Consulting
When we started WDDinc many years ago, every hire was like an adoption. We interviewed. We asked questions. We asked trick questions. We tested skills. We spoke to references.
We found some great people.
As we got larger we tried to ask the same questions and speak to the same number of references but found ourselves with a hiring mistake or two. We soon realized we were making the mistake of asking our questions in English when “Computer” was the language of choice. For example, instead of asking what databases the candidate was familiar with, we asked them to design a short SQL query to pull data from a simple database. This is a two-minute task for a database person, a struggle for anyone else. Then, instead of asking where candidates felt their skill set was (e.g., designer, architect, developer), we asked them to explain how they would approach a simple development project. The skill set of the candidate becomes apparent from the approach they take (e.g., an architect will start at the top, a developer will describe the code) and the quality of their skills by how well they articulate their approach.
We've been amazed at how well our skill testing has served us. Candidates whose resumes and outward appearance would once have made them instant hires have disappointed us immensely. Few have amazed us. We've hired or placed those few.
We’ve supplemented our selection process with team development projects (i.e., the candidate and one of our staff) to look at speed, quality and knowledge of the software process. We’ve also developed a set of metrics to score candidates so we can remember who did well and where their skills resided; this is most helpful when interviewing many candidates.
WDDinc uses our interviewing skills for internal hires, client staffing and in supporting client hiring. We think we are well-versed at picking the best and brightest from a crowd.
