Building a Design Career: Insights on How to Stand Out and Step Up from Intuit's Caitlin Flint
This edition of our career spotlight series features Caitlin Flint, Group Design Manager at Intuit.
Caitlin's career began at the Advancement Project, a civil rights nonprofit focused on large-scale systemic change to remedy inequity. There, she had the opportunity to work on mapping software for California's first-ever open redistricting process, which ignited her passion for improving people's lives at scale. This made her a natural fit for a role on Intuit's design team, where she has worked for the past six years. Caitlin earned her B.A. in Design from the University of California in Davis, where she specialized in Visual Communications.
At Intuit, she leads design work for TurboTax Live, a product that connects tax experts to millions of customers who need tax filing assistance throughout the year. She leads a team of diverse craft experts who specialize in everything from research, interaction and service design, to artfully curated assets (visuals, motion, voice, and tone) that bring the product to life. As part of Intuit's design leadership team, her top priority is solving customer problems and creating an environment where her world-class team can do the best work of their lives.
We sat down with Caitlin to discuss what the day-to-day life of a Design Manager looks like, what advice she regularly gives early-stage designers, and what she looks for in applicants' portfolios when she's hiring for Intuit (which she is—so take notes!).
Before we dive in, can you tell us a little bit about yourself outside of work?
I live in San Diego, where I was born and raised, and where my husband and I are lucky enough to enjoy the beach and sunshine on a regular basis. I love backpacking and rock climbing, but when I'm unable to get away, anything outdoors (like attempting to keep the plants in my garden alive) will do.
Let's talk about your role as a design manager at Intuit. What sorts of things do you do on a daily basis?
I lead the amazing design team behind our TurboTax Live assisted tax offerings. Every day the team connects customers to our virtual Tax Expert Network to help solve their most pressing financial problems. This requires curating a cohesive end-to-end experience across our consumer tax portfolio to make sure the new features we deliver work together seamlessly for access to experts wherever and whenever our customers need it. I provide creative leadership to ensure research, interaction, visual, and content design all work together to deliver on a common strategy.
A critical part of my role is driving innovation through what we call Design for Delight (D4D) and Customer Driven Innovation (CDI) processes. This involves developing deep empathy to understand customer problems, going broad to narrow with potential ideas, then conducting rapid iteration to arrive at the best possible solution. At Intuit, everyone is customer-obsessed, but our design team goes the extra mile to ensure we bring empathy and qualitative behavioral insights to the table when we're discussing how our products are performing and how we can better serve customers. Human-centered practices are ingrained in our craft.
What do you think is the most challenging aspect of being a design leader? The most rewarding?
Being part of an insanely talented team is incredibly humbling. My goal as a designer has always been to have a positive impact in the lives of the customers I serve—leading a team exponentially increases that potential for impact. It's most rewarding when you can see how every individual's efforts amplify the collective results of our team. Great research insights lead to crisp, focused interactions, which are then bolstered by beautiful content, motion, and a visual language that supports ease of use, confidence and delight for our customers.
That said, this is also the most challenging part—creating an environment optimized for collaboration, with a common vision and shared pace, so the individual parts come together like a symphony. Without that, even with great individuals, the output is just noise.
Caitlin collaborating with members of her Design team
You joined Intuit as a designer six years ago. What drew you to the role and the company?
I was drawn to the triple threat of an inspiring vision, an established yet evolving design culture, and a clear path for individual career growth. The financial decisions individuals make on a daily basis are numerous, complex, and carry emotional implications with real consequences. Eliminating that burden, by providing better tools for financial freedom, inspires and challenges me daily.
And being at a company that actively invests in great design makes me confident we can make an impact. It also means that, as I grow and learn, I can keep taking on new challenges. There are designers at every level, all the way up to Intuit's C Suite, that I can learn from. It's inspiring and really amazing to be free of a looming ceiling over what's possible.
How have the people and culture at Intuit supported your growth into a management role?
I started at Intuit as an individual contributor, and from day one I would hear people say, "We want to provide the resources for people to do the best work of their lives." In my experience, this has been spot on. It's one of the many reasons Intuit has been recognized on Fortune's Great Places to Work list year after year.
The culture is such that I've had many great mentors and coaches—formal and informal—over the years. Taking courses and attending conferences is the norm, as is having the opportunity to learn from external guest speakers and internal experts on a weekly basis. Before I became a manager, I was supported and encouraged to enroll in leadership courses (where I mostly gained data and a vocabulary to support what I saw modeled around me by design leaders every day). Once I became a leader, opportunities for continued learning, such as unconscious bias training, have also been the norm.
The Design team celebrating Halloween
Now that you are a manager, what's one lesson you try to impart to more junior designers? And one way you try to set them up for success?
I'm really grateful to have had great mentors to help me learn that it's important to do less, better. This is as critical for delivering great products as it is to career growth. I'd equate the early career phase to the "go broad" part of our design process—rapidly iterating, trying new things, seeing what works, and savoring the surprises. Eventually, though, you hit the narrowing phase. At that point, there's a lot of power in choosing a few areas where you really want to excel. That way you can focus your efforts and put your native genius to work, rather than be so-so at everything.
As the go-broad phase of your career winds down, don't be afraid to ask for help from peers and leaders if you need help narrowing and deciding where to focus for the next phase of your journey. Always give yourself permission to try new things, but know where your core strengths lie.
Let's shift gears and chat a bit about getting started in design and landing an entry-level role. When you're evaluating candidates, what sorts of things do you look for in a portfolio? What are your assessment criteria?
Your portfolio is a tool to showcase how you think—not just what you delivered. This means I'm on the lookout for candidates who use engaging case studies that tell the story of a project.
What problems are your customers facing? What's the ideal outcome for them? How will you measure success? I'm interested in how a candidate sets the stage with a clear from/to journey. Then, I look for how you put the design process and methods to work to identify an effective solution to the problem. Last, I'll assess the execution of the solution—how you use interactive elements and visual elements like color and type to make using the product simple and intuitive. A talented designer may be stronger in some areas than others, but they'll understand how the pieces fit together and how to bring their audience along on the journey.
What would you recommend someone do when they're just starting to build their portfolio? Are there specific types of work they should ensure they include?
Overall, it's best to tailor the work in your portfolio to the types of roles you'd like to take on. If the body of work in your portfolio demonstrates your skill as an illustrator but you're hoping to land a role as a product designer, you might want to re-evaluate the projects you've included. The exception would be if there are transferable skills you want to highlight. For example, maybe you did a ton of customer research and trend audits to inform the style of the illustrations you'd use for an app, and that ignited your passion for product design. A project like that demonstrates skills applicable to product design and tells the story of your career journey. Including it would demonstrate breadth of knowledge and an ability to learn and adapt.
If you don't have a ton of work to show yet, don't worry. The best designers I've worked with have an entrepreneurial spirit and don't mind being scrappy. Even without formal experience, you can put your creative problem-solving skills to work just about anywhere and document the process and outcome for your portfolio. For example, seek out pro bono or nonprofit work, where you can make an impact in the communities you care about and add the work to your portfolio. Or, do a heuristic evaluation and guerilla user tests on a product that solves a critical need for you, but is painful to use—then provide your recommendations to improve the experience and prototype a new approach.
What's one thing you've seen recently in a portfolio that pleasantly surprised you?
Recently, a designer I interviewed (and hired) showed solutions they explored that included augmented reality (AR) & chatbot. It was great to see them consider current tech trends in their go-broad explorations. Even better, they showed how they backed away from these solutions because they didn't adequately address the customer need. In this case, the AR approach required two hands on the phone, which took away the hand that was needed to complete the task in real life.
This demonstrated their knowledge of trends, while shining a spotlight on their customer-centric rationale. It also showcased a love for the problem (rather than a specific solution). Plus, I personally got to learn something new in their portfolio review, which is always great.
What's the number one thing you love to see in a portfolio?
The real world is messy, and designers weather the storm by savoring unexpected surprises along the journey. I love when candidates are transparent about what went wrong, what they learned, and how they recovered. It shows grit and creativity, the ability to persevere when real challenges arise. It also shows depth—if they didn't uncover challenges along the way, I'd question how well they tested the solution. What weak spots are we going to uncover later, when it's too late to address them properly? Embrace the messiness of it all!
And one thing that really bugs you?
A portfolio that only shows screenshots of the products a candidate has worked on, without any context or insight on the process, is a real letdown. It also bugs me when the success of the work isn't evaluated from a customer perspective. It's great that your client was happy—but I want to know what benefit the end user received from the product.
Last, but not least, what piece of advice would you give to someone who wants to apply for a design role at Intuit?
Take time to learn what Intuit does—explore our products and get a sense of where they fit into our customers' lives. Second, learn about who we are. Our values (how we work) are as critical as what we deliver. We have an amazing, customer-centric culture at Intuit, especially in design. Beyond that, we care that our employees also love working here. Consider how you will add to that culture—the diverse point of view you'll bring to the table, and how you'll live out our values within a team.
To learn more about Intuit's open roles in their design teams and beyond, check out their PowerToFly profile here.
January is National Mentorship Month— the perfect time to focus on growing and building important relationships with mentors that will positively affect your professional career.
Research shows that mentorship greatly improves career outcomes by providing professional guidance, skill development, and support through major work and life transitions.
We asked some of our partner companies to tell us about the mentorship opportunities they offer. If you’re ready to unleash your full potential by joining an impactful mentoring program, keep reading to hear what they said. (Plus, they’re all hiring—check out their open jobs under each entry!)
“Clarus Commerce has been running a mentorship program for the last 9 years. Here is how it works:
- Senior leaders nominate mentors within their department.
- The program lasts for about 6 months.
- Those who are interested in being mentored provide 6 topics that they’d like to discuss in mentoring meetings, which help us pair people up. Mentoring topics should focus on topics such as: leadership, how to manage up, presentation skills, communication, work life balance, etc.
- We leverage our Insights and Discovery profiles that each employee has to help better understand each other’s communication styles and help facilitate great discussions.”
Learn more about Clarus Commerce here.
“PwC professionals are provided learning opportunities, supportive career growth and unique mentoring opportunities to help them to fulfill their potential. The firm has several programs that include intentional mentorship and focus on building representation, inclusion and development of their people. For example, the firm launched Enrich, an experience designed to support the development and leadership skills of high-potential female and racially and ethnically diverse senior managers and directors. There is also Thrive, an innovative two-year experience for Black and Latinx entry-level new joiners that helps lay the foundation for a successful career through culture workshops, networking, connectivity and leadership engagement.”
Learn more about PwC here.
“At CallRail we have a program called Connection Point where individual contributors are paired with members of the Senior Leadership Team. Each pair is together for a full quarter and are given topics for their meetings, topics range from; career stories, situational advice and feedback, etc. At the conclusion of the quarter the individual contributors that have been in the program have a round table lunch with the CEO. This has been a great way to foster deeper connections within the organization, demystify senior leadership and help individuals see a path forward.”
Learn more about CallRail here.
“Automattic’s Design Mentoring program is a mutually beneficial partnership providing development opportunities for all. Mentees pick up new skills or get guidance with a project. Mentors practice communication, leadership, and knowledge sharing. The organization benefits from more engaged, productive employees, who have increased job satisfaction because mentorship encourages meaningful work that aligns personal and professional goals. In our distributed work environment, mentoring provides a human connection and a trusted space to grow. Tapping into all of the design experience and skill that our organization has is a powerful way to grow individually … and collectively."
Learn more about Automattic here.
“Relativity Women of the Workplace (RelWoW) Mentorship Circles is a group mentoring program that brings together women at varying stages in their careers and from every department at Relativity. The program sessions are curated by our team and include materials, talking points and action items to help create open dialogue, build connections and develop skills for personal and professional development. The program runs around six months, and includes a kickoff, mid-point event exclusive to program members, and a closing celebration. Relativity also plans to pilot a new mentoring program with broader reach across the company in 2022.”
—Yvonne Frazier – Executive Assistant
Learn more about Relativity here.
“CDW Business Resource Groups are a key source for networking and mentoring opportunities. In 2019, our BeU BRG launched a formal mentoring program through their Project IMPACT initiative aimed at recruiting, retaining and promoting Black coworkers. It has been a successful program that has brought coworkers together across departments and roles, sharing new experiences and perspectives for both mentors and mentees.”
Learn more about CDW here.
“BRIDGE is Kinesso's reverse mentoring program bringing together senior leaders and future leaders globally. Our program pairs employees with Kinesso's Senior Leadership Team, but rather than leadership mentoring employees, our employees mentor our senior leaders!
Through mentorship programs like Bridge, Kinesso's brings together employees across generations, cultures, territories, and job levels. Giving our future leaders the opportunity to share fresh perspectives and innovative ideas allows our current leaders to look at inclusion, capabilities, collaboration, and connectivity from a completely different lens.
"(Bridge) is immensely important for many reasons, but most of all, it shows that no matter where you are in your career, you should never stop learning and growing."
—Arun Kumar, CEO at Kinesso and Global Chief Data & Marketing Technology Officer at IPG”
For more information on Kinesso, please visit Kinesso.com/careers.
Learn more about Kinesso here.
"At SoundCloud, one of our core behaviors is to embrace the challenge- but that doesn’t mean that you go at it alone. We encourage SoundClouders to ask for help and to give help to those who it need along the way. Over the past few years we have offered a mentorship program that connects rising SoundClouders with under-represented identities (gender/race/ethnicity) with more senior level employees around topics of professional branding and career growth, influencing and emotional intelligence, and strategic thinking. In 2022, we aim to launch 2 cohorts of mentorship/coaching targeting different ranks of women of color."
Learn more about SoundCloud here.
“BlackRock has nine employee networks and four professional networks – all of which offer mentorship programs or opportunities.
Our employee networks: Mosaic; Ability & Allies Network; Asian, Middle Eastern & Allies Professional Network; Black Professionals & Allies Network; Families & Allies Network; Out & Allies Network; SOMOS Latinx & Allies Network; and Women's Initiative & Allies Network.
Our professional networks: Analyst Alley, Associates Arena, Global Administrative Initiative Network, and VP Village.”
Learn more about BlackRock here.
“Having both formal and informal mentors is crucial to elevate any career. At Lockheed Martin, mentoring is the development of meaningful relationships to transfer valuable knowledge and understanding from one person to another. It is a personal enhancement strategy through which one person willingly facilitates the development of another by sharing known resources, expertise, values, skills, perspectives, attitudes, and proficiencies. Our mentoring program is tailored to the individual employee to give them the right tools, the right resources, at the right time.”
Learn more about Lockheed Martin here.
“Autodesk is a place where you can shape your future and help others do the same. The Autodesk Mentorship Program empowers employees to take ownership of their careers and build on a mindset of learning from each other by offering mentorship opportunities for professional and personal development, peer-to-peer learning, and focused networking. The program helps you identify your goals and recommends matches for a mentor or mentee to help you accomplish them. Through the Autodesk Mentorship Program, employees can make connections, grow their skills, explore opportunities and build their career paths.”
Learn more about Autodesk here.
“Cummins Women’s Empowerment Network (WEN) focuses on a mission to create the right environment by advocating for equal representation, empowering women, and fostering inclusion for every employee in all work assignments at all levels.
As part of the work to achieve such a mission, WEN focuses on mentoring and development initiatives designed to foster mentoring relationships, broaden employee networks, and provide opportunities for personal and professional growth. Initiatives include Speed Mentoring Sessions, Personal Development & Networking Events and WEN Mentoring Circles Program. This annual Mentoring Circles Program provides a monthly opportunity for exempt employees to participate in a forum for open discussion, explore new perspectives and learn from peers and leaders.
Within the Europe region we also have the Cummins Business Services mentoring program which is open to all employees at all levels.”
Learn more about Cummins here.
“Meet a pairing in Millennium’s Mentorship Program: Cari Smalley, Co-Head HR Business Partners, Americas, and Jasmin Zirino, Operations Specialist. They say, "The mentorship program is a fantastic experience for anyone who wishes to join. It allows you to meet someone you do not directly work with and grow your network. It is invaluable to have the ability to work through solutions to problems, use one another as sounding boards, and occasionally just blow off steam in a supportive space."”
Learn more about Millennium Management here.
“Mentorship is about stepping out of our comfort zone, taking charge and acting upon our ambitions, opening doors for others and learning more about the skills that make our own success.
Expedia Group has a volunteer-led program allowing every employee to have an equal chance to grow and succeed. The program has brought together a group of 1,700 Expedians from all over the world who believe in skills development and the power to elevate others while creating Inclusion at Expedia Group. Through a self-service marketplace platform and organized meetup sessions, EG’s Mentoring Program enables all employees to ask for help and embrace their own identity while belonging to a community that thrives through diversity.”
Learn more about Expedia Group here.
“At Equinix, our employee connection networks (EECNs) play an important role in bringing together communities for learning and growth opportunities, including mentoring. While mentees gain much from mentors, we often find that mentors also discover growth opportunities.
By asking these questions, we instill best practices for a successful mentorship:
What does each party want from this experience? How often to meet? Confidentiality: What’s shareable and what isn’t?
Feedback: What are the expectations around giving and receiving feedback?
And remember, a mentoring relationship is like any other relationship—it takes time to develop. Build trust by getting to know one another.”
Learn more about Equinix here.
"At Unstoppable, it is our commitment to having a crypto forward culture. Every new team member is matched with a Crypto Buddy who acts as their first point of contact outside of their direct team, guides them down the crypto rabbit hole, and welcomes them into Unstoppable’s culture. As a fully remote company, making cross-team collaboration a key part of onboarding strengthens our community. This is also an opportunity for the buddy to hone their mentoring and teaching skills. When the new hire has been with the company for six months, they will then become a mentor themselves, driving a continuous cycle of mentorship."
Learn more about Unstoppable Domains here.
“Mentoring@Uber connects employees who are passionate about helping and up-skilling others with those who are seeking guidance and development. It is a way of connecting and sharing challenges on a mutual and reliable relationship —and trying to get another perspective from an unbiased source. It’s also an opportunity to learn from the experiences of others, or collaborate together to come up with a solution to professional problems that arise. People with mentors perform better, advance in their careers faster, and even maintain more work-life balance. And mentors benefit, too.”
Learn more about Uber here.
“MongoDB has offered two pilot mentorship programs to support underrepresented groups. One program focused on promising first-line managers and ICs from underrepresented groups and the other focused on providing executive mentorship to women & nonbinary leaders at the director level and up. In both programs, participants were matched with a mentor with who they regularly met to discuss career planning and personal development. Feedback from both pilots was hugely positive with participants indicating that they received helpful support from their mentors. Members from our ERGs have also served as mentors to our summer class of interns.”
Learn more about MongoDB here.
“Our Black and Latinx ERG, Array, offers a mentorship program pairing individual contributors within Array to C-Suite and VP level mentors, including PagerDuty CEO Jennifer Tejada. Dedicated to leveling the playing field for Black and Latinx employees, the program is structured so everyone can learn from each other. Mentees are paired with mentors from within or outside their department for a nine-month term, which includes check-ins, themed discussions, and monthly one-on-ones. Bri Solorzano, an Array mentee, explained that this mentorship program allows her to build bonds with higher level executives, and share her personal experiences as a Latinx employee and individual contributor at PagerDuty.”
Learn more about PagerDuty here.
T. Rowe Price
“Due to the highly collaborative culture at T. Rowe Price, the firm understands the value of relationships and the opportunities strong mentorship can provide. It is committed to not only developing talent within its walls but developing the next generation of talent within communities.
The firm will launch a new global mentorship program in 2022, which will offer associates the opportunity to connect with colleagues, agnostic of location or business unit. T. Rowe Price also provides leadership development to youth in the community through strategic partnerships such as the Baltimore Ravens Leadership Institute, a program aimed at high school students.”
Learn more about T. Rowe Price here.
“At Pluralsight, we take growth seriously. Which is why we offer a six-month long mentorship program for all of our employees. Our mentorship program is facilitated bi-annually by Women@Pluralsight, one of our Employee Resource Groups (ERGs) and aims to empower participants to recognize their full potential. We intentionally pair mentors and mentees to create connections that encourage the development of skills crucial to success, and foster personal and professional growth. In our most recent cycle we paired nearly 200 participants and have plans to continue growing that number. Because at Pluralsight, your growth is our growth, and vice versa.”
Learn more about Pluralsight here.
“At Yelp, we value and actively foster an environment focused on learning and development. There are a variety of mentorship opportunities available, such as:
- New Hire Mentors — new employees are paired with a team mentor to help them onboard and get settled in.
- Engineering Mentorship Program — any IC engineer can sign up to become or get a mentor within Yelp Engineering.
- Manager Mentorship Program — new engineering managers or proto-managers can get support from experienced managers at Yelp.
- Awesome Women in Engineering — This employee resource group’s mentorship program helps AWE members find mentors or mentee within the group.”
Learn more about Yelp here.
“At Turo, we help each other. We collaborate. We challenge each other. And we create the tools to succeed independently and as a team.
When you join Turo engineering, you’re assigned a mentor, a reliable, single point-of-contact to help you set up your environment, navigate the codebase, and acclimate to Turo’s culture and workplace. Mentors have a great responsibility to ensure new Turists feel welcome, offer encouragement, and provide advice and guidance on complex matters of systems and architecture. Engineers who demonstrate our core values of efficiency, pioneering, and being down-to-earth and supportive have an opportunity to mentor new engineers. Mentoring engineers is a great way to build the skills necessary to further your career at Turo.”
“Mentoring has allowed me to deepen my technical understanding and team connections.”
– Lauren Kroner, Senior Software Engineer
Learn more about Turo here.
“In the US, Moody’s has an intergenerational mentoring program, our Pride BRG members coach youth in the Queer Coders program. Our Women’s, Veterans, and Multicultural BRGs have a variety of mentoring programs, including summer intern mentorship, our Asian Leadership Initiative and our ConectaMos Hispanic/Latinx 1:1 mentoring program. Our Women’s Group Mentoring Program just celebrated its 10th anniversary with over 800 mentor-mentee participants over 10 years. In EMEA, Moody’s offers Power to Act reverse mentoring, mentoring through the Women’s and Pride BRGs, and a parental leave mentoring scheme. In APAC, Moody’s has various cross-BRG and cross-department mentoring programs.”
Learn more about Moody’s here.
“At Condé Nast, we are focused on providing positive career development opportunities. We recently launched a Global Mentorship Program as an option for employees to connect and learn from one another. For six months, employees participate as a mentor and/or mentee to develop their careers, grow their skills and guide one another. The structured framework creates and sustains an inclusive experience that empowers everyone’s growth.
The MentorcliQ platform we use lets us create mentoring pairs based on their interests, experiences and personality compatibility. To date we have had 473 active mentorship pairs.”
Learn more about Condé Nast here.
“Thornburg Small Group Mentor Program was created to bring employees of various tenures and experience levels together in order to cultivate organic relationships and opportunities for influence in a low-pressure environment.
The program consists of six small groups comprised of one mentor and three to six mentees. These groups meet for one hour every month for six months. The series concludes with a virtual event where all participants from every group can meet and share takeaways from their experiences.
- Small group format (not one-on-one)
- Low cost, low maintenance, light structure
- Flexibility for mentors to lead through individual style"
Learn more about Thornburg here.
“Women@Okta’s upcoming mentorship program:
W@Okta’s vision for the year is to empower, develop and support women-identified employees in order to ultimately improve gender diversity at Okta. One of our key methods is to empower the next generation of female leadership by providing a platform for women to connect and learn from one another through group and 1:1 mentorship opportunities. Our Professional Development branch is launching a pilot mentorship program with an initial cohort of 32 mentors and mentees.
Goals: Career, personal and organizational
Share your needs, desires, goals, and challenges; career choice and mobility.
Explore people, resources, information, expertise you need – but don’t have – to speed up, enhance, and ensure your results.”
—Professional Development Lead Christina Ghallagher (Senior Sales Development Representative) & Partnerships Co-Lead Sarah Schiff (Senior Manager, Customer First Recruiting)
Learn more about Okta here.
💎 Prepare for your job interview at Elastic with these key tips from the company’s recruiters!
📼 If you’re looking to apply for an open job at Elastic, watch this video to get useful advice that will help you get through the interview process at the company. You’ll meet Roxy Wolfe, Senior Recruiter, and Jacqueline Mills, Recruiter at Elastic, who will go over the company’s application and interview process, and tell you about Elastic’s culture and values, as well as how to best prepare for the interview process.
📼 Does a job at Elastic always require a technical background? First things first: as Roxy explains, when applying to a software company, there’s this common misconception that you need a technical background just to get your foot in the door. That just simply isn’t the case at Elastic. What they’re looking at is the person from a whole holistic view. Does this person have the transferable soft skills to do well and deliver results quickly in this role? So when the recruiter starts asking, are you a team player? Do you deliver results? You can give some STAR method answers and tangible examples of how you meet the responsibilities and the requirements of the role.
📼 When you apply for a job at Elastic, the STAR method is a key tool you can use. The STAR method will make sure that your answers give the interviewer a clear and concise idea of your experience. The STAR method consists of clearly outlining the situation you handled, the task that you were given, the action you took, and the result, or the outcome, of that situation. And a great way to add to that is to give your best learning lesson from said situation.
Show Up As Your Best To The Job Interview At Elastic
The best way to show up to an interview is to just simply be prepared. Show the interviewer you did your research! Not only you should know what the company does, who their competitors are, but also what's really driving you and motivating you to go through this interview process. In Roxy’s words: “I think it's awesome when a candidate’s taken the time to look at our social media, maybe they've read a few blog posts, maybe they've read a few of our cases on our website to see how our clients are using our products. This is gonna show the interviewer not only that you took the time to prepare, but that you're passionate about the role, and about Elastic as a company, as well.”
🧑💼 Are you interested in joining Elastic? They have open positions! To learn more, click here.
Get To Know Roxy and Jackie
Roxy is a human resources professional with experience in Performance Management, Data Analytics, Project Management, Client Service, Training & Development, Marketing Campaigns, Meeting Planning, Social Media, Full Life Cycle Recruiting, University Relations, Event Management, Intern Program Management, Talent Management and Talent and Recruiting Analytics. Jackie is an experienced Recruiting Professional with a passion for providing an exemplary candidate experience at Amazon. BSBA and concentration in Human Resource Management from Bryant University. If you are interested in a career at Elastic, you can connect with her on LinkedIn!
More About Elastic
They're the company behind the Elastic Stack — that's Elasticsearch, Kibana, Beats, and Logstash. From stock quotes to Twitter streams, Apache logs to WordPress blogs, they help people explore and analyze their data differently using the power of search. Thousands of organizations worldwide, including Cisco, eBay, Goldman Sachs, Microsoft, The Mayo Clinic, NASA, The New York Times, Wikipedia, and Verizon, use Elastic to power mission-critical systems.
What Diverse Talent Want in 2022
Diversity at work has never been more measured or discussed. But how can you create an environment where diverse talent can succeed?
As a company that is focused on creating opportunities for underrepresented talent, we wanted to provide companies with data-based, practical strategies to help them find, retain, and uplift diverse talent. Using our findings will help you ensure that the diverse talent already on your team wants to stay, and show diverse talent looking for new opportunities that your company is the one they should join.
To come up with those strategies, we went right to the source and conducted a survey with 490 diverse professionals across industries and career stages.
Keep reading for the four things that companies can do to improve their ability to keep their current talent and to appeal to new talent, too.
The Top 4 Things You Can Do to Attract and Retain Employees in 2022
- Be generous with compensation and learning and development offerings. 76% of diverse talent would be “very likely” to leave their job for a role that paid more, and 73% would leave for a job that offered more opportunities to learn new skills.
- Level up your DEI commitment. 69% of respondents wish their current companies would become more diverse.
- Commit to long-term flexible work. 55% of respondents wouldn’t consider staying at or accepting a job that didn’t let them work remotely at least part-time. Surprisingly, more respondents wanted to be able to flexibly schedule their 40-hour weeks than wanted a set 32-hour workweek.
- Consider intersectionality. Don’t look at employee experiences as if all employees were the same. For example, less than half as many Black respondents are happy with their company’s DEI training compared to white respondents.
Want to learn more? Read the entire What Diverse Talent Wants in 2022 report by downloading it for free here.
💎 Going for that next step in your professional career may seem scary. Don’t miss the valuable insight from a recruiter at Datadog about their interview process!
📼 Watch this video to get key advice for the next step in your career. In this video, you’ll meet Adriana Buss, Senior Technical Recruiter at Datadog, who’ll share a walkthrough of the company’s application process and what to expect when applying for a job at Datadog.
👉 Datadog is hiring! Check out the company’s open jobs:
Senior Product Designer (USA remote!) https://bit.ly/DatadogSrProductDesignerPTF
Software Engineer (USA remote!) https://bit.ly/DatadogSoftwareEngineerPTF
Team Lead, Engineering - Compute (Europe remote!) https://bit.ly/DatadogTeamLeadEngineeringPTF
📼 Ready to take the next step in your career by applying for a job at Datadog? Get to know the application process. It starts with the recruiter interview. The purpose is to get to know you better: Who you are, what drives you, and the key elements you are looking for in a role. The company wants to learn more about you and your ideal role.. What does development look like to you? Don’t miss Adriana’s single most crucial piece of advice for the recruiter interview. “Be as honest as possible with us. Open up to us, and just know that we are your advocates. We are here to help you. We are here to support you throughout the process,” says Adriana. The better the Datadog team gets to know you, the easier it will be for them to find you the right position.
📼 When aiming for that next step in your career, it’s essential that you research the company you’re applying to before starting the interview process. For Datadog, you can go from visiting the company website to exploring the product o watching case study videos (either on their website or on YouTube). Watch some demos, and maybe go on some engineering blogs and read what people say about the company. What is it they like? What is it t they don't like about the product? Form an opinion about Datadog, about the product or the platform.
Ready For the Next Step in Your Career: Show Up As Yourself
Bring your true self to these interviews. At Datadog, they want to see the real you; they want to see who you are.. They want to see your strengths, but also your flaws because all these things are what make you great!
🧑💼 Are you interested in joining Datadog? They have open positions! To learn more, click here: https://bit.ly/Datadog_PTF
Get To Know Adriana
Adriana is experienced in leading complex talent projects and applying search techniques across a global remit. Tech-savvy with an in-depth understanding and appreciation of wider HR and resourcing issues and strategy, she specializes in recruiting Product, Leadership, Engineering, and various corporate functions such as Marketing, Content, Finance, and Legal. Currently, she’s looking for great PMs who have a passion for product craftsmanship - to make a product with care, skill, and ingenuity. If you are interested in a career at Datadog, you can connect with her on LinkedIn!
More About Datadog
Datadog is the SaaS-based monitoring and security platform for cloud-scale infrastructure, applications, logs, and more. Datadog delivers complete visibility into the performance of modern applications in one place through its fully unified platform—which improves cross-team collaboration, accelerates development cycles, and reduces operational and development costs.
0:00 Trust in Yourself
0:28 Introducing Datadog
0:36 You Write It, You Run It, You Own It
0:56 Stage 1: Recruiter Interview
1:46 Stage 2: Assessing Your Skills
2:37 The Coding Interview
3:06 Final Stage: What’s On Your Mind?
3:39 Apply Now!
#Datadog #PowerToFly #Datadogjob #workatDatadog
Remote Work Tips: Fostering Belonging in a Distributed Environment
💎 We’re living in times when remote work is becoming more and more typical for employees. And many companies have organized hybrid workplaces, with some people coming to the office and some working from home. How can teams foster belonging in this kind of distributed environment?
📼 Play this video to get three top remote work tips on how to foster belonging in a distributed environment. You'll hear from Phylicia Jones (“PJ”), Senior Director of People Development at PagerDuty, who shares her experience when it comes to connecting and staying engaged on a distributed team (like the one at PagerDuty).
👉Want to work at PagerDuty? They’re hiring! Check out the company’s open jobs:
Senior Engineering Manager (Lisbon) https://bit.ly/PagerDutySrEngManagerPTF
Senior Software Engineer - Platform (remote!) https://bit.ly/PagerDutySrSoftwareEngPTF
VP Partnerships (remote!) https://bit.ly/PagerDutyVPPartnershipsPTF
📼 Tip #1: Share Your Story. In a remote work or hybrid environment, you may find it challenging to build a genuine connection with your team. So you should find ways and opportunities to share pieces of yourself with others so they can see and know your whole self at work. Each time you connect with others, it's an opportunity to share a story, whether it's in an interview, a one-on-one, or in a team meeting. Share a piece of your life! What makes you “you” outside of your role? What experiences energize you? Share how you are really feeling, versus always saying, “I’m fine,” so you can be more present at work. That’s how you humanize moments that matter and connect with others.
📼 Tip #2: Be Curious, Always. Now with remote work, most of our interactions are behind a screen. To help foster belonging within your team, take a genuine interest in understanding how people think and feel. Remember, a lot happens that we can't see or read. So ask more questions! You can reach better decisions, outcomes, and ideas when everyone can have a voice, share a point of view, and give input in a way to move forward. Invite people in by asking for their opinions. That way, you’ll open up a powerful dialogue that includes people and creates an engaging and healthy debate.
Tips for Remote Work Team Connections: Be Present
Phylicia advises to be present and always listen. The more aware we are of our actions and how we impact others, we can better connect and engage with everyone. But this requires us to be present in each interaction. We must listen to what is said, along with what is not said.
📨 Are you interested in joining PagerDuty? They have open positions! To learn more, click here: https://bit.ly/PagerDutyPTF
Get to Know PJ
Phylicia “PJ” Jones is a driven global talent and organizational development professional with 12+ years of experience advising and working for organizations in the areas of organizational and talent development and transformation. PJ has expertise in managing projects, collaborating and leading teams, executing programs and processes in employee and leadership development, training facilitation and delivery, learning content development, communications, and change management. In addition, she’s passionate about implementing solutions to improve talent performance and business operations to achieve organizational goals.
More About PagerDuty
Latest News: PagerDuty made Parity.org's Best Companies for Women to Advance List 2021!
PagerDuty was founded in 2009 by three innovative software developers who knew what it was like to carry the pager for “always-on” cloud services. What started as automating on-call rotations has evolved into a multi-product platform that helps companies of all sizes proactively manage their digital operations so their teams can spend less time reacting to incidents and more time building for the future.