|
| 1 | +--- |
| 2 | +theme: ../../../slidev-theme |
| 3 | +title: "So you want to hire engineering force multipliers?" |
| 4 | +info: | |
| 5 | +# apply unocss classes to the current slide |
| 6 | +drawings: |
| 7 | + persist: false |
| 8 | +selectable: true |
| 9 | +mdc: true |
| 10 | +overviewSnapshots: true |
| 11 | +author: Hazel Weakly |
| 12 | +themeConfig: |
| 13 | + primary: "hsl(var(--color-fg))" |
| 14 | +fonts: |
| 15 | + sans: "Zilla Slab" |
| 16 | + serif: "Italiana" |
| 17 | + mono: '"Victor Mono"' |
| 18 | + provider: none |
| 19 | + |
| 20 | +# front matter for first slide |
| 21 | +layout: fact |
| 22 | +defaults: |
| 23 | + layout: statement |
| 24 | +--- |
| 25 | + |
| 26 | +# So You Want to Hire Engineering Force Multipliers? |
| 27 | + |
| 28 | +--- |
| 29 | +layout: two-cols-header |
| 30 | +--- |
| 31 | + |
| 32 | +# What's the Talk About? |
| 33 | + |
| 34 | +::left:: |
| 35 | + |
| 36 | +We're covering: |
| 37 | + |
| 38 | +- What force multipliers actually look like |
| 39 | +- Interviews in the age of AI |
| 40 | +- How to improve and debug your interview process |
| 41 | + |
| 42 | +::right:: |
| 43 | + |
| 44 | +This is **not**: |
| 45 | + |
| 46 | +- A copy-and-paste template |
| 47 | +- Authoritative |
| 48 | +- A comprehensive guide to _everything_ on hiring |
| 49 | + |
| 50 | +<style> |
| 51 | +.two-cols-header { |
| 52 | +grid-template-rows: auto 1fr; |
| 53 | +} |
| 54 | +</style> |
| 55 | + |
| 56 | +--- |
| 57 | + |
| 58 | +# Force Multipliers and Innovation |
| 59 | + |
| 60 | +Cumulative culture. Intellectual humility. Ecological awe. |
| 61 | + |
| 62 | +<!-- |
| 63 | +The core of intellectual humility is a meta-cognitive ability to recognize the limits of one's beliefs and knowledge. |
| 64 | +--> |
| 65 | + |
| 66 | +--- |
| 67 | + |
| 68 | +# Hiring in the<br/> AI Era |
| 69 | + |
| 70 | +<!-- |
| 71 | +The best way to win is to not play the "are you cheating" game. |
| 72 | +--> |
| 73 | + |
| 74 | +--- |
| 75 | +layout: intro |
| 76 | +--- |
| 77 | + |
| 78 | +# Writing a Better Interview |
| 79 | + |
| 80 | +1. Experiment a lot |
| 81 | +2. Select for factors that are "impossible" to game |
| 82 | +3. Identify signals that show **regardless of socioeconomic background** |
| 83 | + |
| 84 | +--- |
| 85 | +layout: fact |
| 86 | +--- |
| 87 | + |
| 88 | +# The Privilege Factor |
| 89 | + |
| 90 | +Socioeconomic environments influence social cognition |
| 91 | + |
| 92 | +Marginalized $\rightarrow$ via cultural processes |
| 93 | + |
| 94 | +Privileged $\rightarrow$ via technical processes |
| 95 | + |
| 96 | +Most interviews only test technical _solutions_ to "technical problems" |
| 97 | + |
| 98 | +<!-- |
| 99 | +The important part for hiring is the author's observation that the conditions in lower class communities promote social cognition via cultural processes |
| 100 | +
|
| 101 | +Concretely: rather than looking for social cognition signals _only_ via technical process, I teach interviewers to identify fluency signals of cultural _and_ technical processes. |
| 102 | +
|
| 103 | +I also structure systems questions to bring out both skill-sets. |
| 104 | +--> |
| 105 | + |
| 106 | +--- |
| 107 | +layout: quote |
| 108 | +--- |
| 109 | + |
| 110 | +# Impact requires technical _and_ cultural problem solving skills |
| 111 | + |
| 112 | +--- |
| 113 | + |
| 114 | +# Designing a Better Interview |
| 115 | + |
| 116 | +--- |
| 117 | +layout: intro |
| 118 | +--- |
| 119 | + |
| 120 | +# Exercise Time! |
| 121 | + |
| 122 | +1. Write out your favorite "system design" interview question |
| 123 | +2. Follow along with me and we'll improve it |
| 124 | +3. Then we'll debug it and iterate |
| 125 | + |
| 126 | +--- |
| 127 | + |
| 128 | +# System Design |
| 129 | + |
| 130 | +> "How would you approach splitting a monolith?" |
| 131 | +> |
| 132 | +> (insert a description of the monolith here) |
| 133 | +
|
| 134 | +<!-- |
| 135 | +it primes the interviewer to look for a specific architecture and approach |
| 136 | +towards "thinking out loud" and its overly biased towards "technical" cognition |
| 137 | +--> |
| 138 | + |
| 139 | +--- |
| 140 | +layout: default |
| 141 | +--- |
| 142 | + |
| 143 | +# Identify What Good _Can_ Look Like |
| 144 | + |
| 145 | +<Transform :scale="1.4"> |
| 146 | + |
| 147 | +1. What is the "cultural" approach to this? |
| 148 | +2. What's the "technical" approach to this? |
| 149 | + |
| 150 | +For each one, write down |
| 151 | +one key _positive_ indicator and |
| 152 | +one key _negative_ indicator. |
| 153 | + |
| 154 | +For each indicator, write down _why_. |
| 155 | + |
| 156 | +</Transform> |
| 157 | + |
| 158 | +--- |
| 159 | +layout: default |
| 160 | +--- |
| 161 | + |
| 162 | +# Splitting a Monolith |
| 163 | + |
| 164 | +(Hazel's Example Answer) |
| 165 | + |
| 166 | +- What is the "cultural" approach to this? |
| 167 | + - Ways of working, teaching teams to work collaboratively, identifying potential services by team surveys, ... |
| 168 | +- Positive indicator: Solving communication barriers |
| 169 | + - Why: Explicit communication balances losing the implicit context of a single codebase |
| 170 | +- Negative indicator: Introducing process without context |
| 171 | + - Why: Teams will work around process if it hampers productivity |
| 172 | + |
| 173 | +--- |
| 174 | +layout: intro |
| 175 | +--- |
| 176 | + |
| 177 | +# Compensate for Bias |
| 178 | + |
| 179 | +Before: |
| 180 | + |
| 181 | +> "How would you approach splitting a monolith?" |
| 182 | +
|
| 183 | +After: |
| 184 | + |
| 185 | +> **Let's work together** and examine the **process** of splitting a monolith. |
| 186 | +> |
| 187 | +> How would you approach this **culturally and technically**? |
| 188 | +> **Let's focus on the human elements first**. |
| 189 | +
|
| 190 | +--- |
| 191 | +layout: intro |
| 192 | +--- |
| 193 | + |
| 194 | +# Validate Your Signals |
| 195 | + |
| 196 | +- Do only men pass the technical interview? |
| 197 | +- Does the "systems interview" weed out non-native english speakers? |
| 198 | +- Do you primarily hand out offers to one demographic? |
| 199 | +- Do regretted hires follow a predictable pattern? |
| 200 | + |
| 201 | +<sup>(I have personally observed every single one of these)</sup> |
| 202 | + |
| 203 | +--- |
| 204 | + |
| 205 | +# Iterate! |
| 206 | + |
| 207 | +--- |
| 208 | +layout: quote |
| 209 | +--- |
| 210 | + |
| 211 | +# 10x engineers don't exist, but engineers that help build 10x healthier teams do. |
| 212 | + |
| 213 | +--- |
| 214 | +zoom: 0.72 |
| 215 | +--- |
| 216 | + |
| 217 | +# Hiring Force Multipliers is Hiring for Distributed Social Cognition |
| 218 | + |
| 219 | +--- |
| 220 | +layout: default |
| 221 | +--- |
| 222 | + |
| 223 | +# Resources |
| 224 | + |
| 225 | +- https://www.cell.com/trends/cognitive-sciences/abstract/S1364-6613(23)00066-9 |
| 226 | +- https://doi.org/10.1038/s44159-022-00081-9 |
0 commit comments