Are you interested in building groundbreaking learning experiences for passionate lifelong learners? Consider a career at Udacity!
Bringing a new team member on to a Nanodegree program team is a huge decision, but it’s critical to the process of evolving our efforts to always provide the best learning experience possible for our students.
I’d like to share some insights as to how we go about choosing the right team members for the Udacity Self-Driving Car Engineer Nanodegree Program.
At Udacity, our careers team is busy every day helping students advance their careers, and we get to work with an incredibly broad group of job seekers who are diverse in location, age, experience, career goals, and more. Despite their differences however, there are certain characteristics that all job seekers share, whether they’re entering the job market for the very first time, or making a career change after 15 years in their field. For example, everyone has questions about recruiters!
This is understandable. Recruiters have an extremely significant impact on the hiring process, but most of us know very little about them. So we’re going to remedy that today, by taking you inside the mind of a recruiter!
I got hired. Three magical words. It sounds so simple, but the process itself often feels like a fragile house of cards, capable of collapse after one wrong move. That said, understanding the hiring process as a process is definitely the right way to approach things. There are steps you need to take, and one success leads to the next, until finally, the BIG success. The three words. I got hired.
Some might say we’re currently experiencing the triumph of technology companies. Others might say this is actually the end of them. A recent Medium post by Rob Thomas (Vice President, Products, IBM Analytics) is in fact entitled exactly that—The End of Tech Companies. In it Thomas writes:
The era of “tech companies” is over; there are only ‘companies’, steeped in technology, that will survive.
Data-driven hiring models are increasingly able to include and assess soft skills, so it’s critical that students and job-seekers understand how this impacts and informs the process of building a successful candidate brand.
Hard skills are generally defined as those teachable skills that can be measured and quantified. Soft skills, on the other hand, are understood to be more subjective—these are the qualities and attributes we tend to think of as comprising “people skills.” Traditionally, soft skills are considered much harder to quantify.
So can soft skills really be assessed using data? The answer is: Yes.
Imagine the scene. After rounds and rounds of applications—plus all the analysis, filtering, and ranking—the hiring committee finally convenes. The stakes are high, the need is real, and decisions need to be made. A question is asked, “Which ones do we bring in for an interview?” A brief moment of silence follows, then another voice counters, “No. Which ones do we want to HIRE?”
Workplace Culture is one of those buzzy phrases that crops up endlessly in modern discussions around recruiting and hiring. Recruiters are purportedly seeking individuals who will successfully fit it, and job seekers purportedly value it above virtually everything but salary. But at the end of the day, isn’t it the work you do—and are capable of doing—that’s most important?