Fast forward to now, and there's about 250 incoming CS undergrads without much student body expansion.

https://en.wikipedia.org/wiki/Hyundai_Group

https://en.wikipedia.org/wiki/Hyundai_Heavy_Industries

https://www.hyundai-robotics.com/english/

In my personal experience being a native speaker of both languages and having read some of his books in both languages, the translators take great care to preserve the reader's experience. I have great respect for their work.

Comments URL: https://news.ycombinator.com/item?id=27578319

Points: 4

# Comments: 1

"Triplebyte, to my mind, did an admirable job of trying to solve the credentialing problem. But their approach was not without shortcomings: 1) not everyone wanted to take their lengthy quiz, even though the quiz was well done, and 2) scaling up an army of interviewers, all of whom had to be trained in exactly the same way, was non-trivial and not cheap. These challenges were surmountable, but the challenge that wasn’t arose from the second issue that all companies had to face: lack of candidate autonomy, which was driven in part by a lack of faith in the credential.

Once you passed Triplebyte’s assessment process, just like at Hired, you had to interact with a talent advocate (Triplebyte labeled them “talent managers,” but again they’re just recruiters). The talent manager would examine your background and short-list you for some companies of their choosing, where you’d then go onsite. You could have some input into which companies you spoke to, but it was limited, and if you didn’t meet the company’s (often somewhat arbitrary) criteria, no matter how well you did on the assessment, its doors were closed to you.

As with Hired, having an army of recruiters AND interviewers working for you makes achieving SaaS margins impossible, and then, you’ve essentially become a tech-enabled recruiting firm (albeit this time one with much better performance data!).

Just like Hired, Triplebyte eventually moved away from the auction marketplace model, fired most of their talent managers and interviewers, and fulfilled their destiny, becoming a glorified LinkedIn Recruiter clone. Recruiters could search for candidates, just like on LinkedIn Recruiter, based on their pedigree, languages known, and so forth. One thing Triplebyte still does differently, however, is to leverage their aforementioned coding quiz to annotate candidate profiles. (Presumably, they are using their historical interview data, from when candidates had to do BOTH, to predict how people will perform in interviews.) The limitation, of course, is that great people will be unlikely to take the quiz in the first place, especially now that it no longer fast-tracks them to an onsite."

https://blog.alinelerner.com/ive-been-an-engineer-and-a-recr...

https://www.bloomberg.com/opinion/articles/2021-06-16/don-t-...

https://www.nytimes.com/2013/09/10/education/harvard-busines...

"Ex­ec­u­tive-sev­er­ance ex­perts said the pack­age stands out not only for its enor­mous size, but also given Mr. Neu­mann’s record. The val­u­a­tion of We­Work, which he co-founded in 2010, fell to around $8 bil­lion when he left from $47 bil­lion in early 2019. In all, We­Work has raised more than $11 bil­lion to build a com­pany worth $7.9 bil­lion, not in­clud­ing debt."

Comments URL: https://news.ycombinator.com/item?id=27301813

Points: 3

# Comments: 1

Comments URL: https://news.ycombinator.com/item?id=27062847

Points: 2

# Comments: 0