Maria Angelidou
speaker
134 appearances
1 recordings
1 series
first heard Oct 2024
last heard Oct 2024
Maria Angelidou’s voice in public audio — every appearance, attributed to the second.
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It's a four-phase process. So the first phase is the screening and exploration. So there's a couple of interviews there, the TA, talent acquisition partner that looks at relevant experience, any kind of like location, things like this, any fit with the current roles. And then if that is a check, then it goes into an exploration with a product leader. It depends on the level.
For more senior people, it could be my reports that are doing those, and they look at digging a little bit into motivation, relevant experience, going deeper into, okay, do we have any open roles that fit that for what we're looking for, and any red flags. So if they go through the first phase, this exploratory phase, then they get into functional loop.
So functional loop looks into vetting their product sense and their execution. So product sense is, can they take an ambiguous problem and can they understand customers well? Can they come up with, through all of that, with a good solution to the problem? And so it really tests their product intuition as well. Can they make decisions that are pulling data insights from all the sources?
The execution interview, each of them are about 45 minutes. The execution interview looks at their ability to set the right goals for the team,
We have a take assignment, but it's a phase three.
Yeah. So you go through that.
Then you go into home take assignment, which we call case study. Say that you passed your functional loop. A case study is typically a set of problems that you would have to solve and be working on if you joined the company.
Yeah. If you check on that, then you get into the last phase, which is looking at your leadership and drive. And there's a buy raiser interview there, which looks at your values and how if there's a fit with the values of the company. So and after that, we do a debrief and we make a decision. So I'll tell you, I'll tell you.
I mean, you can get through all of that within a few days. It depends on how you design your, like, if you want to move fast. So I'll tell you on the case study, I wasn't actually a fan of that. Personio had that.
I just never, I never used it in the past. And I thought, you know, as you just said, like, I mean, who's going to put all of this time? And, you know, so Personio actually had, this is the company I work at now, had case studies part of their process. When I was going through the process, I was talking with Lujano, the CEO, they also asked me to do a case study.
So they gave me a case study, and when I looked at that, like you just said, I was like, are you kidding me? There's no way I can find time to do this. It was like pages and pages. I don't do that in my process. I'll come to that. It was like 30 pages or something. And so I almost withdrew from that process.
And it just so happened that as I was looking into that case study, it was describing all of the problems that I would have to tackle if I started the company. And it really piqued my interest. I'm a sucker for good challenge, learning new things, and that actually played in their favor. with me because I started to look into that and it drew me in.
Then I felt invested and I was looking forward to rolling up my sleeves and just getting into it and tackling all those challenges. When I started at the company, I had to redesign the entire hiring process to make it more rigorous.
I mean, it's important to hire the right people, just a full stop. And I ended up keeping it because it was something like from the DNA of Personio and actually it made my experience pretty unique. So I kept it, but the way that I changed it is it's very concise and it shouldn't take more than like an hour of someone's time.
And they go away and do it or it's like a do it while they're... Yeah, so ideally you give it to people at least two days in advance because like you said, you can't, you know, people are busy. You can't expect them to find time last minute, right? So you just send them to them, send it to them and they come back with, you know, their thoughts of how they would tackle some problem.
I think you should definitely negotiate. And I'll tell you that women typically don't negotiate and men do. So that's my experience. So I think you have to negotiate is just part of the deal. And if you feel uncomfortable negotiating with the company, negotiate with the talent acquisition person, right? Like whoever the recruiter is, don't negotiate with the manager.
Because they also sometimes don't know, you know, what... What do you think women don't negotiate and men do? I think there is a misconception that that could reflect badly on your relationship with the person that you're talking to. And I think it's at the end is it shouldn't be the case. Title. I think title is, is not as a company.
Like when I, when I came into Personio, I changed all the titles and, you know, simplified and all of that. So I don't think you can give, unless you are really, really early, but I don't think you just can give whatever titles, right? Like you have to have consistency in your organization. and clear mapping to all the levels from other companies you hire from.
So I think title is not something that you typically can negotiate.
I think if it's a really bad hire, you will know within a few weeks. If it's, most cases though, you just, they're kind of slower.
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