Scaling Grab's Engineering Team

Grab

Founded in 2012, Grab is a multinational ride-hailing company offering a variety of services varying from car booking, food delivery to digital payments via a mobile app. With the vigorous growth in 500+ cities in 8 countries and a wide range of users (approx 36 million), this automotive industry has now fully-fledged from being a unicorn to becoming the leading mobility platform in Southeast Asia. The company is currently valued at $10.3 billion.

The untapped potential of Southeast Asia’s technology ecosystem offers all kinds of transportation services including private car services, motorcycle taxis, social carpooling, bus and shuttle service, cycling services.

Their challenge

The platform had to scale for the increasing number of users. But there was only a limited pool of candidates with relevant skills. How did Grab manage that?

Starting from scratch, they filtered most suitable candidates from the applications received to explore the options available.

They wanted to expand their candidate reach, increase diversity, and inclusion. Targeting passive candidates seemed to be a good approach so they prioritized time-constraints with the internal tech team for conducting Interviews. But somewhere due to lack of time, they had faced a loss of potential candidates to competing offers.

Why Crewscale

We at Crewscale promote and hire employees who are a good fit for a role. They value the importance of putting the right person in the right job. With the 100+ skill tests set they structure a career progression plan for the candidates and understand workers’ goals.

The project-based assessment module (Talscale) aims to brush up your technical as well as domain knowledge.

Hear it from Grab

In a month, we closed 5 engineering positions!

Grab found its talent match with an average of just 3 candidate profiles per position and 1 interview per candidate.

“The developers we onboarded were incredible — smart, driven, and responsive. It used to be hard to find quality engineers. Now it isn’t.” says Chin Yin Ong, Head of People at Grab.