In the last couple of months there’s been a few high profile articles discussing the intersection between AI and Human Resources (or management in general): 1. “Does HR still need humans?” (Financial Times, Andrew Hill) 2. “MIT report misunderstood: Shadow AI economy booms while headlines cry failure” (VentureBeat) 3.

Plus a cheat sheet to help you build your next interview loop. Why Interviewing Needs a Rethink In our last post, we talked about how most interviews are still stuck in the past — vague questions, conflicting feedback, and too much reliance on gut feel. Since then, we’ve been working

We’ve upgraded everything else about hiring—except the part that matters most. 💡 From Lightbulbs to Zoom Calls—Interviews Haven’t Evolved Much The job interview wasn’t always part of hiring. Before the 20th century, people mostly got jobs through family ties, apprenticeships, or by simply showing up. If

Neil Roseman spent years as Technology VP at Amazon and Zynga, interviewing hundreds of engineers. His biggest frustration? Interviewers who ask questions they can't properly evaluate. "One of the things that really pisses me off is people asking questions that they don't even have a

You just finished a debrief for a senior developer role. Your lead engineer loved the candidate's system design approach. Your product manager thought they lacked communication skills. Your CTO questioned their cultural fit. Same candidate. Same two-hour interview process. Three completely different assessments. This isn't healthy

You just lost your ideal senior engineer. Not because your offer was low or your tech stack was outdated, but because your interview process felt like amateur hour. Here's the brutal reality: top technical talent interviews you as much as you interview them. When your process is inconsistent,

You just spent three hours interviewing a promising senior developer. They didn't get the role, but they nailed the system design portion and asked brilliant questions about your architecture. What happens next? If you're like most technical teams, you send a generic rejection email and move