One famous Amazon process is the “Bar Raiser” system for hiring. It was developed around 1999 as a response to the hiring challenges that came with rapid scaling. Here is some history and how you can choose bar raisers to maintain quality hiring as you scale:
1) How and why the Bar Raiser program was created
In 1999, Amazon was growing so fast that new leaders were hiring new people, who were hiring new people. Many of these leaders hadn’t been at Amazon long enough to understand what “good” looked like in our culture. So, the Bar Raiser program was one of the first processes we developed to help us scale while maintaining high standards.
It came about because we saw a problem: the overall talent level was declining. So, the leadership team devised a formal process to maintain it, first called “Bar Keepers” and later renamed “Bar Raisers”.
The idea was simple: One specially trained person (not the hiring manager or a recruiter) would participate in every hiring loop. They had the responsibility and authority to ensure every hire “raised the bar,” and they had veto power on hiring decisions. However, they were expected to use coaching and facilitation, not force, to help the hiring team make the right decision.
The program started with engineering teams, but it worked so well that it spread. It became a core part of how we scaled while protecting what made us successful.
2) Who should be selected as a Bar Raiser and how to choose them
Bar Raisers are not just strong interviewers; they are role models for Amazon’s hiring culture.
When we built the program, we looked for individuals who were outstanding at interviewing and assessing talent, had credibility, and demonstrated leadership and high standards. They could be managers or ICs.
Once selected, new Bar Raisers go through rigorous training. They shadow experienced Bar Raisers and learn to run debriefs.
This is a significant time commitment. In my experience, it could take up to 10 hours a week. That’s why we recommended starting with a small group and scaling carefully.
3) Who makes a great Bar Raiser?
Earlier career folks with strong leadership potential often shine. It’s a chance to take on a leadership role and to shape the company.
4) How the Bar Raiser program supports hiring decisions
At Amazon, hiring decisions rest with the hiring manager, but the Bar Raiser helps the manager make the right decision. Their job is to ensure the team uses Leadership Principles as objective criteria and applies behavioral interviewing techniques.
Bar Raisers are trained to spot traps such as urgency bias (the hiring manager is desperate to fill a role) and personal bias (favoring candidates who “seem like us”).
Finally, a good Bar Raiser doesn’t wield their veto power like a hammer. In 15 years at Amazon, I never saw it used directly. Instead, they guide the discussion using the Socratic method to ensure the team makes an evidence-based decision.
More info:https://lnkd.in/g_G7SXyT
