zinnov confluence 2021
Turing News

Turing CEO, Jonathan Siddharth, Discusses Employee Experience in the Hybrid Workplace at Zinnov Confluence 2021

Jonathan joined expert panelists to discuss the rise of remote work, strategies and challenges of hiring remote workers, and the need for organizational transparency.

Jonathan joined expert panelists to discuss the rise of remote work, strategies and challenges of hiring remote workers, and the need for organizational transparency.

Jonathan Siddharth, CEO, and co-founder of Turing, joined a panel of executive leaders for Zinnov Confluence, Nurturing Phoenixes: Reimagining Employee Experience in the Hybrid Workplace on March 25th, 2021. The entirely virtual edition of Confluence 2021 – US Chapter highlighted how leaders should adapt to disruptions shaped by technology and talent in the post-pandemic new normal.

Delving into the intricacies of employee engagement and mental well-being, sustaining a positive mindset, and providing timely assistance, the session showcased how organizations rose above the challenges posed by the pandemic and embraced remote and hybrid work environments.

Along with Jonathan,  panelists included Vijay Shah, CEO, and President of V2Solutions; Richa Gupta, Chief People Officer at Castlight Health; Vibha Misra, Vice President and Head of HR  for SAP Silicon Valley; and Vamsee Tirukkala, Chief Commercial Officer and Co-founder of Draup (Session Chair). 

zinnov confluence 2021

Here are some of the key takeaways from the panel:

The Future of Work is Remote

“The big shift,” Jonathan says, “is going forward, all work will be remote work and all teams will be distributed — even globally distributed — teams. In the new normal, a tremendous amount of work is going to be remote or remote-hybrid.” Jonathan continued, “In the future, the three things that people will have to keep in mind are:

  1. Mastering  asynchronous communication 
  2. Enforcing consistency in how teams communicate
  3. Having a great culture

“These are three things to double down on in this new normal,” Jonathan added.  

Trends in Employee Management and Engagement

Vibha shared that SAP’s priorities as an organization were employee safety and well-being. Addressing the challenges that her team faced while going remote, she recounted: “One of the challenges for us was community building. With community building, we started going virtual and encouraged people to come together and form teams (to perform various activities together).” 

Talking about the unique trends he had observed in terms of employee engagement, Vijay outlined: “(The past year) has been an opportunity for new players to shine in a new light. Discoveries that we would’ve never made have been expedited. Passive individuals have become remarkable leaders.” He further elaborated that as an organization, his company gave precedence to staying calm and not adding to anxiety people were already feeling. 

The Need for Organizational Transparency 

Vijay stated that the FSAT score i.e. the Family Satisfaction score helped V2Solutions in gauging the overall productivity of the team and measuring their anxiety levels. “We ran a survey where the employees didn’t have a say but the family members had a say on how the employees were doing,” he explained. 

Adding to the discourse on maintaining organizational transparency, Jonathan said: “When you’re operating as a remote distributed team, the most important thing is asynchronous communication. At Turing, we have a very detailed onboarding process where we ensure that the person understands the organizational context, the different teams that work together along with the metrics they care about, and the company’s priorities quarter by quarter. We write all of this down and share it with people because we don’t want people to be stuck in Slack silos, where they don’t know what’s happening in other channels.”

Jonathan also accentuated the importance of setting up frequent checkpoints and periodic follow-throughs to maintain transparency, where possible. “I encourage my teams to have in-person meetings where it’s safe to do so. Remote work does not mean you never meet and are always in Zoom. Some of our teams occasionally have socially distanced meetings, if they’re comfortable doing so,” he elaborated. 

Trust and Wise Compassion 

Further, into the session, the speakers shared views on the best practices that companies should adopt when working remotely. “Communication is key for any successful change management. It’s important to communicate truthfully with the employees and set the right expectations,” observed Vibha. She also underscored the importance of defining organizational behaviors, conducting employee trust surveys, and giving back to society to nurture organizational culture. 

Adding to this theme, Richa noted: “The one concept that I have learned and taught my managers (at Castlight Health) is the concept of wise compassion. The economy went through some complex changes and we don’t have a day to skip a beat. We have to keep the work going, and we have to keep the people going. Getting tough things done in a humane way is wise compassion.” She stated that connecting people digitally on common causes was imperative for ensuring healthy communication between teams and individuals. 

Hiring remote – Strategies and Challenges  

The panelists also discussed principal factors to keep in mind while hiring remote talent. Drawing attention to employers’ proclivity to hire the best in the world, Jonathan shared: “If you’re hiring in a remote-first world it is important to look into countries that have high-quality talent but not enough local opportunity. There is great talent all over the world, you just need to have a data-driven process that can evaluate a really large top of the funnel.” 

On the challenges of remote hiring, he stated: “If you’re hiring a great engineer from Sao Paulo, Brazil, you may not see Stanford or Berkeley on their resume. You won’t see Google or Facebook in their work experience. But these may still be great people. Since you cannot filter by resume or LinkedIn profile, you have to assess through light-weight technical tests for screening, which creates a level playing field.” 

Jonathan also spoke about the significance of conducting asynchronous tests while evaluating remote candidates. “We find testing to be very fair in terms of elimination of bias. We don’t care what the people look like or sound like, we just care whether they can do the job,” he asserted. 

The session left the audience with notable insight on evolving employee experience amidst the pandemic and concluded with an optimistic outlook for a remote-friendly future. 

Watch the entire session here



By April 22, 2021
Turing Events

Turing Leaders Explain How They Built the World’s Most-Advanced Vetting and Matching System

Turing’s Vijay Krishnan, Zan Doan, Chul Kwon, and Alex Sung explain the science behind the world’s most-advanced vetting and matching system .

The fourth and final session of the Turing Boundaryless: #BuildFromAnywhere conference saw an all-Turing exec team explaining how they built the world’s most-advanced vetting and matching system to match developers from across the globe with top Silicon Valley opportunities.

The speakers for this session included Turing.com co-founder and CTO Vijay Krishnan, VP of engineering Zan Doan, senior growth product manager Chul Kwon, and senior product manager Alex Sung.

Describing the reason behind the consistent increase in the number of customers demanding Turing developers, Vijay said: “The reasons are threefold—intelligent vetting, speed of hiring, and scalable quality control.”

The panelists also shed light on several other innovative Turing products generating significant value for both companies and developers.

Zan told the audience how Turing uses the lessons from Facebook, Google, Uber, and other top engineering organizations to produce an intelligent vetting engine. 

He said: “At Turing, we cover all important vetting areas that help us to vet great engineers.” 

“We created more than 100 automated assessments that not only cover the vetting standards followed in the Bay Area but also assess other critical aspects of an engineer,” Zan added.

Zan also explained how Turing’s intelligent management system addresses the three main concerns relating to remote work—communication, performance, and management.

He said: “For communication, we have daily standups, bi-weekly 1-on-1s and time zone overlap; for performance and productivity tracker, we have performance reviews, Turing virtual machines; and for ease of management, we have payments, contracts, and billing security.”

During his demo, Chul helped the audience understand how Turing’s automated seniority assessment test, algorithm coding interview, and automated vetting flows help companies hire top engineers in days rather than weeks. 

“By leveraging data science, we have reduced vetting time to just six hours. Radically reduced vetting time means you can have the world’s best engineers, not in sixty days but less than a week. The purpose of Turing is to help you get your dream engineers on-demand,” Chul said.

Next, Alex decoded Turing’s deep developer profile with a crisp and clear presentation. “Turing developer profiles are detailed, comprehensive, continuously updating, representations of our developers. They only show validated skills, and on-the-job performance data enrich them,” he said.

Alex also spoke about the Turing Workspace and the Turing Virtual Machine’s importance in managing remote talent efficiently and keeping firms’ code safe, respectively.

In the end, Vijay explained the data science and machine learning efforts at Turing and how they helped the company in building deep developer profiles, powering its vetting process, and sourcing from a wider developer pool.

The session helped the audience understand Turing’s ‘deep jobs’ platform better and how it helps companies find the best remote developers across skills with the push of a button.

The guest list for the Turing Boundaryless: #BuildFromAnywhere conference included Darren Murph, Head of Remote, GitLab; Pravin Desale, SVP of SDS and Appliances, Veritas; Suneela Joshi, Sr. Director of Engineering, Abbott Laboratories; Chris Herd, CEO, Firstbase; Anna Chukaeva, Co-Founder / COO, Carta Healthcare; Job van der Voort, CEO, Remote.com; Henrik Hussfelt, Director of Engineering, Proxy; Andy O’Dower, Veteran Product Engineering Leader, Former Head of Product, Carlease.com and Alex Bouaziz, CEO, Deel among others.

All the sessions of the event are now streaming on YouTube. Head over to Turing’s YouTube channel and let us know what you liked the most about each session in the comment section.

 

By March 16, 2021
Turing Events

How to Create a Seamless Remote Work Culture? Alex Bouaziz, Chris Herd, and Job van der Voort Speak at Turing Boundaryless: #BuildFromAnywhere Event

Firstbase’s Chris Herd, Remote.com’s Job van der Voort, and Deel’s Alex Bouaziz join Jonathan Siddharth to discuss remote work at Turing Boundaryless event

An all-CEO panel joined Turing.com co-founder and CEO Jonathan Siddharth on 18 Feb 2021 for the third session of the Turing Boundaryless: #BuildFromAnywhere conference to talk about the unique challenges and opportunities that a remote workforce brings for organizations.

Chris Herd, CEO, Firstbase; Job van der Voort, CEO, Remote.com and Alex Bouaziz, CEO, Deel, were at their absolute best as they shared their ideas on how to create seamless remote work culture.

Chris kick-started the conversation by sharing his view on how remote work can benefit a company’s culture and its employees. “What many companies are doing right now is replicating the office environment remotely, and that’s causing them to miss many of the benefits,” Chris said.

He urged organizations to look at remote work as a ‘new thing’ and take advantage of the things that are different about distributed teams.

Describing how he sees remote work, Job said: “Remote work allows you to live your life, and work is just a facet of that. I can live wherever I want. I can earn money wherever I want.”

Talking about how remote-first companies could help their employees forge strong interpersonal relationships, both Alex and Job agreed that organizations should try to understand people’s hobbies and express themselves via virtual games, hangouts, etc.

Responding to Jonathan’s question on what CEOs building boundaryless companies can achieve with a remote workforce, Chris said: “Rather than hiring the best person in a 30-mile radius of an office, you can hire the best person anywhere that you can afford for every single role. So there’s this massive talent arbitrage that companies can now fish in a global talent pool, which is incredibly important.”

“The second part is efficiency,” Chris added.  “Not only are our employees more productive and efficient as they’re not distracted in the same way that they are in an open plan environment, but we’re also far more cost-efficient because we’re not spending $15,000 to $50,000 per worker per year on office space,” he added.

Answering the same question, Alex said: “Many companies don’t understand that being distributed means establishing trust. It means that you will not be able to check if all your teammates have their greenlight on Slack every day. That’s just not going to work.” 

“From a trust angle, as long as you understand the mechanism that is right for your team, then you’re setting up the right culture,” Alex added.

Along with the above issues, the panelists also shed light on a host of other problems like hybrid work, disadvantages of being globally distributed, setting up a good home office, time zone management, communication tools, processes, workflows, etc.

There was one more thing apart from the quality of the discussion that grabbed the public’s attention during the session — Job’s webcam and workspace set-up. 

And to the delight of the live audience, Job shared the list of equipment he uses, including his Sony webcam. He also took the opportunity to highlight the importance of ergonomic chairs and desks and how companies should consider providing a budget to employees for it. He also advocated for having a monitor and not just the laptop while working.

“These are simple things that don’t have to be expensive. They make a huge difference in long-term health,” Job said.

The session gave the audience an excellent opportunity to listen to three of the best remote work experts and understand how they handle highly-productive distributed teams.

Apart from these three, a long list of Silicon Valley engineering leaders shared their ideas at the Turing Boundaryless: #BuildFromAnywhere event. The speaker list included some of the best thought leaders like Darren Murph, Head of Remote, GitLab; Pravin Desale, SVP of SDS and Appliances, Veritas; Suneela Joshi, Sr Director of Engineering, Abbott Laboratories; Anna Chukaeva, Co-Founder / COO, Carta Healthcare; Henrik Hussfelt, Director of Engineering, Proxy; Andy O’Dower, Veteran Product Engineering Leader, Former Head of Product, Carlease.com, among others.

You can watch all the Turing Boundaryless sessions: #BuildFromAnywhere conference on our YouTube channel here and let us know in the comment section which speaker gave you the best insight about remote work.

By March 15, 2021
Turing Events

How to Manage Remote Developers? Engineering Leaders Explain in Turing’s Boundaryless: #BuildFromAnywhere Event

Pravin Desale, Suneela Joshi, Anna Chukaeva, Henrik Hussfelt, Andy O’Dower explain how to manage remote developers in Turing’s #BuildFromAnywhere conference.

A panel of high-profile engineering leaders joined Turing.com CRO Prakash Gupta for the second session of the Turing Boundaryless: #BuildFromAnywhere event on 18 February 2021 to share their experiences managing remote developers during the Covid-19 pandemic.

The guest list for the second session included Pravin Desale, SVP of SDS and Appliances, Veritas; Suneela Joshi, Sr. Director of Engineering, Abbott Laboratories; Anna Chukaeva, Co-Founder / COO, Carta Healthcare; Henrik Hussfelt, Director of Engineering, Proxy, and Andy O’Dower, Veteran Product Engineering Leader, Former Head of Product at Carlease.com.

From challenges to solutions, the panelists touched upon various issues regarding remote teams. They also revealed their first preference when it comes to fully-remote or hybrid. Here are the key takeaways from the session in case you missed it.

Describing the hurdles that his team faced during the early months of the pandemic, Pravin said. However, his organization had to deal with many challenges starting from product development processes to customers’ data safety. They learned a lot out of those problems.

“I think it has made our company better for the future. There’s no question about it,” Pravin said.

Expressing similar thoughts, Suneela said: “We were forced to take on remote, but it has worked out well.”

She also explained how her company tried a mix of remote and office-going employees to mitigate the challenges.

Henrik, who was one of Proxy’s first remote engineers, while sharing his experience, said: “When Covid hit, the whole company had to do what we did every day. But getting the organization to get to the same state took quite a while.”

Andy, who is now with live streaming platform Wowza, told the audience that they had to make some changes and break some old tools and some old habits as part of the leadership team.

“I think we were able to grow the business certainly and help customers in a time of need, but it did require both company changes and a roadmap change in our product,” he said.

During her turn, Anna said that the challenges for her organization were all about the people. “We need to build trust. And trust is hard to build, especially if somebody is remote and in a different time zone. How are we going to do that?” she said. The answer she explained was in listening to your team members and implementing their feedback.

Moving ahead, the speakers also spoke about the many steps that they took to overcome the initial challenges of remote work.

According to Henrik, he and his team took some ideas from GitLab’s guidebook and implemented them in their organization. He suggested anyone who needs to understand how to run a remote organization should look at that guidebook. You can find the link to the guidebook here.

Talking about distributed teams, Andy said that companies needed a mindset shift when it comes to remote first. He added that previously organizations used to hire candidates keeping the physical office model in mind, but now they must recruit people keeping remote work at the forefront.    

While Pravin spoke about the importance of a sense of belonging and purpose at the individual engineer level, Suneela shed light on factors such as flexibility and empathy for remote employees.

Adding to these two speakers’ views, Anna talked about the significance of feedback in a distributed team and how she implemented a program to collect the proper feedback to solve many of the problems related to remote teams.

The session ended with a small poll where most of the panelists barring Henrik, said they expect their organizations to go for a hybrid remote set-up in a post-Covid world. Henrik voted in favor of a fully-remote setup.

You can watch the entire session on Turing’s YouTube channel and let us know in the comment section what you liked the most about the conversation.

This post concludes our recap of the second of the four sessions of the Turing Boundaryless: #BuildFromAnywhere event. Keep checking this space for highlights from the rest of the sessions.

By March 15, 2021
Turing Deep Jobs Platform
The Future of Work

Why a ‘Deep Jobs’ Platform is a Better Choice for Companies and Remote Job Seekers

Turing offers vetting, onboarding, payments, time tracking, performance monitoring, and communication tools to ensure high productivity and transparency

Great employees are a must, not only for building big companies but also for keeping organizations competitive in the market. But as anyone who has ever had to hire for important roles would agree, hiring remote talent often feels like a gamble. 

While the use of traditional job boards in the hiring process is undeniable, recruiters and candidates increasingly feel that these platforms’ mere act of matchmaking is not yielding the desired results.

The covid-19 pandemic has further exposed the inherent flaws and the shallow nature of traditional job platforms. Millions of talented people are now finding themselves in jobs (if they are lucky enough to have one), where they are both underutilized and under-compensated. Firms are also facing difficulty hiring quality talent since hundreds of thousands of skilled workers have gone remote.

In such a scenario, the whole idea of a traditional CV and job listing platform looks outdated, and the need for a ‘deep jobs’ platform is now more critical than ever. 

So what is a deep jobs platform?

Traditional job listing platforms offer a digital equivalent to a CV that gives only a few key points about the candidate. They also provide little to no help in vetting and retaining the ideal candidate. Their offering stops at the mutual discovery of companies and prospective employees. 

As the name suggests, a deep jobs platform goes deep into the hiring process and addresses the various stages associated with it. It offers a higher value proposition to interested employers and job seekers by providing customized products and services. It does so by creating highly enriched candidate profiles with the right signals/indicators for recruiters and managers. A deep jobs platform also offers support across critical stages of the employment journey like vetting, onboarding, payments, etc. Post-match, a deep jobs platform, like Turing, may even offer support services like time tracking, performance monitoring, and communication tools, among others, to ensure high productivity and transparency for customers and employees.

The remote hiring challenge in tech

For technology companies, recruiting skilled talent is difficult as thousands of firms compete to hire from the same limited local pool of skilled developers. The scarcity of top-level talent in the market makes retention a big problem, too. 

And with so many organizations chasing so few developers, hiring becomes costly. These hiring challenges hit companies from the Bay Area and New York, especially hard since it has become prohibitively expensive to hire top IT professionals. The problem of recruiting top talent has become so huge that now 65% of technology leaders believe it is hurting the industry.

So, to solve the above problems of hiring, retention, and cost, many firms are looking for remote developers. But hiring the right team of offshore developers can be tricky, particularly when most of the recruiters rely on a traditional resume to source candidates. 

According to Turing.com co-founder and CEO Jonathan Sidharth, companies usually struggle with three things while trying to hire remotely distributed teams. 

He says, “first, it’s really hard to find high-quality remote talent. Second, it’s extremely difficult to evaluate and vet remote talent to figure out who’s the right match for your company. And finally, how do you manage and operate a distributed team after you found the right team?”

Jonathan and Turing co-founder Vijay Krishnan faced all these problems while building their previous start-up, Rover, out of Stanford in 2007-08. They found they had to cast a wider net to recruit talent after realizing that start-ups like theirs couldn’t compete with giant Bay Area companies like Google and Facebook to recruit the people they needed. But, after they decided to run Rover via remotely distributed teams, they found that the CVs on job portals were of little help for remote-first companies that needed to hire quality offshore developers. 

Jonathan explains the problem of the traditional CVs by giving the following two examples. 

A Silicon Valley company might feel comfortable with a computer science graduate’s academic credentials from any of the Ivy League universities. But the same organization may be clueless while hiring a remote Nigerian developer, seeing an institute, which might very well be the Stanford of Nigeria, on his/her resume.

Similarly, a US-based company might not doubt an ex-Googler’s caliber because everybody knows Google and the vetting process it implements to hire quality developers. But, what’s the Google of Rio? Most of us don’t know.

In other words, companies will have little idea about the real skills and qualifications of remote developers through a traditional CV as it won’t tell them enough about the foreign schools and companies.

What solutions does a deep jobs platform like Turing provide?

Jonathan and Vijay understood the importance and need for a deep jobs platform to provide in-depth developer profiles, a rigorous vetting process, and management solutions for modern-day hiring problems. So, after the acquisition of Rover in 2017 by Revcontent for close to $30mn, the duo decided to build something new based on their prior experience, and Turing was born.

Turing’s approach is a vertically-integrated solution that replaces traditional IT service company offerings with an AI-based platform. It connects the top 1% of remote developers with the best US and Silicon Valley firms. 

Unlike a traditional jobs board, a deep jobs platform like Turing doesn’t stop at just matchmaking.  It goes beyond that and solves multiple problems for both companies and candidates during the hiring process.

  • Deep Sourcing and Profile Creation: A deep jobs platform such as Turing goes deep into the global talent pool to find the best candidate. It creates an impactful profile that lists out the skills and potential of a developer. These deeper profiles help match companies and candidates according to their requirements and skill-sets, respectively.

Turing Deep Developer Profiles

  • Rigorous Vetting: When a human reviews a resume, there are inherent biases that exist. But a deep jobs platform like Turing implements a color and gender-blind vetting algorithm to select the best candidates meticulously. Turing evaluates top candidates by testing their expertise, experience, performance on scientifically-designed coding challenges and interviews. 
  • Matching and Onboarding: An AI/ML-powered deep jobs platform like Turing not only matches companies with the right developers but also helps onboard them. The onboarding process addresses the vital concept of culture fit. Employees fitting into the existing culture of companies exhibit superior job performance. They are more satisfied and also less likely to leave the company.
  • Collaboration Tools: On the management side, Turing provides tools and protocols to address the challenges of managing remote teams. The Turing Workspace and Turing Virtual Machine do it all for the companies from tracking hours to enabling check-ins and standups to security.

Turing Virtual Machines

  • Payments processing: The payments are entirely handled by Turing, making it easy for both the organizations and job seekers.
  • Risk-free trial: Turing is so sure about its selection process that it lets companies pay after two weeks of the free trial if they are satisfied with the developer’s quality.
  • Community: Since remote work doesn’t give developers the atmosphere of a physical office, where they bump into their colleagues now and then, many workers might feel lonely. Turing understands this well and hence provides a sense of community to world-class developers. Having a community not only helps developers connect and grow but also creates long-term value for them.

Deep jobs platform in a remote-first world

With studies predicting more and more people shifting to remote work, companies must have the best possible offshore talent on board to stay ahead in an ever-changing tech market. In such a scenario, a deep jobs platform with its deep developer profiles emerges as a better choice for companies and remote job seekers. It enables them to go genuinely boundaryless.

“Talent in the cloud working from anywhere beats talent restricted to a single city. People have a better quality of life. Companies have a larger, more diverse talent pool. Why does your team need to live where your office is headquartered?” says Jonathan.

Turing’s expertise in the remote developer arena will iron out many of the problems that organizations could face while hiring and retaining top remote engineers in this ‘highly uncertain’ period.

If you’re a developer looking for the best remote US jobs or an organization planning to hire remote silicon valley caliber candidates, try Turing’s deep jobs platform for yourself today.

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By March 13, 2021
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