Bar raisers, hiring committees, and other complex ways to improve hiring quality.

When Uber Engineering reached 800 engineers, engineering was divided across roughly five engineering directors. Most engineering and process issues were resolved locally within these five organizations. This worked well for the most part, but meant there was little consistency within our core processes. Hiring was particularly fragmented, with every team’s manager responsible for developing their own interviews, questions and structure.

However, no matter which team initially hired an engineer, ...