OGL 481 Pro-Seminar I:

Choosing an Organization Worksheet

Judy Garb

1/12/2024

Dr. Joy D’Angelo

 The recruitment drive focused on the Product Team, where I, along with another recruiter,
aimed to fill three distinct Product Manager roles. Product Manager roles are notoriously difficult to fill
due to the multifaceted skill set required, which must span technical expertise, market acumen, and
strong leadership qualities. Additionally, the need for alignment with several Group Product Managers
across various teams added complexity to finding the right candidate fit for the role. This process
involved close collaboration with four Group Product Managers (GPMs) across various teams. At the
onset, the hiring stages included the following; resume screening, two technical screens, an intensive
take-home assessment (lasting 6 hours), and a comprehensive two-round onsite interview process.
During my recruitment efforts at Getaround, I encountered several challenges that required careful
navigation and strategic solutions.

One significant challenge was the misalignment of skill set expectations among the Group Product
Managers (GPMs). Each GPM had a unique perspective on what skills were necessary for their teams,
leading to inconsistencies in the technical screening process. Candidates often passed the first technical
screen but then failed the second, reflecting these varied criteria
Another major obstacle was scheduling complexity. The packed schedules of the hiring team members
made it difficult to coordinate interviews, often leading to delays in the recruitment process.

Cross-team evaluation also presented its own set of challenges. During the onsite interview phase,
evaluators from diverse teams such as design, engineering, and analytics were involved, each with their
own set of expectations. The lack of clear, role-specific criteria often led to confusion and inconsistency
in evaluating candidates.

Furthermore, the lengthy take-home challenge, which required 4-6 hours of commitment, resulted in a
high dropout rate among candidates. The extensive time demand of this assessment phase was a barrier
for many potential hires, impacting our ability to maintain a robust candidate pipeline
Navigating these challenges required a thoughtful approach, balancing the needs and expectations of
various stakeholders while ensuring a smooth and efficient recruitment process.

Describe how the symbols of the organization influenced the situation.

Reflecting on Getaround's symbolic frame—its mission, vision, and values—sheds light on the
recruitment challenges for the Product Team. The mission to connect people with cars for a better
community life, paired with a vision of building the world's best car-sharing marketplace, emphasizes the
need for Product Managers who not only possess technical skills and market acumen but also embody
values of Performance, Authenticity, Collaboration, and Empowerment also known as PACE. These
symbols guided our approach, demanding the need for candidates that aligned beyond mere technical
abilities but also included a shared purpose-driven ethos.
The recruitment drive's complexities, from misaligned expectations among Group Product Managers to
the intensive evaluation process, underscored the importance of these symbolic elements. The emphasis
on collaboration and empowerment became particularly crucial as we navigated scheduling challenges
and cross-team evaluations, ensuring that each candidate's assessment harmonized with Getaround's
overarching goals. The symbolically charged recruitment process ultimately aimed to reinforce the
company's values, ensuring that new hires would not only fill technical roles but also advance the
mission and vision that define Getaround's identity.

Recommend how you would use organizational symbols for an alternative course of action regarding
your case.

To leverage the organizational symbols in addressing recruitment challenges at Getaround, a more

cohesive approach rooted in the core values—Performance, Authenticity, Collaboration, and
Empowerment—can be employed. First, embodying the value of Collaboration, I'd propose a unified
screening framework developed jointly by all stakeholders, ensuring alignment on role expectations. This
can mitigate misalignments and enhance the candidate experience. Secondly, integrating the principle of
Empowerment, we could decentralize certain decision-making aspects, allowing Group Product
Managers more autonomy within a guided framework, speeding up the process without compromising
quality. Emphasizing Authenticity, transparency about the rigorous selection process should be
communicated upfront to potential candidates, aligning expectations and reducing dropout rates. Lastly,
by focusing on Performance, we could streamline the recruitment process, perhaps by shortening or
optimizing the take-home challenge to maintain a strong candidate pipeline without sacrificing
assessment quality. These actions, reflective of Getaround’s symbolic core, promise not just to refine
recruitment but to enrich our organizational culture, making it more attractive to top talent who share
our vision and values.

Reflect on what you would do or not do differently given what you have learned about this frame.

Reflecting on the organizational symbols within Getaround, my approach to recruitment would evolve to
further embody our values of Performance, Authenticity, Collaboration, and Empowerment.
Understanding the symbolic frame has underscored the importance of not just aligning with technical
competencies but also with our mission and values. I'd emphasize clearer communication of these values
in the recruitment process to attract candidates who are not just skilled but also passionate about our
vision.
Additionally, I would foster a more collaborative decision-making process, ensuring all stakeholders have
a voice, thereby avoiding the pitfalls of misalignment and enhancing our collective efficacy. This
reflection has highlighted the need for a balanced approach that integrates our organizational symbols
into every step of the recruitment process, ensuring that it not only identifies the right talents but also
cultivates a culture that propels us towards our shared goals.
 References

Bolman, L. G., & Deal, T. E. (2021). Reframing organizations: Artistry, choice, and leadership (7th ed.). San
Francisco, CA: Jossey-Bass