<story><title>Waymo’s Hiring Binge</title><url>https://www.theinformation.com/articles/inside-waymos-hiring-binge?pu=hackernewso4ym9z&amp;utm_source=hackernews&amp;utm_medium=unlock</url></story><parent_chain><item><author>wpietri</author><text>Wow, that&amp;#x27;s clever. Also dangerous, of course. If I were at Google and had a direct report who was not up to snuff, I might point them at such a convenient option.</text></item><item><author>codemac</author><text>They allow transfers from Google, rather than a full interview slate.&lt;p&gt;My bet is transfers outweigh anything you&amp;#x27;re praising here.</text></item><item><author>aresant</author><text>Instructive the degree to which good HR, recruiting, and operational onboarding can create giant moats for these larger tech cos.&lt;p&gt;Hiring 700 &amp;quot;mostly engineer&amp;quot; employees in a year!&lt;p&gt;I pride myself as an &amp;quot;operator&amp;quot; and have worked in businesses that have scaled quickly but it is unimaginable how one doubles the highly compensated &amp;#x2F; hard to find employee count in a year at that scale.&lt;p&gt;In an economy where excess labor of that quality is non-existent.&lt;p&gt;That&amp;#x27;s an average of almost 3 people a work day you need to recruit away from probably another high income role, getting them to show up, get devtools opened, build and manage security clearances, trying to integrate into the org, etc.</text></item></parent_chain><comment><author>steelframe</author><text>Very, very few Googlers are &amp;quot;not up to snuff.&amp;quot; As controversial as their interview process is, it does tend to let only highly capable people through. If a Googler is not meeting expectations, the vast majority of the time it&amp;#x27;s effectively remedied with the proverbial &amp;quot;new manager and 6 more months&amp;quot; treatment.</text></comment>
<story><title>Waymo’s Hiring Binge</title><url>https://www.theinformation.com/articles/inside-waymos-hiring-binge?pu=hackernewso4ym9z&amp;utm_source=hackernews&amp;utm_medium=unlock</url></story><parent_chain><item><author>wpietri</author><text>Wow, that&amp;#x27;s clever. Also dangerous, of course. If I were at Google and had a direct report who was not up to snuff, I might point them at such a convenient option.</text></item><item><author>codemac</author><text>They allow transfers from Google, rather than a full interview slate.&lt;p&gt;My bet is transfers outweigh anything you&amp;#x27;re praising here.</text></item><item><author>aresant</author><text>Instructive the degree to which good HR, recruiting, and operational onboarding can create giant moats for these larger tech cos.&lt;p&gt;Hiring 700 &amp;quot;mostly engineer&amp;quot; employees in a year!&lt;p&gt;I pride myself as an &amp;quot;operator&amp;quot; and have worked in businesses that have scaled quickly but it is unimaginable how one doubles the highly compensated &amp;#x2F; hard to find employee count in a year at that scale.&lt;p&gt;In an economy where excess labor of that quality is non-existent.&lt;p&gt;That&amp;#x27;s an average of almost 3 people a work day you need to recruit away from probably another high income role, getting them to show up, get devtools opened, build and manage security clearances, trying to integrate into the org, etc.</text></item></parent_chain><comment><author>mindvirus</author><text>That&amp;#x27;s one way to look at it. The other is that it creates an internal market - as a manager, you have to make your team attractive or people will transfer away and people won&amp;#x27;t transfer to it.</text></comment>