hiring

Want some basic advice about hiring people? Click on the dots to go straight to links, which will provide some helpful formats and information.

 

The lawyers want you to know that this isn't legal advice, which by the way is something good to get early on, so that you can set good precedents. Need help?  I'm here for you.

Create a hiring timeline;

 

Create an accurate and compelling job description​;

Have a plan for compensation, take into account:

 

Suck it up and acknowledge that while you'll have to dedicate  more of your valuable time than you'd probably like,  making a bad hire takes more time and is a big fat bummer for you and everyone else. Take a deep breath and do it right;

For early, "founder-like" positions, hire someone you know, or test the incumbent out extensively by working with them on a project basis before you start giving away pieces of your company.   Out of sync founders are the number one reason startups fail;

Post openings strategically where your dream employee will be;

Sell, sell, sell every day, all the time. Sell to future clients, investors and employees;

Be intentional about your company's culture. Applicants and employees value culture more than compensation or potential for career growth;

Listen to your gut but don't make decisions based on it. When reading through a resume, write down concerns.  When prepping for an interview (yes, take the time), turn those concerns into questions.  

The person you interview should have the floor for70% of the time, you for 30%.  Easy to understand, hard to do;

Know what’s OK to ask in an interview and what isn’t;

Remember candidates are interviewing you while you’re interviewing them. Treat applicants as you would want to be treated, it's the right thing to do and reflects well on you and your company;

Ask evidence based questions. Instead of asking “Are you good at data collection?”, ask “Can you tell me about the most challenging time you’ve amalgamated varied information into one place? What went well and what turned out to be a challenge? What did you learn from it?” 

One-on-one (suggested for first round) Interviews should last 45 mins to an hour

  • 1/3 of time them talking​;

  • 1/3 you talking about the position;

  • 1/3 them asking questions and you explaining next steps.

 

​Always make your contact info available and encourage applicants to be in touch if they don't hear from you;

 

Be consistent in your assessments of candidates;

 

Don't necessarily hire someone like yourself. A diversity of ideas can be a good thing, on the other hand, too much disparity can cause problems;

 

Stay on top of your communications with candidates, don't keep people hanging; 

 

Check three references - one current, one direct manager, and anyone else.  If someone is not able to provide the first two, could be a red flag;

 

Keep all applications for a year.  It's the law;

 

Send out an offer letter.