Jay Jamison's Founder Institute Spech HIring


Published on

These are the slides I presented on July 14, 2009 on Hiring (and to an extent Firing) at the Founder's Institute.

Published in: Business, Technology
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Jay Jamison's Founder Institute Spech HIring

  1. 1. Hiring<br />Jay Jamison<br />President & Co-Founder, Moonshoot<br />Founder’s Institute<br />July 14, 2009<br />
  2. 2. Agenda<br />What I learned on (my 3 day) Summer Vacation<br />Hiring<br />What I look for<br />How I find it<br />Managing for Performance (how I think about Firing)<br />
  3. 3. What I Learned on Vacation<br />Vail, Colorado <br />Was: Unnamed bunch of sheep farms<br />Is: #1 Ski Resort in America<br />Peter Seibert<br /><ul><li>Severely Wounded in WWII
  4. 4. Needed $1.5M (in ‘59) to get permit to start ski resort
  5. 5. Couldn’t promise return of any sort to investors
  6. 6. But had some great partners</li></li></ul><li>Hiring<br />One of your most important skills <br />A batting average of .666 is stellar<br />Thus, I posit you need to do 2 things:<br />Get better at hiring<br />Know you’ll be firing <br />
  7. 7. What I’m looking for<br />Value system <br />Hungry to get shit done<br />Raw intelligence<br />Functional skills <br />Integrity & honesty<br />Dedication to excellence<br />Vision<br />Courage<br />Accountable<br />Work ethic <br />Mental toughness<br />Apolitical<br />Articulate<br />
  8. 8. How I find it—Step 1 <br />Walk-through resume in depth, drilling in on the following:<br />Timeline down to the month and the year<br />Why person left role or companies<br />Drill in on what specific things that person did<br />Not his division, not his team, HIS responsibilities<br />Tell me about specific achievements and specific failures<br />Keys that I’m looking to for in the answers<br />Communication skills—can the person do a resume walk-through clearly<br />Accountability—can the person describe achievements with metrics<br />Integrity—are there gaps that they explain cleanly<br />Vision—were job changes function of bigger (or smaller) vision<br />Dedication to excellence—knowing a failure and knowing to learn from it<br />Work ethic & get stuff done<br />
  9. 9. How I find it—Step 2<br />Dig deep to understand candidate’s motivation<br />Talk to me about why you are here today? Of all the things that you could go and do at this point in time, I want to understand what you are trying to do in your career and how working in this organization maps to that. <br />Keys that I’m looking to for in the answers<br />Vision—is this person thinking big, setting a high bar<br />Dedication to excellence—it takes thought to do big things<br />Articulate—shows depth of thought & communication<br />Work ethic—have they learned anything about us or me<br />
  10. 10. How I find it—Step 3<br />A host of other questions will come up, including<br />Tell me about the hardest thing you’ve ever done<br />Where do you want to be in 5-10 years<br />What would you site as 3 strengths/3 weaknesses<br />And then follow-up by asking what managers/peers would say<br />Etc.<br />
  11. 11. How I find it—Step 4<br />References<br />References<br />References<br />References<br />
  12. 12. References<br />Must do & get away from the provided<br />Managers<br />Peers<br />Subordinates<br />What to understand<br />Verify dates & achievements <br />You really want to learn one flat spot at least<br />You want to know if things are consistent<br />
  13. 13. How I find it – Step 5<br />Have multiple meetings with the person<br />Have person meet more than just you<br />Be clear & consistent about your process<br />If possible, have dinner w/ spouse or SO<br />Not part of “formal” interview<br />After all interviews & reference checking<br />Before offer<br />Extremely useful<br />
  14. 14. Managing for Performance<br />Thesis: if you build company with accountable, performance-oriented culture, firing is straightforward process <br />How to do this<br />Set concrete, measurable goals for all<br />Write them down<br />Track them regularly<br />Ensure transparency between you & employees<br />
  15. 15. Setting Goals<br />Each employee writes down 3-5 key goals<br />Each goal should meet these parameters<br />Specific<br />Measureable<br />Attainable<br />Responsibility <br />Time-bound<br />
  16. 16. Tracking <br />Ad hoc feedback against goals regularly<br />As SOON as you see something wrong, don’t wait<br />Regular detailed reviews (2x per year or more)<br />Employee writes down progress against goals<br />You write back your input<br />You sit down and discuss <br />
  17. 17. Transparency<br />For employee who’s falling short<br />Be clear where, how and why<br />Give opportunity to turn around<br />Short-term<br />Against a demanding, fair quality bar<br />Document discussions in email<br />At appropriate time, be clear & direct in firing<br />
  18. 18. Closing<br />Hiring is one of your top decisions<br />You must dedicate hard thought to approach<br />Learn from everyone and adjust<br />Track your batting average<br />You are never too small to manage performance<br />Set & write-down goals<br />Talk about them, drive accountability<br />Be clear and transparent in moving people out<br />