Breaking Down Silos: The Power of Standardized Technical Interviews
How Uniform Processes Unlock Internal Mobility and Foster Trust
Effectively integrating discrete, core organizational processes to achieve essential second-order outcomes is crucial for companies seeking to scale while maintaining high levels of operational efficiency.
When I first joined Shutterstock, I quickly noticed a peculiar phenomenon. Engineers who had been with the company for years, proving their abilities time and again, still had to undergo full interview loops when applying for internal transfers. It was as if their track record within the company counted for nothing. This situation wasn't just inefficient; it was demoralizing for the employees and created unnecessary friction between teams.
The Nonsense
This scenario is far from unique to Shutterstock. Many engineering organizations face significant challenges due to non-standardized interview processes and/or the absence of formal, detailed leveling frameworks. The consequences of this "nonsense" can be far-reaching:
Redundant vetting: Engineers with proven track records are subjected to unnecessary re-evaluation, wasting time and resources
Erosion of trust: Teams don't trust that engineers from other teams have been adequately vetted, leading to siloed thinking and reduced collaboration
Inconsistent assessments: Without standardized processes, evaluations can be biased and inconsistent, leading to unfair outcomes
Operational rigidity: The lack of a unified system inhibits necessary agility in team composition and internal mobility
Demotivation: Employees feel their achievements and growth within the company are not recognized, potentially leading to increased turnover
Imagine an engineer who has successfully led multiple high-impact projects over three years. Despite their proven abilities, they're forced to go through a full-day interview process, including basic coding tests, when trying to transfer to another team. This not only wastes valuable time but also sends a message that past performance within the company holds little value.
Achieving Coherence
To overcome this nonsensical situation, we embarked on a journey to establish a standardized technical interview process and a robust leveling framework at Shutterstock. This initiative was designed to be transparently defined and consistently applied across all related engineering teams (product engineering, SRE, etc.).
The process involved implementing several interlocking, synergistic elements:
A consistent structural framework: We developed a set of exploratory domains led by specific functional representatives. This ensured that each interview, regardless of the team, evaluated the same core competencies
Calibrated leveling expectations: Based on our newly created career ladder, we defined clear expectations for each level. For instance, we articulated what behaviors and impact distinguish a Staff engineer from a Senior engineer
Pre- and post-interview huddles: We instituted brief meetings before and after each interview round to ensure alignment across the interview panel and to calibrate our assessments
Comprehensive documentation: We created detailed guides for interviewers, candidates, and hiring managers, ensuring everyone understood the process and expectations
For internal transfers specifically, we implemented a streamlined process that took into account the engineer's existing performance and contributions. This involved a lighter interview loop focused on team-specific skills and cultural fit, rather than re-evaluating fundamentals that had already been demonstrated.
The implementation wasn't without challenges, however, but that was no surprise. Some team leads resisted initially citing an unfounded fear of a losing autonomy in hiring decisions. This resistance to change was overcome by involving them in the process design and demonstrating how the new system would lead to better, more consistent hiring outcomes not only for the org, but also for their teams.
The Lucid Outcome
The results of this initiative were transformative:
Internal mobility increased by 40% within the first year of implementation
Time-to-hire for internal transfers decreased by 60%
Employee satisfaction scores related to career growth opportunities improved by 25%
Inter-team collaboration increased, as evidenced by a 30% rise in cross-team projects
Undesirable attrition decreased from 50% to 18% YoY
The significant decrease in undesirable attrition can be attributed to several factors. The standardized process provided clear career paths and expectations, increasing job satisfaction. The improved internal mobility allowed employees to find new challenges within the company rather than leaving. Additionally, the fairness and transparency of the new system boosted overall trust in the organization.
Most importantly, by taking intentional steps, we created a culture of trust and transparency. Engineers now had a clear understanding of their current standing and the path to progression. Teams could confidently work with transferred colleagues, knowing they had met consistent, high standards.
Lessons Learned
Involvement, early and often, is crucial: Engage stakeholders from all levels in the design process to ensure we achieve buy-in and address material concerns early
Agility within process & structure: While consistency is important, it’s equally important to allow for some flexibility to accommodate unique team needs without compromising the core process or principles
Continuous improvement: These processes are not meant to be static; regularly review and refine based on feedback and changing organizational needs
Communication is an imperative: Clearly articulate the benefits of the new system to all stakeholders, addressing concerns and highlighting positive outcomes
As a company grows and evolves, so too must these processes. We've built in regular review cycles to ensure the framework remains relevant and effective. This includes adapting to new roles or specializations that may emerge, and adjusting the process to accommodate changes in company strategy, industry trends, compensation bands, etc.
It's worth noting that while we've standardized the core of our interview and leveling processes, we've also maintained the flexibility to address team-specific needs. For specialized roles or unique team requirements, we allow for additional, tailored components to be added to the standard process. This ensures we maintain consistency across the organization while still accounting for the diverse needs of our various engineering teams.
As technology leaders, it’s our responsibility to design and create systems that foster thoughtful growth and efficiency against a backdrop of implicit equity and fairness. By transforming the “nonsense” of inconsistent, antagonistic processes into a “lucid” system of standardized interviews and leveling, we not only improve operational efficiency but also create an environment where employees feel valued.
I encourage you to assess your own organizations. Are your interview processes and leveling frameworks serving your teams and your business goals? If not, consider taking steps towards standardization. Journeys in organizational design may be challenging, but the rewards—in terms of employee satisfaction, operational efficiency, and overall organizational health—are well worth the effort at scale.