With a general slowing of hiring across the industry, recruiting leaders and teams are re-evaluating their hiring processes from top to bottom. One area we see getting a lot of attention is the consistency of hiring decisions. Bar raisers, hiring committees and similar types of programs have been around seemingly since the early days of Silicon Valley. With the emergence of more tools and systems to better collect candidate assessment and performance data, the opportunity is there to modernize these programs. 

With hiring slowing across tech, many recruiting leaders are working through the “recruiting tech debt” companies have accrued over the previous period of high growth. Particularly, we are seeing a number of our client companies focus on quality of hire. With companies needing to do more with fewer resources, companies and recruiting teams want to ensure that they are hiring the right people for each role.

Over the last few weeks, we’ve met with some talent leaders that have had to significantly downsize their teams and are now faced with a lot of unpredictability and variability in hiring needs since they’re completely dependent on backfilling attrition. While other talent leaders we’ve talked to are at companies with healthy balance sheets that can retain more resources on their teams, but in the meantime are redesigning roles and reevaluating performance metrics given fewer roles needing to be filled in the short-term. Here are some takeaways from those conversations:

Through our executive people searches, we are are seeing one critical characteristic for talent leaders: a leader who is seen as a trusted advisor to the leadership team.

At GBD, we are particularly encouraged to see the demand for leadership searches pick up. We are grateful to be working with a number of innovative companies who are growing their teams and seeking dynamic People, Talent, and Product Leaders. From these searches, we’ve noticed a few trends

What does it mean to influence with data and drive operational excellence?