Your 2020 Tech Hiring Strategy Explained

P R E SE N T S
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Con t en t s
About This Guide ? ? Page 2
2020?s Hot t est Languages ? ? Page 3
Em ployer Branding & Cult ure: 2020 Edit ion ? ? Pages 4, 5, 6, 7
Tech Sourcing 101: The No-Fuss Cheat Sheet ? ? Pages 8, 9, 10,

11, 12
Reducing Your Tim e t o Hire: The 3-St ep Guide ? ? Pages 13, 14, 15
How t o M easure Success in 2020 ? ? Pages 16, 17, 18, 19
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HACKAJOB PRESENTS | YOUR 2020 TECH HIRING STRATEGY EXPLAINED
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A BO U T TH IS GU ID E
2020 is fast approaching and w it h t his in m ind, it ?s t im e t o get

your t ech hiring in check. But w hen it com es t o hiring t he right
people for t he right t echnical roles, it can feel like a bit of a
m inefield. Aft er all, t echnology is changing at pace, m eaning
t hat t he need for com panies t o hire t ech t alent at scale has
increased dram at ically.
At hackajob, w e believe t hat t echnical recruit m ent is broken,

w hich is w hy w e?re on a m ission t o fix it . We?ve creat ed t his
short guide w it h you in m ind, because w e?re det erm ined t o help
you hire t he very best candidat es for t he job. Feat uring
everyt hing from advice on how t o source and assess candidat es,
as w ell as how t o reduce bot h cost and t im e t o hire, w e?ve com e
up w it h an assort m ent of t ips and t ricks from som e of t he very
best m inds at hackajob HQ and beyond.
We hope you enjoy!
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2 0 2 0 'S H O TTEST LA N GUA GES
Jav a
Jav aScr i pt
C
C++
C#
Pyt h on
Vi sual Basi c .N ET
SQL
PH P
Obj ect i v e- C
Gr oov y
Bash / Sh el l
Ruby
Assem bl y Lan guage
Li sp
R
Vi sual Basi c
Go
Del ph i / Obj ect Pascal
Kot l i n
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EM PLO YER BRA N D IN G & CU LTU RE:
TH E 2 0 2 0 ED ITIO N
Attracting, Nurturing and Retaining Tech Talent
Finding t echnical t alent isn?t alw ays as easy as it seem s. Aft er all, t here?s so m uch dem and for
t hose w ho can code, never m ind t he fact t hat t here?s alw ays a com pany w ho seem s t o be offering a
m ore at t ract ive proposit ion. Luckily, w e know t hat a good range of benefit s com bined w it h an
out st anding com pany cult ure can m ake all t he difference in t erm s of ret ent ion rat es.
But why is company culture deemed so important?
Ult im at ely, cult ure is crit ical t o a com pany?s overall success and should be considered t he ?bread
and but t er? of any organisat ion. It ?s im port ant t o rem em ber t hat for your em ployees, w ork is m ore
t han just a paycheck. They?re spending m ore t im e at t heir desks t han not , so w e recom m end
considering providing t hem w it h a lit t le home away from home w hilst at t he office. The physical act
of show ing t hat you care about em ployee happiness and w ell-being w ill go far w hen com pared w it h
individual product ivit y, profit and loss.
A quick Google search w ill t ell you t hat com pany cult ure ?refers to the beliefs and behaviours that
determine how a company?s employees and/ or management interact and handle outside business
transactions?. In a nut shell, com pany cult ure refers t o a feeling - alm ost a com pelling m oral
com pass t hat all em ployees possess - not w hat a post er says on a com pany w all. In any business,
you w ant t o be aim ing for a com pany cult ure t hat ?s t ot ally organic, not som et hing t hat is laid out
and defined.
The idea of com pany cult ure covers m ult iple bases including t he office it self ( t hink locat ion,
general set up and decor) , as w ell as business hours, hiring decisions, t he dress code and m ore.
Essent ially, a decent com pany cult ure covers every elem ent of your business and how t hey are
reflect ed bot h int ernally and ex t ernally - no easy feat . Rem em ber t hat your com pany cult ure can be
influenced by ex t ernal fact ors and t hings t hat m ay seem t rivial i.e. current affairs or som et hing
said in a recent com pany m eet ing; can all add up.
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2 0 2 0 ED ITIO N - CO N TIN U ED
Your Br an d Voi ce
As w it h m ost t hings, com m unicat ion is key and w hen it com es t o your brand voice, you?ll w ant t o
m ake sure t hat you?re com m unicat ing any and all m essaging in an appropriat e fashion. Don?t
underest im at e t he pow er of your people, especially as em ployees w ho ex perience a st rong
com pany cult ure are likely t o be m ore product ive, innovat ive and far less likely t o leave. In t he
end, t hey?re t he ones w ho w ill help t o spread t he w ord about your organisat ion and can even help
t o influence cust om er percept ion about your brand.
Whilst it ?s im port ant t o concent rat e on your int ernal brand voice, your ex t ernal brand voice
shouldn?t be forgot t en, as t his is w hat w ill at t ract new em ployees t o your organisat ion. Rem em ber
t hat a good brand voice w ill m ake your business seem m ore ident ifiable, as w ell as build t rust and
loyalt y because your brand has delivered such a consist ent m essage.
According t o The Harvard Business Review , t he six com ponent s of a great com pany cult ure include
t he follow ing:
Vi si on
Val ues
Pr act i ses
Peopl e
N ar r at i v e
Pl ace
We?ve int erpret ed t hem for you w it hin t he follow ing pages:
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Vi si on
Your com pany ?m ission st at em ent ?, your overall vision seeks t o guide your business values and is
t he first port of call for com pany com m unicat ion. This can be broad so don?t t ry t o m ake yours t oo
niche; it ?s an aspirat ion aft er all. Think of t his as your founding st at em ent , t he t hing t hat set s you
apart from t he rest .
Val ues
A w ay t o offer guidance, your com pany values are a w ay in w hich t o describe your com pany voice
and vision. Ex am ples of st rong values include ?account abilit y?, ?boldness? and a ?com m it m ent t o
cust om ers?. Your com pany values should be t hings t hat em ployees are proud t o follow and w ant t o
inst ill in ot hers.
Pr act i ses
Whet her your com pany has a horizont al st ruct ure, a flat hierarchy or prom ises t hings such as a
dream job, it ?s up t o you t o pract ise w hat you preach and creat e com pany pract ises t hat allow you
and your em ployees t o pursue your object ives. Prom ot ions and m ore should all be baked int o your
overall st ruct ure, m eaning t hat your com pany can find w hat feels good and t ake ow nership of it .
Peopl e
Whilst your corporat e cult ure can ( and should) be used as t he backbone of any recruit m ent
st rat egy, it ?s t he people you em ploy w ho w ill t ake your m essaging forw ard. Ensure t hat you have
st ringent recruit m ent policies in place so t hat you can hire not only t he m ost t alent ed individuals,
but also t he ones w ho are going t o em body your overall cult ure and sent im ent . You need t o find
t he kind of people w ho are proud t o w ork for you, w ant t o be t here and are w illing t o inspire
ot hers.
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N ar r at i v e
How did your com pany st art ? When it com es t o t his com ponent , don?t rely on fairyt ales t o get
your m essage across. St oryt elling is one of t he m ost im port ant com ponent s of com pany cult ure, so
look back, discover how your com pany w as borne and t ell t he t rue t ale - not som e m ade-up fict ion
t hat sounds com pelling. At hackajob for ex am ple, it all began via a m eet ing w it h our co-founders at
a Cafe Nero in Liverpool St reet .
Pl ace
Your office, your hub, your hom e. It ?s w here your em ployees congregat e and are likely t o spend
m ost of t heir t im e. The layout of your office is m ore im port ant t han you t hink and t he t hings t hat
you m ay consider unim port ant ( like open archit ect ure for ex am ple) , can act ually reflect
t oget herness, collaborat ion and product ivit y. Ult im at ely, it ?s up t o you t o decide w hat kind of
m essage you w ant t o be sending, but separat e offices and cubicles are unlikely t o spread one of
openness.
If you?re st ill not convinced, t ry t hese st at s as som e food for t hought :
- Em ployees w ho are happy are 12% m ore product ive t han em ployees w ho are unhappy
- 90% of em ployed people believe t hat w ell-being program m es affect w ork cult ure posit ively
- 77% of em ployees feel t hat t he am ount of paid parent al leave provided DOES influence t heir
choice of an em ployer over anot her
In t he end and no m at t er how you slice it , com pany cult ure is an essent ial part of any business
st rat egy. Leading t o bet t er overall product ivit y and higher ret ent ion rat es, com pany cult ure should
be t aken seriously w it hin your organisat ion.
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TECH SO U RCIN G 1 0 1 :
TH E N O -FU SS CH EAT SH EET
According t o a LinkedIn Talent Trends report , only 36% of t he w orkforce is act ively looking for a
new opport unit y at any given t im e, but an ent ire 90% is w illing t o t alk and learn m ore. So how do
you engage w it h such a large proport ion of t he w orkforce? To help you hit your recruit m ent goals,
w e?ve put t oget her an easy-t o-follow cheat sheet det ailing all-t hings t ech sourcing, and how t o
m ake it w ork for you:
Sour ci n g VS Recr ui t i n g
In a nut shell, candidat e sourcing refers t o cert ain w ays t hat recruit ers proact ively ?source?
candidat es. Wit h an end-goal of relat ionship building leading t o placing som eone in a new role,
sourcing is a w ay t o collect inform at ion about prospect ive candidat es, as w ell as inform people
about pot ent ial job openings.
In t erm s of recruit m ent , sourcers find t he init ial candidat es ( w e?ve included som e sim ple sourcing
st rat egies and t ools below ) , w hereas t radit ional recruit ers screen t he candidat e ( t hink skills, not
CV?s) , get t hem int erview s and place t hem int o t heir shiny new roles.
Sourcing should be a part of every recruit er?s arsenal. Whilst som e people are st rict ly ?sourcers?
and aren?t as act ively involved in t he recruit m ent process, w e believe t hat sourcing com plim ent s
t he recruit m ent life cycle perfect ly. Aft er all, sourcers can help t o hire for bot h present and fut ure
needs, as w ell as find people based on a com pany's current goals, such as diversit y and inclusion.
Essent ially, sourcing is one of t he m ost int egral part s of recruit m ent and can help t o build a
fut ure-proofed hiring pipeline.
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CO N TIN U ED
Si m pl e Sour ci n g St r at egi es
We?ve out lined som e sim ple, yet effect ive st rat egies t hat you and your t eam should consider w hen
looking t o find t op t echnical candidat es:
Th e soci al t ouch
One of t he m ost effect ive sourcing st rat egies, w e recom m end using social m edia t o your
advant age. As an ex am ple, LinkedIn is w here you?re m ost likely t o find plent y of candidat es, bot h
act ive and passive. M aking int roduct ions is easy, so use t ailored, personable m essaging t o your
advant age.
Whilst LinkedIn is likely t o be your first port of call, don?t neglect lesser-know n rout es, such as
Slack. Offering even m ore personal int eract ions, Slack is one of t he best inst ant m essaging t ools on
t he m arket . We recom m end finding t ech com m unit y ?channels?, joining t hem and becom ing part
of t he conversat ion. Som e of our favourit e Slack channels include Recruit m ent Slackers, TechHR
and # TechLondon. What ?s m ore, you can m ake real-t im e connect ions, chat t o people one-on-one
and all conversat ions are searchable - perfect for building a sourcing pipeline.
Ot her social plat form s can also be useful, how ever it depends ent irely on your audience. As an
ex am ple, Inst agram can be a fant ast ic sourcing resource for eit her graduat es or ent ry-level
candidat es, w hereas Tw it t er is likely bet t er suit ed t o t hose w ho are m id-level or above. Rem em ber
t o t ailor t he candidat e ex perience t o t he part icular plat form you?re sourcing for, and voila!
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CO N TIN U ED
Ev en t s
No m at t er w het her you plan on at t ending or host ing an event , t hey should be a key part of your
sourcing st rat egy. A great w ay t o find and engage w it h t echnical t alent in person, event s are a
sure-fire w ay for you t o put your sourcing skills t o t he t est . Event s are also useful in t he sense t hat
t hey provide sim ple t alking point s t hat you can t ake advant age of ( e.g. discussing a t opic
m ent ioned in a keynot e speech) and use for net w orking w it h ot her at t endees.
Rem em ber t hat w hen looking for candidat es t o engage w it h, you aren?t likely t o find t hem at a
glit zy B2B conference. Inst ead, w e recom m end at t ending hackat hons, local t ech m eet ups and
anyt hing t hat involves t he w ords ?code?, ?pizza? and ?beer?.
For host ing your ow n event s, t he sam e loose rules apply. Finding an engaging speaker can seem
like a daunt ing t ask, but it ?s not as difficult as it seem s. Reach out t o your connect ions and m ake
sure t o speak t o your int ernal engineering t eam - som eone w ill alw ays know som eone or t here m ay
even be a shining st ar w it hin t he t eam t hem selves. Pick som et hing t opical t o speak about , or opt
for m ore of an ?open-evening?-st yle gat hering w here you invit e t echnical t alent t o com e and learn
about t he different t echnologies you use int ernally.
Don?t forget t o put out snacks and invit e a w ide pool of people. If you?re st ruggling t o find
at t endees, reach out t o a local coding school of your choosing and part ner w it h t hem for help w it h
a guest list .
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CO N TIN U ED
Por t f ol i os
At hackajob, w e cham pion t he idea of skills over CV?s. We?re by t echies, for t echies, and w e underst and t hat
show casing a solid skill-set m akes far m ore sense t han looking at w het her or not a pot ent ial candidat e has a
degree in Com put er Science from Cam bridge. The best w ay t o find out w hat a candidat e can really do? Look
at t heir port folio and no, w e?re not t alking about sket chbooks here. For t echnical t alent , a port folio
show cases t heir t echnical abilit y; w het her it be creat ing an app, w orking on a longer-form project or even
doing som et hing a lit t le m ore out -of-t he-box and creat ive - anyt hing goes. Not e t hat t echnical port folios are
likely t o be found on sit es such as Git Lab and Git Hub.
A w ay t o assess w hat skills pot ent ial candidat es have, a t echnical port folio enables you t o physically see
w here candidat es have applied t heir know ledge. An ex cellent resource, port folios should be used as a
st art ing point and allow you t o ask quest ions such as w hy candidat es have chosen t o w rit e cert ain code,
w hat t hey?d im prove upon for nex t t im e and w hat t hey?d like t o be w orking on nex t .
M ach i n e l ear n i n g
Whilst t he above ex am ples are fant ast ic sourcing t echniques, if you require a t ot ally hassle-free w ay t o
source t echnical candidat es; w e recom m end using m achine learning t o your advant age. We?ve spoken about
t he benefit s of m achine learning previously and how it does all of t he hard w ork for you. As an ex am ple,
hackajob?s m achine learning capabilit ies m at ches you t o candidat es based on t heir skill-set and t he qualit y of
t heir code alone. Not hing m ore is required.
From t here, you?re free t o share pot ent ial candidat es w it h your t eam or int egrat e t heir profile ( including
t heir skill-set ) int o your ex ist ing ATS and reach out t o t hem as you please. M aking your life easier, hackajob
does t he sourcing so t hat you can m ake t he final hiring decisions. It ?s essent ially like having your very ow n
digit al sourcer, available at t he drop of a hat , w henever you need an ex t ra pair of hands.
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CO N TIN U ED
Best Pr act i se Ti ps
1. Spl i t out your t ask s
Sourcing and recruit ing should be split out accordingly. Rom e w asn?t built in a day, so give
yourself t im e t o build up a pipeline ( hackajob can help you w it h his) and then int erview
prospect ive candidat es for new roles.
2. St r at egi se
There are lot s of different w ays t o build a com pelling pipeline of present and fut ure
candidat es. Think about t he skills you require your t eam t o have and go from t here.
Ex plore w ays t o keep your net w ork engaged, such as post ing via social m edia and
at t ending/ host ing event s.
3. Ut i l i se M ach i n e Lear n i n g
Let m achine learning rem ove any unconscious bias from t he hiring process w hilst
producing only t he highest qualit y candidat es based on skill-set alone. hackajob can help
you hire candidat es based on skills ( not CV?s) and in just 17 days.
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RED U CIN G YO U R TIM E TO H IRE:
TH E 3 -STEP GU ID E
When hiring t echnical t alent , t im e t o hire and cost per hire are t w o of t he biggest concerns. We
spoke w it h our ex pert in-house t eam t o discover som e t ricks of t he t rade and learn w hat it really
t akes t o reduce t im e t o hire in part icular.
Be St r at egi c
Research t ells us t hat t he global average t im e t o hire an engineer is around 62 days. It ?s a lot , and it
really doesn?t m ake it easy w hen you?re looking t o fill a role ASAP. To reduce your t im e t o hire,
you?ve got t o be st rat egic. What roles are you looking t o fill and w hat do you require of t hem ? Ask
yourself, w h at does m y business need, w h en are t he key sales periods going t o be t his year and
w h i ch t eam s are going t o ex pand? Thinking t his w ay allow s you t o st art t hinking about point s
from our previous guide t o sourcing, including building out a t alent pipeline w ell ahead of t im e t o
get ahead of t he hiring curve. Rem em ber t hat you can st art t o build out job specs for every role in
t he business, just in case.
M ake sure t hat you are on t he sam e page as your hiring m anager. Aft er all, t he clock is t icking and
it ?s not going t o st op unt il t he posit ion is filled. Work w it h t hem t o devise a plan, looking at
realist ic t im efram es for all involved. Clear your diaries, as you?ll bot h w ant t o set aside plent y of
t im e t o look at pot ent ial candidat es.
Suppl y an d Dem an d
In t erm s of nex t st eps, w e recom m end w orking w it h your w ider t eam t o ensure t hat you are as
accurat e as possible w hen w rit ing your job spec. Work out ex act ly w hat is needed from a new hire,
including skills, ex perience and day-t o-day t asks. Whilst it m ay seem useful t o look at ot her
available job specs, w e w ouldn?t recom m end copying t hem . You m ight use som et hing from a spec
t hat doesn?t engage w it h candidat es and end up w ast ing your t im e.
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TH E 3 -STEP GU ID E - CO N TIN U ED
Be dat a-driven w hilst conduct ing your search. Cont inue t o liaise w it h your hiring t eam and find
out as m any st at s as possible such as:
- How long it current ly t akes t o fill roles

- How does your current t im e t o hire com pare w it h indust ry st andards
- How long it t akes your com pany t o m ove bet w een t he different hiring st ages e.g. from
init ial applicat ion t o t he final int erview st age
When looking for new t alent , search for t he specific skills t hat you?re looking for. For ex am ple, if
you?re looking for a Java developer w ho is fam iliar w it h AWS or M icroservices, m ake sure t o look
for t hose nuances in your candidat e search. That w ay you can be sure t hat you?ll find ex act ly w hat
you?re looking for, inst ead of som eone w ho pot ent ially doesn?t quit e fit t he bill.
Pr ep f or Success
Anot her w ay t o reduce your t im e t o hire? Get prepped. Finding desirable candidat es m ay seem like
a chore, but it ?s a m ust in order t o m ove forw ard w it h your hiring st rat egy. Using t he advice
above, only choose t hose w ho have t he skills and st rengt hs t hat you need for a part icular role. If
som eone?s gone above and beyond, great , but if it doesn?t seem like t hey have quite w hat you?re
looking for, add t hem t o a ?m aybe? pile.
Our recom m ended nex t st ep? Call your pot ent ial candidat es and opt for a phone int erview before
t aking it any furt her. Wit h m any com panies opt ing t o use a phone call as part of t he first st age
int erview process, It doesn?t have t o be a long conversat ion but it w ill help you t o see t he
difference bet w een a good candidat e and a great one. For ex am ple, it ?s a handy sit uat ion t o clarify
any det ails on t heir resum e, assess w het her t he candidat e is a good com m unicat or and even gauge
how int erest ed t hey are in t he posit ion.
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TH E 3 -STEP GU ID E - CO N TIN U ED
Be t horough in your init ial calls and go over as m uch as you can before deciding w het her
or not your hiring m anager should m eet t hem in person. Rem em ber t hat phone int erview s
are as m uch as an opport unit y for candidat es as t hey are for you, and t hey?ll help you sell
your com pany t o t he candidat e - it ?s far m ore likely t hat t hey?ll go t hrough t he int erview
process quicker.
Overall, t he int erview process is t he biggest fact or t o consider w hen reducing your t im e t o
hire. If you?re feeling slight ly st uck and need t o m ake som e crit ical hires in a short am ount
of t im e, hackajob can help. We?re ex pert s in finding t he best t echnical t alent on t he
m arket and reduce t he am ount of hiring st ages by sim ply show casing candidat e code
up-front .
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H O W TO M EA SU RE FO R 2 0 2 0
Once you?ve got all of t he recruit m ent m easures w e?ve out lined above in place, it ?s key t o ensure
t hat you measure your hiring st rat egy. At hackajob, w e believe in a dat a-first approach and t hink
t hat it ?s vit al t hat you m easure every part of your hiring process so t hat you can see w hat ?s
w orking, any grey areas and w hich part s of your st rat egy m ay require a lit t le m ore w ork. In t erm s
of m easurem ent , t he t hree t radit ional w ays t o m easure your recruit m ent successes are:
Ti m e
Cost
Qual i t y
We?ve elaborat ed on t hem furt her, so t hat you can learn best -pract ice t echniques and m ax im ize
your hiring result s:
Ti m e
The biggest challenge of any hiring st rat egy is m ost cert ainly t he elem ent of t im e. The average
t im e t o hire soft w are engineers in t he UK is 58 w orking days w hich can m ake it challenging w hen
you need a candidat e in t he office now VS in alm ost t w o m ont hs t im e. What ?s m ore, each open
posit ion can cost a business as m uch as an addit ional £ 25,000. At hackajob w e recognised t his
issue, w hich is w hy our w hole syst em is built around reducing t he am ount of t im e t o hire. We?ve
w orked and cont inue t o w ork w it h client s w hose t im e t o hire is t ypically a t hree figure num ber,
usually due t o int ernal processes, and w e enjoy t he challenge of helping com panies t o dram at ically
reduce t hat num ber.
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H O W TO M EA SU RE FO R 2 0 2 0 :
CO N TIN U ED
But w hy is t im e t o hire such a huge issue? For one t hing, m any com panies feel t hat t hey have a
lack of supply, how ever, m ore oft en t han not , t hey do have enough candidat es but t heir processes
are over-com plicat ed; m eaning t hat t hey just can?t keep candidat es engaged for long enough.
Whet her it ?s hiring m anager review s or five st age int erview processes, t he lengt h of t im e spent
int ernally reflect s t he am ount of t im e spent ex t ernally. As a recruit m ent plat form t hat focuses on
blending AI w it h hum an curat ion, w e?re proud t o say t hat our average t im e t o hire is just 17
w orking days. Overall, w hilst t im e t o hire m ay seem com plicat ed, w e believe t hat it ?s act ually t he
easiest com ponent t o m easure w it hin t he hiring process; as long as you w ork t o overcom e int ernal
fact ors such as unnecessary int erview st ages, as a m at t er of urgency.
Cost
When looking at cost , one of t he m ost im port ant t hings t o rem em ber is t he average salary for a
soft w are developer in t he UK is £ 62,000 per year. Anot her t hing t o not e? The average agency fee
is around 17-18% of t hat cost . There?s been a huge rise in t he num ber of int ernal recruit ers,
especially in t he last five years and t hey?re likely t o be m easured on direct fill rat e of som ew here
around 90% . How ever, soft w are developers aren?t oft en included in t hat m ix because it is just so
hard t o find good t echnical candidat es overall.
If w e t hink about £ 12,000 being t he t ypical agency fee, any fee under £ 4,000 per ex perienced
t echnical hire is t ypically considered a success and a good cost per hire w it hin t he t echnology
space. This ends up being around a 60-70% saving versus agency fees.
Cost is int erest ing t o m easure, sim ply because com panies int erpret and m easure it in lot s of
different w ays. A t rue cost per hire for any business should fact or in your int ernal recruit m ent
salaries and your hiring m anager salaries, but t he realit y is t hat m ost businesses w ill m easure cost
per hire on how m uch t hey?ve spent on acquiring t alent e.g. by using LinkedIn or a different job
board, divided by t he num ber of hires t hey?ve m ade. M ost businesses st art t here because it ?s t he
easiest , m ost com pelling st at t o t ake back t o a business and is a m uch sm aller figure com pared18
to
agency hires. 17
CO N TIN U ED
Qual i t y of h i r es
Tim e and cost per hire t end t o look at how w e can do everyt hing quicker and cheaper, w hereas
quality of hire looks in t he ot her direct ion at som et hing ent irely different . In fact , qualit y of hire
looks at how good a candidat e is, part icularly in t erm s of bot h skill-set and cult ure fit , no m at t er
t he t im e or cost involved.
If you look at a larger corporat ion such as one of t he big four, m ore oft en t han not , t hey?re quit e
happy t o t ake a longer t im e t o hire ( som e t ake as long as six m ont hs) because t hey don?t w ant t o
com prom ise on t hat overall qualit y. Our t ake? You shouldn?t opt im ise for t im e and cost at t he
sacrifice of qualit y per hire, how ever you can definit ely achieve a very com pet it ive cost and t im e
w hilst also m aint aining a good st andard of qualit y, as long as you have a really t horough screening
process. Whet her t hat m eans you have m ore in-dept h on-sit e int erview processes or use a t ool such
as hackajob, it ?s absolut ely st ill possible.
M ost businesses don?t m easure qualit y of hire sim ply because it 's so subject ive t o m easure.
How ever, som e int ernal recruit ers are now incent ivised on qualit y of hires and t his st at ist ic can be
m easured on t hings like jobs filled and how m any candidat es have passed t heir probat ion period.
Som e businesses t ake it even furt her and m easure against a candidat es? first annual review and see
w hat im pact t hat has. Whilst m easuring VS an annual review is great , it 's definit ely a lagging
indicat or because you have t o w ait a year so t hat ?s w ort h adding t o your overall considerat ions.
19
18
CO N TIN U ED
Overall, w hilst it ?s key t o m easure your hiring success against t he t opics w e?ve highlight ed above,
it ?s crucial not t o forget about diversit y and inclusion. In fact , you should m ake m easuring D&I a
t op priorit y w it hin your organisat ion. The m ajorit y of businesses don?t m easure D&I, but it should
be m easured at t he t op of t he funnel, t hroughout t he ent ire int erview process and from a ret ent ion
perspect ive. Wit hout dat a, you w on?t be able t o ident ify any pot ent ial red flags w hich is a big no-no
and you m ay st ruggle get t ing a 50/ 50 gender split at t he at t ract ion st age of your hiring funnel for
ex am ple.
Taking it one st ep furt her, you?d even be able t o see if you had a 50/ 50 gender split at t he
at t ract ion st age and could easily ident ify if t hat lagged at any point in t he funnel. If t his w ere t o be
t he case, you?d be able t o ident ify an unconscious bias problem w it hin your business. Don?t forget
t o m easure how you retain diverse t alent also. Think about how you build an inclusive cult ure and
m ake sure t hat everyone feels involved. Ult im at ely, you and your business should t ake a st and and
set pract ices and guidelines t hat em pow er your em ployees, give everyone a voice and ensure t hat
nobody is ex cluded. You m ight not alw ays get it right , but by set t ing t he precident , you're paying
it forw ard for t he nex t generat ion of em ployees.
Gui del i n es:
Aim t o have your t im e t o hire under 20 w orking days
Have your cost per hire under £ 4,000
Opt for 50/ 50 short list s at every st age of t he int erview funnel
M easure qualit y of hire based on probat ion periods first , t hen look int o ot her fact ors 20
19
Get in t ouch
hello@hackajob.co
w w w.hackajob.co
21

Your 2020 Tech Hiring Strategy Explained

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Your 2020 Tech Hiring Strategy Explained

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P R E SE N T S

About This Guide ? ? Page 2

2020?s Hot t est Languages ? ? Page 3

Em ployer Branding & Cult ure: 2020 Edit ion ? ? Pages 4, 5, 6, 7

Tech Sourcing 101: The No-Fuss Cheat Sheet ? ? Pages 8, 9, 10,

How t o M easure Success in 2020 ? ? Pages 16, 17, 18, 19

2020 is fast approaching and w it h t his in m ind, it ?s t im e t o get

At hackajob, w e believe t hat t echnical recruit m ent is broken,

We hope you enjoy!

But why is company culture deemed so important?

If you?re st ill not convinced, t ry t hese st at s as som e food for t hought :

1. Spl i t out your t ask s

- How long it current ly t akes t o fill roles

Gui del i n es:

Aim t o have your t im e t o hire under 20 w orking days

Have your cost per hire under £ 4,000

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