1. Techniques for hiring great engineers

2. Elecia White Logical Elegance 2

3. Elecia White Logical Elegance 3

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5. Elecia White Logical Elegance 5

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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