This post will only scratch the surface of a deeper topic on
acquiring the right talent in a start-up or small business setting. Anyone who has worked for a start-up knows
what I’m talking about. In order to
achieve the ultimate goal of growth, you need “A” players (and only “A”
players). Start-ups are generally in a
fight to survive within their first several years of operation, and that’s no
environment for mediocrity. There’s a
paradox though, because as you’re trying to grow, you need capital for growth,
and sometimes the funds are short when it’s time to hire that “A” talent.
I’m going to give you some strategies for finding talent,
but first you need to know what you want.
What are characteristics someone might possess that will enable your
business to be successful? I’ll share a
list I compiled at a start-up I previously worked for. Your list might be different or it could be
similar. My point is that it should
exist. If you can’t name qualities and
skills that you need or value in your business, you need to stop what you’re
doing and make a list. Here is mine.
- Problem solver
- Takes initiative
- Leads without being told to do so
- Is well networked
- Wants to make an impact
- Feels that they have something to prove
- Modernizes
- Innovative/thought leader
- Record of excellence
- Smart
- Adaptable
- Effective communicator with various types of personalities
Some of these things are easier to assess in a candidate
than others. We had methods for
assessing each, some perhaps more effective than others. Each of our hiring managers had an area or
two on the list that they were awesome at assessing in candidates. Start-ups are effective at attracting inexperienced
talent, because the opportunity to prove oneself is typically greater than at a
large company because so much responsibility is put on each individual. Peter Drucker argues that start-up
environments benefit from “generalists” - someone who has demonstrated learning
in one field, who has an open mind and who can articulate relationships between
known domains and new ideas. In my
experience, we expressed those qualities as “smart, flexible thinkers who
communicate well.” The salary
expectations with inexperienced talent also tend to match the funds available
in start-up hiring.
Now that you have your list, and a better idea of what
you’re looking for, it’s time to talk about 3 solid strategies for getting the
talent you need.
1. Where to look: Expand your use of LinkedIn and other online
communities.
Some recruiters talk about finding
talent on other social media sites like Facebook or even Pinterest. Maybe in the future, these could be valid
sites for finding candidates, but as of today, the effort may not be worth the
reward.
LinkedIn caters to the professional
world. In addition to utilizing their
job postings, which I recommend, groups on LinkedIn provide a special insight
into thought leaders and individuals committed to their respective areas of
interest. Look for groups that target
your industry or the particular occupation you are looking for. Then, look at the discussions in that group
and look for consistent contributors, or individuals who start great discussions,
or give solid input on a subject. They
took time out of their day to engage in these groups, so unless they were just
bored, they are likely interested in the topic and potentially even passionate
about it.
2. Behavior to look for: Don’t consider candidates who are not actively
blogging or using social media.
To blog, you have to be an active
thinker and a creative person. Actively
thinking and innovation are prerequisites to many of the qualities on my list,
and likely on your list also.
Individuals who use social media think quickly. There’s so much information on the web,
particularly on Facebook, Twitter, LinkedIn, etc., that in order to use these
sites, an individual has to quickly process what they are reading, decide
whether to respond, and if so, what the message will be, and move on. It also means they are probably up to date on
trends, usually in areas they’re interested in, meaning they are an asset if
you’re trying to compete with the latest and greatest – which most start-ups
are. Owning their own business or
start-up could potentially be a substitute for strategy #2, but do a good job
of assessing why their business failed before committing to the hire.
3. Values to look for: Don’t consider candidates who don’t give you
(or can’t show you) measurable signs of their success.
Much of the workforce, particularly
those in Gen Y are more interested in looking like winners than actually being
winners. That’s not what you want or
need in your company. The last several
decades have been defined by soccer leagues where everyone gets a trophy for
participating and dressing in status clothes despite income or what the rest of
the office is wearing. In the interview
process, be sure to test candidates on their accomplishments, and ask them to
clearly define the results and why they’re important. Articulation of such points indicates they
understand why they are of value, and helps you make sure you aren’t getting a
hire that just appears to be really great.
Some candidates put up really good facades, and it can be hard to break
through, so make sure you’re convinced they are the real deal before making an
offer.
There you have it.
Unfortunately, it’s not a direct science, but still a helpful,
straight-shooter way to get that “A” talent in the door. Just don’t forget, once you get “A” talent, you
have to keep it.
