Chris Newlyn's Linkedin Analytics

I asked a Principal Software Engineer: From your perspective, are organisations still hiring junior software engineers with no CS degree or real-world development experience, having only completed a software boot camp course? They replied: "I can’t say for sure. In my career though, I’ve worked with more developers that haven’t come from a tech background/degree, but can prove their knowledge in an interview. I think these days, if you know how to use the tools available, but also have the underlying tech understanding, that could be more valuable than someone who has a degree but doesn’t use the tools at hand. I’d also encourage new devs to build side projects and tools, and can walk through how/why they built something. Could make a difference between a someone with a degree but no experience and someone without a degree but has built something. This coming from someone with a traditional CS degree and experience." Tbh, I've seen software engineers of all levels struggling to get roles, and I can't imagine someone who has completed a boot camp course, with no real-world work experience and without a CS degree, getting hired over the thousands of SWEs with experience. What are your thoughts?

11,000 applications per minute on LinkedIn! Really? Job applications have surged 45% as candidates use ChatGPT to auto-generate resumes while companies deploy AI chatbots to screen them out, creating an "applicant tsunami" of 11,000 applications per minute on LinkedIn. Gartner predicts that by 2028, one in four job applicants could be completely fake, meaning we're heading toward a world where robots interview other robots for jobs humans might not even do. Tbh, this doesnt surprise me much. The majority of candidates I work with are either passive or I headhunt directly. I rarely use job adverts anymore as there are an overwhelming about of AI generated resumes that make it hard to know who is real or not. My service as the recruiter is not the resume. Its the story about the people I work with and why they're suitable. This is why people I work with get interviews over people who submit resume's alone. I sell the benefits of people for them, as many can't do it themselves. And I can help these same people through the process, manage expectations and give insights they would never get from AI tools alone. Managers trust me to not waste their time, with people that actually make sense for the positions they're hiring for. Do you think AI will replace specialist recruiters? I don't...

"what do you think of that candidate you spoke to two years ago?" "Hmm… they ghosted after I set up the intro and sent an interview request. Never heard back. Wouldn’t recommend." "Got it, I'll leave them be." This happens all the time. Your reputation follows you. Not just with recruiters, but also with hiring managers and people inside companies you might apply to years later. Tech is a small world. People remember how you act. Poor communication and ghosting don’t just burn bridges, they torch future ones too. A manager could see your profile, turn to a colleague and say: “Hey, you worked with Tim before at ABC company, right? Any good?” “Yeah actually, they were great.” → Boom, instant green light. Or... “They went quiet on us.” → End of the road. What you do now can shape your chances later. So be kind. Communicate well. Leave a good impression, always. You never know when it’ll come back around. Have you found this to be true?

You don’t get what you deserve. You get what you negotiate. I see it all the time. -> Engineers undersell themselves. -> Founders lose great talent because they’re not ready to talk numbers. -> Teams miss out because they drag their feet. A good offer doesn’t just happen. It’s built through clear, honest negotiation. I t’s not about being aggressive. It’s about knowing your value and being able to explain it. I’ve helped people double or triple their salaries. Not because they were lucky. Because they were ready to have the right conversation. If you want better outcomes, you have to get better at the way you negotiate. Here’s how I think about it after 7+ years in tech recruitment: 1. Know your number before the call Don’t wing it. Decide what “good” looks like for you - base, bonus, equity, all of it. If you don’t set the bar, someone else will. 2. Ask questions before you answer When someone asks your expectations, push for context first. What’s the range for this role? How are comp bands set? You can’t play the game if you don’t know the rules. 3. Stay quiet after saying your number Silence is uncomfortable, but powerful. Let it hang. The next person to talk usually gives something up. I’ve seen these 3 tips change careers. What’s your go-to move when negotiating?

me: "hey! How'd you get on with the tech test?" Candidate: "I tried it...but not able to complete..need preparation for such type of questions" Whaattttt a waste of time. The guy didnt prepare at all! they thought they'd be fine without doing any work. I gave them loads of advice over a call and message of things to prepare, where to prepare, gave the opportunity for more time to complete the test etc. But they took none of the advice, just gave it a go one time. they scored 0%. Crazy. fortuantely, this is rare, but this is why I screen candidates so hard. Organizations spend a lot of money to conduct interview processes. I dont like to waste their time, money and mine either. So this was a waste of time for me, the client and the candidate. If you're interivewing these days, it's not easy. prepare all you can and take all advice on board. How do you prepare for tech tests?

Most people are winging interviews. Candidates and hiring managers. Over the past 7 years, I’ve worked with close to 100 organisations. Some have processes that just work. Others feel like they’re built on guesswork and hope. And despite the layoffs, some hiring managers are operating under the illusion that they’ll easily snap up top talent at a discount. But this doesn't often happen as the best engineers are employed. They’re not sitting around waiting. So getting them takes more: more time, more investment, and more persuasion. That’s why I start every hiring project with clear parameters. -> What’s achievable in the market? -> Who fits within the brief? -> What needs to shift: Scope, budget, or timeline? The goal is always the same: make decisions faster and avoid wasting time chasing perfect candidates who don’t exist. If you’re a tech leader who wants to tighten your hiring process or reality-check your brief, let’s chat.

Managers want people to be specific. That’s why STAR works. It cuts the waffle. Gets to the point. Engineering leaders don’t just want results, they want reasons. -> Why that decision? -> What were the trade-offs? -> Can you explain it to someone who doesn't code? Most people aren't great at interviews. They just haven’t had enough of them. They’re rusty, unsure how to talk about impact without listing tasks. So I coach leaders too. Remind them that empathy matters. That confidence usually comes from reps, not raw talent. And for candidates, well, it’s just practice. Learn how to talk about what you’ve done and why it mattered. Do it enough that it feels natural. What’s one thing you’d tell candidates to help them handle interviews better? P.S. STAR = Situation, Task, Action, Result.

Can you sell a sales person to a sales leader? Turns out you can. Throughout my career as a recruiter, I have been working technology positions of all kinds. I have to be able to sell people the right opportunities for the right opportunities. Recently, I picked up Head of Sales position. I’m working with the global Head of Sales to fill their role. It’s a lot more fun and challenging than I thought it would be. That being said, for all of you who have hired sales leaders, what 1 question would you ask them as part of your screening? To know that you’re going to hire the best of the best?

Referrals are risky. Not because of who you refer, but because of how it reflects on you. Especially if you’re new to the company or it’s a small team. There’s only a handful of people I’d ever put forward for a role. People I know will make me look good, and actually help the team. But when someone refers a mate who’s just… alright? Not great. Not bad. Just “OK.” You’re basically rolling the dice on your own reputation. And when that happens a few times? Leaders stop trusting your referrals. Simple as that. They expect you to bring in A players, not just “someone looking for a job.” When I work with someone or place someone, I always tell them: If you've got someone you want to refer, send them through me. Why? Because I can assess if they’re actually a fit. I can introduce them the right way, keep them warm, prep them, negotiate. I’ve got the full hiring picture. You probably don’t. If it doesn’t work out, I take the hit, not you. If it does, we’ve just made you look like a legend. But when people go direct, they usually don’t get the support, Don’t hear back, get ghosted on comp, or worse, mess up the interview. And if that happens? That’s on you, not them. So yeah, if you’re gonna refer someone, do it smart. Send them through someone who can make you (and them) look good. You only get so many shots at trust. Don’t waste one. Thoughts on this?

Another happy SWE candidate! Offer letter signed, starts next week. 6 weeks from meeting this person (let's call them Joe) to starting. Whats the story you ask? Org releases new requirement. I speak with manager and TA. Find a "perfect" candidate, Joe. Seems like technology stacks out, location, budget and biggest thing, personality. I know the type of people that my client hires. Communication and energy matter a LOT. Joe hasnt interviewed in a while, so I prep him a LOT. for every stage. He takes it all on board, asks great questions, updates me as he goes. Joe is personable, knowledgeable, humble, moldable and studious. with a 3 stage process including a physical onsite, he breezes through it. Multiple candidates in process, but he voices his thoughts to me, not them, building on trust and when the offer eventually comes - instant acceptance. Joe has to relocate now, support is given and makes everything easy. This is why Joe is a "perfect" candidate. He asked for help, he took advice on board and ran with it. He prepped hard and got the best possible offer. The team is thrilled to have Joe on board. A win for everyone involved. If you're struggling to find this "perfect" candidate, they may not exist without the help of a specialist recruiter. You know where I am.

Too many interview processes are built to fail. Not because there aren’t good people out there, but because the way companies run interviews is all wrong. Here’s what I see a lot: -> No clear way to judge candidates -> Too many interview rounds for simple roles -> No real idea of what a good hire looks like I’ve worked with teams that hired a contractor after one call and a small task. Those hires are still there years later. So why make it harder than it needs to be? A long process doesn’t mean a better hire. It just makes it easier for good candidates to drop out or take other jobs. If you want a hiring process that helps you actually hire the right people, I can help make it simple and effective.

Ask better questions, get better answers. I want people i work with to get the job. I only ever share candidates with managers that I think could actually get and do the job. otherwise it's a waste of my time, the candidates, and the managers too. Many times, passive candidates, that could be great at the job, suck at interviewing. This is because interviewing takes a certain type of skill, more than just doing the job. Therefore, I have to prep all candidates for interviews. This could include sharing relevant information about the interview format, questions that are likely to come up, or guidance on how to prepare for technical interviews. Sometimes it's about coaching on how to answer questions a certain way that makes more sense (usually using STAR technique), or making sure the candidate shows enough (not too much or too little) interest in the position they've applied for and the organization too. I also find that the candidates that probe me, that ask better questions, do better in the interview process. Regardless of whether you're a software engineer, product manager or salesperson, you need to be able to ask sensible questions to get better answers. The more you know, the better you'll do. The more likely you'll get the job. Managers, do you agree with this?

I got a referral today from someone I placed. (yay! Love referrals.) Opened the resume, thought, hmm... Not quite right for anything I’ve got, but let’s see. So I called him. Asked about the person. He said he didn’t know them too well, but figured it was worth running by me. I said cool, let me show you what I see. We ran through the profile together. Where they work, what they actually do, what tech they use. Their moves so far, where they’re at now, and why they probably wouldn’t be right for any of my roles, unless something very specific came up in a different sector. It opened his eyes. And mine, a little. I’ve been doing this 7+ years. Every resume tells a story. I see more in a profile than most people do. And honestly, I can probably pitch someone for a role before I even speak to them. That’s how I get managers to interview people. I’m credible. I’ve been in the industry. I know what good looks like. I told him why he is so good. What makes him employable. He's a humble guy and didn’t really see it himself. Some of my best placements are people who would’ve been passed on if I didn’t tell their story for them. Managers, you ever had a recruiter back someone you weren’t sure about, and they turned out to be a top performer?

“they asked for my salary expectations, so I said $170k base. they came back with: ‘Sorry, this role pays $185k–$220k base, so it might not be suitable for you.’ ... Wait, What?” Me: “Ahh, I’ve seen this happen too often. You underpriced yourself and ended up looking less valuable. Ironically, your last role paid $185k, but because you were trying not to scare them off (and you were happy with ~$170k), you actually priced yourself out.” It’s like seeing a brand-new iPhone listed for $600 and thinking, “Hmm, that’s way too cheap, must be something wrong with it.” Salary negotiation is brutal. Especially if you're out of work. So here’s what I advise candidates to do: -> what the role likely pays (Glassdoor, levels.fyi, market chatter) -> Define your personal “minimum acceptable” number - based on job type, location, hours, etc. -> Ask for the salary range up front. Seriously, just ask. -> If the range works? Say so. -> If it doesn’t? Be honest about what would work. And if they dodge the question and push you to go first? -> If you’re unemployed: say “My last comp was $X, and I’m targeting similar. Does that fit your range?” -> If employed: give your number, and if they flinch, flip it back - “What’s your budget?” Negotiation isn’t about being aggressive. It’s about being informed. Make your life easier. Do the research, or let someone like me do it for you. Headhunters aren’t just here to find you a job. We’re here to protect your value. Has this happened to you?

Had two convos with engineering leaders today. One was smooth. The other was rough. First one, we clicked. Felt natural, felt good. Second one grilled me. Asked stuff I didn’t have answers for. Called it the basics. Ouch. Made me think. How much do I really know? Usually I can talk my way through, but not this time. This time, I left with more questions than answers. Which is actually a win. Now I get to learn, go deeper, be better. That helps me, helps the people I work with, helps the teams I build. When I work with managers, I dig into everything. The role, the team, the tech, what kind of person fits. All that upfront work saves time and leads to better hires. Recruiters who get it, save time, energy, money. Ever worked with someone like that?