How to hire without a technical test
From our episode with Justin Griffiths
Creating a Culture of Growth: Insights from Chris Blakey and Justin Griffiths on Hiring and Building Teams
In today’s competitive job market, both candidates and employers are on their best behaviour during the interview process. But what happens after the interview? How do you ensure that you’re building a team that not only fits your technical needs but also your company culture? Chris Blakey and Justin Griffiths recently discussed their approach to hiring and culture-building, sharing valuable insights on creating a people-first organisation that fosters long-term growth and success.
The Power of First Impressions
Chris highlighted a crucial point: “The interview process can give you a little peek into what it’s going to be like to work at that organisation.” Just as candidates put their best foot forward, companies should do the same. Prompt feedback and transparent communication during the interview stage can set the tone for what working in the company will truly be like. Justin echoed this sentiment, emphasising that how a company handles the interview process speaks volumes about its internal culture and processes.
Building Relationships Over Processes
At Strive, Justin and his team took a different approach by designing their interview process to be more relationship-focused rather than process-heavy. “We wanted to build relationships with candidates rather than just ticking boxes,” he explained. They aimed to create a welcoming and warm environment where the focus was on understanding the candidate's potential for growth rather than merely their current technical skills.
He pointed out that the traditional interview mindset often puts people into a fixed mindset, making them anxious and defensive. By fostering a growth mindset, where the goal is mutual learning, companies can see beyond the resume and discover candidates' true potential.
Hiring for Potential, Not Just Skill
One of the most refreshing insights Justin shared was his experience hiring junior engineers early in Strive’s journey. While many startups shy away from hiring juniors due to the training investment required, Strive embraced this challenge. “Some of our earliest hires were very junior engineers, fresh out of boot camps. They didn’t know Python or cloud engineering, but they had a hunger to learn,” he said.
These hires turned out to be among the best on the team, not just technically but also culturally. They were eager to learn, adapted quickly, and contributed significantly to the team’s growth. Justin emphasised the importance of a culture that supports teaching and learning, which in turn leads to a more cohesive and resilient team.
Reducing Bias in the Hiring Process
The conversation also touched on how to deal with biases that can affect hiring decisions. Justin shared insights from a presentation he attended on imposter syndrome and the biases faced by people of colour, which often lead to job hopping due to microaggressions in the workplace. Recognizing these challenges can help recruiters and hiring managers make more informed, empathetic decisions that focus on a candidate’s potential rather than their job history.
Managing High Application Volumes
One of the biggest challenges facing companies today is handling the sheer volume of applications. With layoffs and the rise of remote work, many positions receive hundreds of applications. Chris and Justin discussed the difficulty of balancing thorough candidate evaluations with limited time and resources.
Justin recommended working closely with a trusted recruiter who can help filter applications effectively. He also mentioned the potential of crafting job descriptions that reflect the company’s values and team dynamics to attract the right candidates and deter those who might not be a good fit culturally.
Chris suggested an idea to include a personalised element in applications, like a brief cover letter or statement about why the applicant believes they’re a cultural fit. This approach could help identify candidates who are genuinely interested in the company’s vision and values, making it easier to prioritise those applications.
Book Recommendations for Leaders
For those looking to dive deeper into creating growth-oriented cultures, Justin recommended several insightful books:
"Scaling Up Excellence" by Robert Sutton and Huggy Rao: A guide to maintaining and expanding excellence in growing organisations.
"Hidden Potential" by Adam Grant: A look at identifying talent and recognizing the potential in unconventional candidates.
"Culture Code" by Daniel Coyle: A comprehensive resource on building a strong company culture.
"Cultures of Growth" by Mary C. Murphy: Focused on creating environments that encourage continuous learning and growth.
Final Thoughts
The key takeaway from this conversation is that hiring and team building should always focus on individuals and their growth potential. Companies that prioritise relationship-building, transparency, and a supportive culture are more likely to attract and retain talent that not only meets their needs today but will grow with them in the future.
Justin’s final words summed it up well: “If you focus on building a culture of growth and learning, you’ll get a lot of value out of your team. It's about finding those people who might not fit your traditional mould but have the potential to become great engineers.”
For more insights or to reach out to Justin, you can connect with him on LinkedIn or email him at justin@volta.health.com. Please note that he's happy to engage in meaningful conversations but not interested in sales pitches.
If you want to hear more then make sure to catch up with the full episode then you can watch on YouTube or listen on Spotify!