In every interview I’ve ever had with another company, I’ve met my potential boss and several peers. But rarely have I met anyone who would be working for me. Google turns this approach upside down. You’ll probably meet your prospective manager (where possible—for some large job groups like “software engineer” or “account strategist” there is no single hiring manager) and a peer, but more important is meeting one or two of the people who will work for you. In a way, their assessments are more important than anyone else’s—after all, they’re going to have to live with you. This sends a strong signal to candidates about Google being nonhierarchical, and it also helps prevent cronyism, where managers hire their old buddies for their new teams. We find that the best candidates leave subordinates feeling inspired or excited to learn from them.
We also add a “cross-functional interviewer,” someone with little or no connection at all to the group for which the candidate is interviewing. For example, we might ask someone from the legal or the Ads team (the latter design the technology behind our advertising products) to interview a prospective sales hire. This is to provide a disinterested assessment: A Googler from a different function is unlikely to have any interest in a particular job being filled but has a strong interest in keeping the quality of hiring high. They are also less susceptible to the thin-slices error, since they have less in common with the candidate than the other interviewers.
Source: “Here’s Google’s Secret to Hiring the Best People”
Subject: Human Resources