Gett, previously known as GetTaxi, is a global on-demand mobility company that connects customers with transportation, goods, and services. Customers can order a taxi or courier through the company's website or GPS-based smartphone app. Gett is one of the fastest-growing mobility services in the world. Fueled by a simple motto, "Quality begets quality", Gett has focused on providing the best services to drivers, who ensure that the same quality is extended to their rides as well. In 2018, Gett achieved the remarkable feat of becoming a “Unicorn”, valued at 1.4 billion. Like any successful business enterprise, Gett prides itself on having the best workforce and are keen on maintaining this high standard for its team. With a focus on quality, internally and externally, Gett is focused on building a winning team that comes with its own set of challenges. Recently, our customer success team worked closely with George Nichkov, Global Analytics Team Lead, when he was looking to hire a business analyst. This brought forward a few insights from him on recruitment which are worth sharing.
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While on paper, maybe 50 of them fit the bill, there is no sure way of knowing the right fit unless each one is interviewed individually.
And filtering through those 50 is no mean feat - telephone interviews, followed by personal interviews and discussions, which involved a considerable amount of time. This impacted us a great deal as the time-to-hire ratio was much higher and nobody wants to spend time on irrelevant candidates.
Another challenge was eliminating human bias while hiring. Since our process was so dependent on resumes, telephonic, and personal interviews, there was a possibility, however marginal, that human biases could creep in. In the larger scheme of things, this played out as a significant factor.
"As an analytics team head, I firmly believe in data and data-driven decision-making. I created a BA assessment emphasizing analytical and logical thinking skills. These assessments were used for 1st level screening which eliminated over-dependency on resumes.
Firstly, we could weed out irrelevant candidates in the first phase. Assessments gave us the head start to assess skills, evaluate candidates, and incorporate them into the interview funnel. It reduced our time to hire by half.
Secondly, there was utmost transparency in the process. The assessment report spoke for itself. Only those candidates who had fared well on assessments were called for an interview. We even found out that majority of candidates who performed well on the assessments performed well in the interview as well. The reports also provided us with a skill-wise comparative analysis that helped in decision-making.
A major advantage is that there is absolutely no need for the candidates to travel down to our office, they can appear for the assessment from anywhere, and iMocha's robust anti-cheating measures ensure that it's a fair and honest attempt."
Step by step explanation of the workflow:
We landed the right candidate for the business analyst position in one-fourth of the time it would have normally taken us. Our former process put a lot of stress and workload on the team, but since we have adopted iMocha's process, we spend time only on relevant candidates.
The hiring team has assessed close to 500 candidates for various job roles, and hiring is no longer a pain for my team.
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