Last week we worked on some interesting research. One of the works we came across included the Adam Smith’s (Scottish Thinker and Economist) work on Invisible hand theory. Many of you may be very familiar with this work. Adam Smith is an Economist and a philosopher, and a very deep thinker in many fields, including astronomy (not this email’s scope). The following is a summary of this concept (high level).
Invisible hand, metaphor, introduced by the 18th-century Scottish philosopher and economist Adam Smith, characterizes the mechanisms through which beneficial economic outcomes may arise from causes that are difficult to map. A perfect example of that is market correction and other ways in which an economy evolves.
All the work Recruiters do with respect to Talent Intelligence, Analytics, screens, and Interviews are all aimed at one simple objective -get the best hire who will transform the organization. A recruiter job in this regard is the most valuable job. No amount of Automation and Outsourcing can truly bring the value of a Recruiter. There is an invisible set of factors that a good recruiter looks into. This makes that hire/screen very special. Like in Adam Smith’s market philosophies, not all aspects of these can be quantified. One variable that we discovered is the importance of levels and the maturity and the quality that the same talent pool can bring in for a given role. A good Recruiter knows this intuitively.
In this email, we have spent some time on this Invisible (less understood) variable called –Levels In the Company. Levels in the company can be defined as the company’s aspirations for that particular job role. Some companies may have more tactical expectations, and some have strategic expectations. This will also change based on the roles. The data model ownership expectations for Uber is really high, even at an entry-level. (this is why you find better functional skills with Data Scientists from Uber than other enterprises).
Understanding these factors can help you gain the upper hand in Recruitment. We have taken the UX and mapped the levels across two tech companies Amazon and Microsoft, to demonstrate this. Both companies have awesome UI/UX talent. But there are differences among these companies talent (even though with more or less the same skills).
Microsoft entry levels for UI/UX require more collaboration and work across multiple categories of resources. Why? Most of the Microsoft customers are Enterprise customers, and serving Enterprise Customers is in their DNA. It gets interesting as you cross levels, the responsibilities begin to converge. The Invisible hand often plays more importance in entry to mid-levels. Amazon advocates more independent work in L4, L5 levels, while Microsoft is Collaborative from the get-go. It is super fascinating to see this. This dynamic varies by Job families. Like in Uber Data Science, more model ownerships even at entry-level
We can conduct this type of analysis for your peers and play our part in making you super successful. This dynamic varies by Job Family. Look at the same type of analysis for the Applied Scientist role in the table below. A quick look shows that Amazon emphasizes very aggressive responsibilities from L4 while Microsoft gives the resources a bit more time to grow
So if I am a recruiter looking to hire from tech titans, entry to mid UI/UX, I will target Microsoft and for Data Science – Target Amazon. (just as an example). Mapping these “Invisible Attributes” will be extremely useful for you, and we are here to help you (even automate this for you) – so as you open the job requisition, you get these attributes.