I’ve spent over a decade running an engineering recruitment firm that helps construction, manufacturing, and energy companies hire top technical talent across the United States. Along the way, I learned that technical recruiting means far more than scanning CVs for the right buzzwords. Technical recruiting is about sourcing and vetting candidates whose credibility rests on proven engineering expertise and real problem-solving ability. A one-page résumé rarely captures that. In fact, one industry report found over 85% of job seekers have misled employers through their resumes. No wonder a glossy résumé alone can’t guarantee a great hire! If you really want to understand whether an engineering leader is the right fit, you have to go beyond surface-level impressions and think outside the box. These are five tactics I’ve developed over the years that help me look past the résumé and uncover the candidates who are genuinely the right match.
Code-Review Sessions: Seeing How Candidates Think
One approach I’ve come to really value is adding a code-review session to the interview. Instead of relying on standard live coding tests or puzzle-style challenges, I ask candidates to walk through actual code—sometimes a snippet from a real project, other times something they’ve written themselves. It gives me a chance to see how they think things through, how they explain their ideas, and how they deal with the kind of messy, real-world challenges that come up on the job.
I remember one morning when I hopped on a video call with a senior software engineer to review some legacy code from a manufacturing control system. As we worked through it line by line, I watched how he tackled bugs, explained design decisions, and thought out loud about possible improvements. It didn’t feel like an interview at all. It felt like two engineers trying to make something better. By the end, I had a vivid picture of how he would collaborate on the job.
In fact, I’ve found that reviewing code with a candidate is often the most valuable part of a technical interview, much more revealing than a contrived quiz or whiteboard exercise, because it shows how a person thinks and communicates in a realistic setting. During code review, candidates demonstrate their expertise: how they handle uncertainty, whether they notice edge cases or security concerns, and how they respond to feedback. For me as a recruiter, it’s a goldmine of insight. And for the candidate, it turns the interview into a mutual problem-solving session rather than an interrogation, which leaves them with a positive impression.
Patent-Search Validation: Uncovering Hidden Innovators
Another unconventional tool in my recruiting toolkit is patent-search validation. In technical fields, especially engineering for manufacturing and energy, truly inventive talent often has their name on one or two patents (sometimes without flaunting it on their résumé). I routinely search the U.S. Patent database and Google Patents for candidates’ names or relevant inventions. You’d be amazed what this yields. Just last year, while recruiting for a renewable energy startup, I discovered that a candidate had been listed as an inventor on three battery technology patents, something his résumé only alluded to indirectly. That discovery not only validated his claims of “innovation experience” but also gave us great talking points during the interview (“Tell me more about how you developed that battery system?”).
Using patent databases in this way helps me verify a candidate’s contributions and sometimes even find new candidates who aren’t on LinkedIn at all. (Many brilliant engineers have sparse online profiles but show up in patent records!). In fact, the USPTO patent database is rich with engineers of every variety who have to be listed as inventors on patents they contributed to.
By mining those records, I’ve stumbled on “hidden” talent for niche engineering roles. For example, when hiring for a civil engineering role in construction, I searched for patents related to advanced concrete composites and uncovered an engineer who had co-invented a novel formulation. He wasn’t actively job-seeking, but I reached out anyway. My message mentioned his patent and the opportunity to lead R&D using that technology at a new job. That got his attention and opened a great conversation. Beyond sourcing, patent-search is also a credibility check. If a candidate claims they “developed a new system” at their last job, I can sometimes find the patent to back that up. It’s an advanced tactic that shows candidates we really understand and value technical contributions.
Peer-Based Technical Interviews: Team Input Matters
When I’m hiring engineering executives or any technical leader, I don’t rely solely on one-on-one interviews with hiring managers. I also incorporate peer-based technical interviews, meaning I involve the candidate’s potential future colleagues in the process. For instance, if I’m recruiting a Plant Engineering Manager for a manufacturing client, I’ll arrange an interview segment where two of the company’s senior engineers (who would be the new hire’s peers or direct reports) hop on the call.
I did exactly this for a Kansas-based fabrication company hiring a Chief Engineer. We had one interview round that was essentially “engineer-to-engineer” talk. I find that candidates often let their guard down a bit with peers and reveal more of their working style. In this particular interview, the candidate and the internal engineers geeked out over a new CNC technology; I could practically see the camaraderie forming.
From a hiring standpoint, peer interviews are invaluable. The team can assess whether this candidate genuinely knows their stuff or was just good at talking to HR. Moreover, the team evaluates culture fit: Is this someone they can collaborate with on 3 AM troubleshooting calls? By the end, those internal peers were giving me unvarnished feedback on the candidate’s technical acumen and attitude.
This aligns with research I’ve read. Having team members take part in interviews has saved me from making the wrong hire more than once. It helps everyone get a clearer sense of whether the person not only has the right skills but also fits how the team works day to day. These peer interviews aren’t just about checking technical boxes but instead gauging natural fit. I’ve found that when the team is part of the decision, they’re more likely to support the new hire and make sure they settle in well. It feels less like someone was just dropped in and more like a shared choice. And for the candidate, meeting future teammates early on often makes the role more attractive. They get to imagine working with people who have a say in the company culture. I’ve had candidates tell me that getting to chat with future teammates made them more excited about the role.
Competency Matrices Aligned to Industry Standards
Early in my career, I admit I sometimes relied on gut feeling when comparing candidates. That approach has no place in technical recruiting at the executive level. Now I use competency matrices to bring objectivity to the process. Essentially, I outline all the key competencies and qualifications required for the role (often in collaboration with the hiring company), and I map each candidate against this grid.
For example, when hiring a Quality Control Director for a manufacturing plant, my matrix included certifications like Six Sigma Black Belt, familiarity with ISO 9001 quality standards, experience with specific CAD/CAM software, team leadership skills, etc. Each candidate’s experience and skills were marked off in the matrix. Seeing it laid out this way makes it glaringly obvious who hits all the critical marks and where each might have gaps. It also helps when a candidate’s background is non-traditional. Maybe they don’t have the exact title or degree the client initially asked for, but the matrix shows they have equivalent competencies (sometimes from military experience or a different industry).
I recall one search for an energy sector client where a candidate without a PE license initially got sidelined. My competency matrix, however, highlighted that this candidate met all the technical proficiencies and had 20 years of field experience in power systems. On paper he lacked a credential, but in practice he was as qualified as any licensed engineer. He ended up getting the job and thriving. The beauty of aligning these matrices with industry standards or frameworks is that it removes some subjectivity. It’s not just my opinion that a skill matters; it’s backed by an industry standard or certification.
This approach echoes the broader best practice of using competency frameworks in hiring. By defining role requirements in terms of specific competencies and skill levels, you can assess candidates in a more objective and unbiased way. I’ve found that clients really appreciate seeing this. I’ll literally show a hiring manager a simplified competency matrix (sanitized for privacy) to explain why I’m recommending Candidate A over Candidate B. It turns hiring into a data-informed decision. Plus, it’s helpful for the candidates too. I’ve given candidates a sense of where they stand against the required competencies, which guides them on what to highlight in final interviews. In sectors like construction or energy that are heavy on safety and standards, a competency matrix ensures we don’t overlook any must-have skill, whether it’s OSHA safety training or knowledge of a certain ANSI standard. It’s a tactic that brings rigor to technical recruiting beyond the usual résumé comparison.
Storytelling and Non-Cash Perks: Crafting an Irresistible EVP
Finding great engineering leaders is only half the battle. You also have to attract them. Many of the best candidates are gainfully employed and bombarded by recruiter messages. I’ve learned that the key to engaging these passive engineering executives is compelling storytelling and a strong non-cash Employee Value Proposition (EVP).
What does that mean in practice? It starts with how I write outreach and job descriptions. Rather than a dry list of requirements (“10+ years in product development, must know XYZ software…”), I try to translate the opportunity into plain English and even a bit of narrative. I’ll paint a picture: “Imagine leading a skunkworks innovation team with a budget to test any 3D printing idea you dream up,” or “This role lets you overhaul a legacy system from the ground up and be the architect of their future platform.” I actually draw inspiration from storytelling techniques, almost like marketing. By crafting a story around the role, I’ve seen firsthand how it sparks interest. One engineering director told me, “Your email didn’t read like the others. I could visualize myself in the job.” That’s the goal! There’s evidence that storytelling in recruitment marketing can truly captivate candidates and can move candidates from passive to active status by engaging their imagination. In other words, a good story can lure someone who wasn’t even looking.
A big part of that story is the non-cash EVP: all the rewarding elements of the job beyond the salary. Don’t get me wrong, compensation needs to be competitive, but when you can’t outbid the Googles of the world, you have to offer other value. In the engineering realms I recruit for, that often includes things like autonomy, impact, and growth. I highlight whatever unique perks the company can genuinely offer. Is there an innovation budget for R&D projects? Will the new hire have tech-stack autonomy to choose the tools and platforms? Perhaps the company has a track record of promoting engineers quickly or funding further education. These are huge draws for technical folks.
Many engineers care deeply about working with modern technology and having the freedom to solve problems their way — sometimes even more than they care about a slight pay bump. For example, a recent survey showed that 50% of U.S. tech workers prioritize access to updated technology in their jobs. So I make sure to emphasize if a company is using cutting-edge tools or if they’re open to adopting new ones (no one wants to be stuck maintaining a COBOL system from 1980 unless they’re a true enthusiast!).
Additionally, I’ve noticed that flexibility and work-life balance have become critical, especially after the pandemic. If I’m recruiting for a role that allows remote work or a flexible schedule, that absolutely goes into the pitch. Smaller firms in places like the Midwest might not match Silicon Valley salaries, but they can often offer better hours, less bureaucracy, and a bigger say in decisions, and that is incredibly enticing to many candidates.
When I want to highlight what makes a company stand out, I usually share simple, real examples from inside the team. I’ll talk about how the CTO still likes to tinker with code on weekends, or how the company sends engineers to a big annual conference so they can come back with new ideas. Little things like that say a lot about a culture that encourages learning and creativity. Companies that can’t pay top dollar are succeeding in hiring by underscoring perks like professional development funds, generous PTO, and wellness programs.
In my own firm’s experience, conveying these non-monetary benefits clearly and enthusiastically helps us “outcompete” the big guys. I once had a candidate choose a job with one of my smaller clients over an offer from a Fortune 100 tech giant. The reason, in his words: “They offered me something Silicon Valley couldn’t: a chance to build a team from scratch and true work-life balance.” That was incredibly satisfying to hear. It reinforced that when we tell a compelling story about a role and highlight the full value proposition (mission, culture, impact, flexibility) we attract leaders who aren’t just chasing the highest bidder, but who want to be part of something meaningful.
These advanced tactics have become part of my daily practice as a technical recruiter. They require more effort than the old post-and-pray approach, but they consistently pay off in better hires and happier clients. I’ve moved far beyond the résumé because, in the end, an engineering executive’s success isn’t defined by bullet points on paper; it’s demonstrated through insight, creativity, collaboration, and alignment with a company’s vision.
By doing things like exploring how a candidate reviews code, verifying their innovations through patents, involving their future peers in vetting, quantitatively matching their skills to the job, and crafting a narrative they can’t resist, I get a much fuller picture of who will thrive in a given role. Each of these tactics gives me a different way to understand the candidate, helping their strengths and potential come into sharper focus. On top of that, it shows candidates that both our team and the client are genuinely invested in finding the right match, not just going through the motions. In a tight talent market, that kind of care can be the thing that tips the scale and gets a top engineer to say yes.
My advice to any engineering hiring leader: don’t be afraid to go beyond the résumé. If you adopt even a couple of these tactics, you’ll elevate your recruiting process and likely discover game-changing talent that others overlook. As someone who’s seen these methods work time and again in the trenches of technical recruiting, I can say confidently the extra mile is always worth it when building an all-star engineering team.