The hottest Hiring Substack posts right now

The Math Company is hosting a hackathon called MATHCO.THON to hire data scientists.
Participants will solve a problem using classical machine learning to predict car prices based on 17 features.
It's a great opportunity for data scientists to showcase their skills and potentially get hired.

Knowing what to look for in a candidate is crucial. Companies with clear goals in mind can identify the right qualities that help them succeed.
Using rubrics can improve the interview process. They help interviewers rate answers and reduce bias, which leads to better hiring decisions.
It's okay for candidates to prepare and use tools like ChatGPT for interviews. If AI can help them showcase their skills, it should be welcomed in the hiring process.

It's important to change hiring practices to increase diversity in technology. This can be done by removing bias from candidate tracking and focusing on diverse hiring strategies.
Improving the interview process helps attract a wider range of candidates. Making adjustment, like removing coding challenges, can make it easier for diverse candidates to participate.
Building partnerships with organizations that support underrepresented groups can help companies become more visible and credible in their diversity efforts. Regular community engagement also builds trust and awareness.

AI should be seen as a useful tool in interviews, just like other programming aids. If it helps candidates showcase their skills, it should definitely be encouraged.
We can streamline the interview process by merging coding and design tasks. Instead of separate questions, candidates could create a live project using AI in a single session.
The focus in interviews should shift more towards understanding a candidate's fit within the company and their growth mindset, rather than just their coding abilities.

Don't always aim to hire the best of the best. Many companies do well with average workers who can still contribute positively.
If money is your only selling point, you might have to pay a lot. Think about other benefits you can offer to attract candidates.
People often care more about the company mission and the work environment than just salary. Show your commitment to helping them grow and respect the values they stand for.

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Public disputes don't have clear winners because every side can offer plausible counterarguments, leaving neutral observers unsure.
Don't engage in public criticism; either stay silent or post a short line that you don't discuss such matters publicly.
Responding usually harms more than helps: allies already believe you, opponents will twist your words, and gossip-seekers just feed on the spectacle, so silence protects your reputation.

You don’t need to be a technical expert to find, screen, and hire outstanding engineers; non-technical leaders can successfully run the hiring process.
There are practical, repeatable evaluation methods and interview techniques that let non‑experts assess candidates reliably and consistently.
Actionable guides and resources are available that provide step‑by‑step tactics, templates, and tests you can use immediately to build a strong tech hiring process.

Treating “wait and see” as a strategy is actually paralysis that quietly destroys teams: it blocks entry-level hiring, overloads mid-levels and seniors, and dries up the mentorship pipeline.
Make hiring a deliberate decision with a clear, observable trigger (for example, when you become the bottleneck) and hire for adaptable capabilities instead of fixed task lists.
Use AI as a force multiplier, not a headcount excuse, by redefining junior roles to direct and evaluate AI and by planning how to grow future senior talent rather than assuming you can always buy it later.