking diversity metrics along your funnel).

2. Diversity is a journey, so get to know people where they are

If you find that there is a mismatch between you and the recruiting manager in terms of your values ​​and goals for the team, try to take a step back and think of diversity as a journey that everyone is on. When you look at a company, team or engineering leader, everyone may be at a different point in this journey. If you can empathize with understanding where someone is and try to meet him in that space, he is more likely to see you as a trusted partner.

3. Talk about representation when you talk about diversity

“There’s this nickname that diversity means black. Or diversity means women. I don’t think of it that way and when I’ve worked with recruitment managers in the past, I try to define my philosophy on it,” Wehb said. “To me, diversity means representation. We are in a technological space where there is a lack of representation of women and people of color – and we may reach a space where we no longer have this lack of representation.”

Mamuna added, “You are trying to build the best products and tools for everyone and there are questions and opinions that you miss when you do not have full representation on your teams.”

4. Build trust by building your knowledge in the field

It’s easy to say recruiters should try to build trust with the engineering team, but how does that translate into action? One way is to invest time in the systems and processes that the team uses, down to the tools themselves, so that you can speak on behalf of the team and let the candidates know what the job really is. The easiest way to break trust? You get caught up in not knowing anything fundamental about how the team works – like whether the designers use Figma or Adobe.

5. Understand the skill set that the team is looking for

From a recruitment manager’s point of view, “I think the frustration stems from giving feedback and not seeing the candidates change,” Mamuna said. As a recruiter, it is your job to understand what a recruiting manager is looking for in a candidate. And as someone who cares about diversity, it’s also your job to reject whether the “match” is a particular profile or background instead of a set of objective skills.

On the other hand, Tigran added, “Sometimes the friction stems from the fact that as a recruiter I have no idea why someone was trained as ‘yes’ or why he was trained as ‘no’. So how do you learn about this skill set if you are not technical? Wahab offers a built-in feedback system partnership From the comments the team provides, “I can get a sense of ‘here are the gaps the candidate had,’ and I can get a trend and look for it and understand where the team is coming from with a successful candidate and one who is not successful. What I do do is take those notes back and use them in a general conversation. “

We hope these tips were helpful! OneReq It is a community for recruiting leaders with a passion for diversity, equality and inclusion. CodeSignal is a platform for leading assessments in the funnel and for remote interviews, allowing you to objectively measure a candidate’s coding skills in the real world. Request a demo today and discover how CodeSignal can help you reduce overhead for your engineering team while expanding your candidate pool and fighting biases.



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