I am looking forward to seeing Caroline tomorrow to help me think about how to build a really successful team. Recruiting new people is exciting but also a little daunting. Mentally and financially it is a big step and one that I know there is no magic answer too, but one that I feel I have very little experience in. Why is it that some people fly and others don't. I have seen many people come and go in past jobs and there is no single answer. However, to build a strong foundation on which we can grow hiring the right people seems to be the first place to start. There are so many potential pitfalls - that I have tumbled into in the past - but now the stakes seem so much higher. I will be asking as many people as possible (with the relevant experience) for their view so that we can avoid any really schoolgirl errors. Any top tips from any readers would be much appreciated!
For the last 2 weeks I have been delivering programmes which has been an exhausting but exhilarating experience - who wouldn't love working with 17 year olds to help them work out what they want to do with their lives and helping them develop pathways towards success? Having had a mental break away from the day-to-day running of the business Dan and I have been having lots of chats about all the gaps in what we are doing. He has been spending a lot of time capturing all the questions/ delivery aspects that and I believe a 13 page document awaits me tomorrow. Although its been challenging discussing and facing up to all the things we are not doing well I think it will provide some much needed focus and help us define our recruitment needs/ funding needs etc so that we can make some momentum-building decisions.
We are moving up several gears and about to make some big next steps. The next month could see us transform quite rapidly as a business...I'll let you know how it all goes.
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Sounds like Arrival's at an exciting stage. I have a little experience hiring new employees. A few semi-obvious thoughts below. --Best, Alain
ReplyDelete1) Have a crystal clear idea of the job, including what specific criteria you'll apply in judging a new hire's performance. That will dictate what experience and qualities you're looking for in the person.
a) In refining the job definition, it may be helpful to break the job down into its component responsibilities (eg, client management, biz dev, etc)
2) By the same token, don't discard promising candidates just because they don't meet all of your requirements. Good people are harder to find than "qualified" people, and the good ones will grow into the job.
3) In hiring, consider not only what you need a new employee to accoomplish in the short-term, but also how their duties might expand down the road.
4) Word-of-mouth endorsements from trusted associates are a truer indication of a candidate's abilities than her CV.
5) Tap into your professional and social networks to find strong candidates.
6) Don't necessarily favor candidates whose experience or personal style mirrors your own. Of course, chemistry is important. But it can be equally important (especially for startups) to expand the company's roster of skills.
7) Be clear--and realistic--about what compensation and other benefits you can offer a new employee. It's no good finding the perfect person if you can't match their expectations for the job.
8) If a candidate is willing, have her perform some aspect of the job and watch her in action. Alternatively, ask the person to complete a written exercise that simulates or demonstrates understanding of the job.
9) Don't make any decisions based on a single interview. Bring a good candidate back for a second or third interview, preferably with multiple people you trust. Don't worry about alienating people--if they object to the interview process, you don't want to hire them.
10) Not to poop the party, but be absolutely sure you need to hire someone. Is the lack of a staff hindering growth? Are there ways to adjust your current job duties to accommodate taking on work that a new employee would perform? What is the short- and long-term opportunity cost of bringing in new employee (eg, you have to manage them)?