As the GitLab team continues to grow, we're taking a unique approach to our hiring process. We encourage anyone interested in career opportunities with GitLab to share their information with our team by joining our talent community. This allows our team to consider you for current and future openings on the team.
We strive to be as expeditious as possible in our hiring process. However, the speed of the process can and does vary. The following is our average time-to-hire (i.e. the number of days it takes from the time a candidate starts the recruitment process to when an offer is accepted). The 80th Percentile has been included to account for outliers.
Source: Greenhouse (ATS); September 2019
If you are invited for an interview with GitLab and you need financial support for your interview, you may be reimbursed for the following:
To initiate the reimbursement process please email
email@example.com. Additional details found here.
If you are a current team member and are interested in applying for a current vacancy, please follow the steps below.
USin its title, it's open to all applicants from around the world.
We want our interview process to be accessible to everyone. You can inform us of any reasonable adjustments we can make to better accommodate your needs by emailing 'firstname.lastname@example.org' about the need for adjustments at any point in the interview process.
These steps may vary role-to-role, so please review the hiring process on the job family page for the role you are interested in.
The GitLab team understands the importance of inclusive interviewing, and we strive to ensure our hiring team is well versed in every aspect of diversity, inclusion, and cultural competence. A positive and comfortable candidate experience is priority.
Calls can last anywhere between 10 and 30 minutes, depending on the conversation.
Example questions include:
At the end of the screening call, the recruiter will tell you what the next steps will be, if any. There should be time for you to ask any questions you may have.
In an effort to streamline the hiring process, improve the candidate experience, and hire talent faster, best practice is to coordinate interview times so that candidates can complete the process within 2 weeks. Just as if we were to interview candidates in-person at an office, we wouldn’t make them come back 3, 4, or even 5 times. The initial screening call and optional CEO interview are not considered to be part of the 2-week goal. If the process before or during the team interview is taking more than a few days to confirm, the Recruiter should reach out to the candidate, apologize, and explain what is going on. As a candidate it is really frustrating to not hear anything from the other side just to have the conversations resume later as if nothing had happened.
Those on the interview team should prioritize the interview in their schedules. If it means you have to miss an already scheduled or recurring meeting, please consider participating in the interview a priority and reviewing notes from the missed meeting agenda afterwards instead. Hiring an amazing team is critical for GitLab, and how we spend our time shows where our priorities are.
Maintain candidate confidentiality. All candidate names and details are kept confidential within the hiring team to avoid bias or the potential to jeopardize a candidate's current employment as well as to maintain data protection. The only people who should have access to details about candidates are Recruiting, People Ops, the hiring manager(s), approved interviewers or reviewers within that team, the executive of the department, the legal team, the CFO, and the CEO.
Remember to inform candidates about what stage they are in. For example, if in the hiring process for the particular position / team you've agreed that there will be four stages, be sure to inform the candidate of where they are in the process during each call / stage. To better manage candidates’ expectations, at the end of the interview, let them know what stage they are in as well as what the next step/stage will be if they do pass this interview. Considering we are speaking with other candidates, they can expect to hear back within a couple of days. Some brief feedback from the previous stage can also be included to help the candidate gauge their progress. If there will be additional or fewer stages than expected, be sure to let the candidate know so they are aware of where they are in the process.
The process can differ from team to team and from position to position. If a candidate submits a resume to a particular open position and is being considered for another open position, send a short note to update the candidate and get their approval as well as to inform them that their process may be slightly different than previously expected or delayed. If the roles are on different teams, the candidate will ideally only move forward with one, depending on their interests and qualifications. If the candidate is being rejected for one or all of the positions they applied for, they will be notified of which vacancies they are being rejected for.
Recruiters will schedule the next person in the process. Someone on the recruiting team will move candidates forward to the next person in the hiring process if the candidate has received positive feedback.
Compensation is discussed at start and end but not in between. Compensation expectations are asked about during the screening call. If the expectations seem unworkable to the manager or recruiter (based on what had been approved by the compensation committee at the creation of the vacancy), then the recruiter can send a note to the candidate explaining that salary expectations are too far apart, but they should also ask how flexible the candidate is and if they would consider adjusting their expectations. If expectations are aligned, then the topic of compensation should not re-surface until an offer is discussed internally. Following this guideline avoids conflating technical and team interviews with contract discussions and keeps the process flowing smoothly.
If the manager has a question about compensation, please ping the People Ops Analyst for review. If the question needs to be escalated, the People Ops Analyst will add the Chief People Officer to the conversation.
An approval team authorizes all offers. The manager proposes a suggestion for an offer (including bonus structure if applicable, etc., using the global compensation calculator) as a private comment in Greenhouse and informs the recruiting team on its details depending on what is applicable. The recruiting team will create an offer package to present to an approval chain consisting of the People Business Partner, executive of the division, and Chief People Officer for approval. Verbal offers should not be extended to the candidate until the offer is approved. The CEO may choose to interview the candidate, and any offers given before the CEO's approval are premature.
Interviewing is hard for both sides. In less than one hour, you both need to get to know each other and make a decision about whether or not you would want to work with this person. The following is an effort to provide a set of guidelines to make interviewing a bit less traumatizing for all involved parties.
New internal interviewers will partake in interviewing training, which will be assigned by the recruiting team. As part of the training, team members will shadow an interviewer and be shadowed by one in order to make sure all GitLab team-members are following our interviewing processes and creating an excellent candidate experience. The interviewer who will work with the team member should be aligned with either their timezone or the role they'll be helping interview for. Feel free to ping
@gl-hiring in your training issue or review our recruiting alignment page if you are not sure which interviewer to contact, or send a message in the
#recruiting channel in Slack.
Interviews should not be recorded. For interview training, we encourage our GitLab Hiring Managers to conduct mock interviews internally, or have no more than one GitLab team member at a time shadowing live interviews.
It is typically expected for new hires to focus on and complete their onboarding for at least two weeks before being part of an interview team for any vacancies. There may be extenuating circumstances where a team member needs to participate in interviewing sooner than this, but they should always complete the interviewing training and discuss the vacancy thoroughly with their manager and the recruiter prior to being on an interview team.
Please avoid in-person interviews where possible. In-person interviews or meetings are reserved for candidates if an offer is approved or if the candidate is hired. Anyone wanting to do in-person interviews should reach out to People Business Partners to discuss beforehand and have a clear reason which should be documented in their Greenhouse profile.
Remember, interviewing candidates is everyone's job as part of our collaboration value! You may be asked to participate on an interview team, as we continue to hire great talent.
The goal of behavioral questions is to get the candidate to share data on past experiences. Previous behavior is considered the most effective indicator of how a person is going to act in the future. It is important to remember that skills and knowledge can be learned easier than habitual behaviors can be changed, especially when candidates are unaware of the impact of the undesired behaviors.
The questions are usually in the form of:
"Can you tell me about a time when…?"
The kind of answer that we are looking for is to get a story that is structured following the Situation, Task, Action, and Result (STAR). Ask for an overview, an executive summary, of the case at hand. Try to avoid lengthy answers from the candidate at this stage.
Some things to pay attention to:
There is no right answer; what matters here is to listen to the candidate and gather data on how they are telling the story.
Once you have your notes, tell the candidate what you understood, repeat the story, and let them correct you as needed.
After gaining a high-level understanding of the case, we will want to dive deeper into the details. The objective of this step is to understand and detail the exact contributions a candidate has made to an effort which led to results. We will take a reverse approach to the STAR question structure presented earlier.
The key to analyzing each of the reverse-STAR steps is to ask What, Why, How, and Who at each step of the process. This will let the candidate paint a very clear picture of the situation, their ownership of the idea/solution, and their decision process in key pivotal moments. Reverse the order of the STAR structure, and drill up from results to the situation as a whole. Find the answer to the following questions:
These questions can be quite unbalancing and can increase the stress during the interview. Again, be kind and help the candidate understand what you are looking for, and provide an example if one is needed when you notice the candidate is blocked.
It can also happen that the candidate does not have a story to share with you; that is okay. It's just another data point that should be added to the feedback (I failed to get data on …). Just move to the next question and be sure to have a few questions as a backup.
In Greenhouse, you will use an "interview kit" when interviewing a candidate, which has text for feedback and scorecards for skills and values.
The bottom of the feedback form will ask for an overall recommendation on if you want to hire this person or not; please do leave a score for each candidate, and read our handbook page discussing the scorecards and best practices.
Scoring is defined as follows:
Strong Yes- Very likely to hire (meets most requirements, aligns with values)
Yes- Semi-inclined to Hire (may meet some requirements, has some yellow flags)
No- Not likely to hire (meets few requirements, has many yellow flags, may not align with values well)
Strong No- Would not hire (does not meet requirements, red flags, not aligned with values)
Yes: All must-haves criteria that were evaluated in the interview were present
No: One, or more, must-have criteria that were evaluated were found to be missing
We recorded a training on the subject of Candidate Experience.
As an all-remote, global company, GitLab gives all team members the flexibility to determine their time away from work, including the holidays they observe. There will likely be holidays that our candidates observe that a recruiter, hiring manager, or candidate experience specialist may not. If there's a time during the year where a significant portion of the company will be taking time off, we'll be sure to send a communication to all active candidates to let them know of a possible delay in communication. Please note that not every member of the team will be observing that holiday, so you may still receive emails from them.
The recruiting team will ask candidates for references via email. The hiring manager may also decide to conduct backchannel references. More information on how we conduct reference checks can be found on the Recruiting Process - Hiring Manager Tasks page.
Concurrently with the reference checks, the recruiting team will begin a background check on the candidate. When the recruiting team initially requests the candidate's reference details, they will also begin the background check process and inform the candidate.
If, at the completion of the interview process, both the candidate and the hiring team wish to move forward with the candidate's application, an offer will need to be prepared.