How to Build A Great Startup Team, by Max Shapiro
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This document discusses how to build a great startup team and hire superior employees. It recommends hiring "A" players who stand out and are smarter than others. It also suggests defining specific, measurable objectives for candidates and conducting thorough 20-question interviews. The document touts the services of PeopleConnect for providing a complete picture of candidates through resumes, assessments, references and background checks. It includes testimonials praising PeopleConnect for their responsive, creative recruiting and for finding terrific candidates.
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35 Inspirational Quotes from Talent Connect San Francisco and London
Talent leaders gathered from around the globe to learn and share recruiting best practices. Here are some of the most inspirational stories and soundbites heard at Talent Connect San Francisco and London.
Continue your talent acquisition transformation at Talent Connect 365: http://linkd.in/1z8YEaf
What Employers Want
Employers are looking for candidates who can:
1) Demonstrate strong skills through specific examples from past experiences. They want candidates who are prepared to discuss accomplishments and outcomes.
2) Show innovation, leadership abilities, and a drive to constantly learn and improve. Many emphasize looking for people who embody these qualities in every role.
3) Have a demonstrated understanding of the company, its business and challenges, and how their skills are a good fit. Employers want candidates who have done their research and can show passion and excitement for the role.
Meisenhelter - Good retention good recruiting
Diana Meisenhelter discusses how good retention starts with good recruiting even in times of high unemployment. She notes that while jobs may be plentiful, candidates are still seeking meaningful work, opportunities for advancement, and a stable employer. She recommends adapting to generational differences, maintaining an honest employment brand, competency-based recruiter selection and training, focusing on candidate fit, providing a positive candidate experience and onboarding, offering a competitive total package, emphasizing career growth opportunities, measuring recruiting outcomes, and prioritizing retention throughout the hiring process.
What Separates the Best From the Rest: What Makes Great Agencies Great
The truly great agencies share a set of principles and practices that distinguish them from the other 12,000 agencies in America and make them brands in demand.
Recruiting
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Detecon - Innovation in Practice
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For further questions do not hesitate to directly contact the authors.
10 INSIGHTS by I&S Lab
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1. Digital transformation requires a new way of organizing, engaging customers and employees through cooperation and collaboration.
2. HR must transform to be agile, employee-centered and leverage consumer technologies to create new solutions.
3. Organizations must commit to a change-agile strategy to remain competitive by engaging and empowering their workforce.
4. Prioritizing employee experience allows companies to embed their culture and recruit/retain top talent.
Hiring for scale: 13 hacks in 30 minutes | Talent Connect 2016
Leela Srinivasan, Lever
Amanda Bell, Lever
For companies of all sizes in growth mode, hiring is the killer combination of absolutely critical and really hard to get right. In the course of supporting recruiting at hundreds of startups (while also expanding the Lever team at a healthy clip), we’ve learned how to hire well, along with some classic mistakes to avoid. Listen to this fast-paced session packed full of tips to hear how you, too, can hire the right talent to fuel your company’s growth.
Session highlights:
Why it's time to blow up your job descriptions.
Where to source candidates (beyond the obvious places).
How to make hiring a strategic priority internally.
And 10 other hacks!
Check out the best of Talent Connect: http://bit.ly/2e5ojNe
The New World Of Work - 2010
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Idea champions testimonials
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E what ce-ossaywhattheydo
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Xeipion Presentation Corporate
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GO Magazine DDI February 2013 Issue 1
Foster Wheeler, a global engineering and construction company, recognized the need for a consistent approach to developing leadership talent worldwide. They partnered with DDI to design customized assessments for senior leaders and launched Learning to Lead, a frontline leadership program using DDI's Interaction Management courses. Delivered globally by internal facilitators, Learning to Lead improved leadership skills and behaviors for over 1,500 leaders, as shown in surveys. Senior leader support helped reinforce the new skills and make leadership development a business priority. The flexible, locally-implemented approach ensured relevance across business units.
CA4Leading TeamsAre we a teamHi, my name is Jenny .docx
CA4:
Leading Teams
Are we a team?
Hi, my name is Jenny McConnell. I am the newly appointed CIO of a medium-sized technology company. Our company recruits top graduates from schools of business and engineering. Talent, intellect, creativity – it’s all there. If you lined up this crowd for a group photo, credentials in hand, the “wow” factor would be there.
Our company is spread over a dozen states, mostly in the Northwest. The talent pool is amazing across the board, both in IT and in the rest of the company. But when the CEO hired me, he said that we are performing nowhere near our potential. On the surface, the company is doing fine. But we should be a
Fortune 500
organization. With this much talent, we should be growing at a much faster rate. The CEO also said that I was inheriting “a super team with disappointing performance.” His task for me was to pull the IT stars into a cohesive team that would meet company needs for new IT systems and services much faster and more effectively.
Without making our superstars feel that they were being critiqued and second-guessed, or indicating “there’s a real problem here,” I wanted to gather as much information and feedback as possible from the 14 team members (regional CIOs and department heads) who report to me. I held one-on-one meetings in order to give a voice to each person, allowing each individual to provide an honest assessment of the team as well as areas for improvement and a vision for the future of team efforts.
I was surprised by the consistency of remarks and opinions. For example, a picture emerged of the previous CIO, who was obviously awed by the talent level of the team members. Comments such as “Bob pretty much let us do what we wanted” and “Bob would start the meeting and then just fade into the background, as if he found us intimidating” were typical. The more disturbing comment, “Bob always agree with
me
,” was expressed by most of the team members at some point in our conversation. It was as if the regional heads believed that the CIO wanted them to succeed by doing as they thought best for themselves.
I queried members about the level of cooperation during meetings and uncovered areas of concern, including the complaint that others at the table were constantly checking their iPads and smartphones during meetings. One department head told me, “You could turn off the sound while watching one of our meetings, and just by the body language and level of attention, tell who is aligned with whom and who wishes the speaker would just shup up. It would be comical if it weren’t so distressing.”
Such remarks were indicative of a lack of trust and respect and a breakdown of genuine communication. One team member told me, “I recently encountered a problem that a department head from another region had successfully solved, but the information was never shared, so here I am reinventing the wheel and wasting valuable time.” It was apparent that these so-called high performers were .
First.Transitions.News.Insights.Vol.17.Iss.1
The document discusses better approaches to performance management than traditional bell curve models. It notes that many large companies are moving away from forced rankings and ratings towards approaches focused on individual skills, roles, and contributions. Research shows most human performance follows a power law distribution rather than a normal bell curve, with a small group of "hyper performers" accounting for most value. The document advocates focusing on attracting, training, and richly rewarding top performers, and investing in professional development to help more people achieve great performance.
How to Focus on Career to Drive Higher Preformance and Enagagement
In today's work environment, career can be an ambiguous thing. Yet, employees still want to know if they have a future with their company, and if the company is committed to their future development.
Meanwhile, managers shy away from the topic of career, as changes in the organization and a lack of clear career options tend to make the conversation challenging.
Join us for this TrainingIndustry.com webinar, sponsored by GP Strategies, in reviewing recent research findings around career, discussing employee expectations and exploring how organizations can best support employees’ ambitions while also driving organizational performance.
As the picture of career evolves, so must our approaches to career management, and the attention we pay to culture and the tools we deploy.
During this webinar, Mary Ann Masarech, a lead consultant of the employee engagement practice at BlessingWhite, a GP Strategies division, provides easy-to-understand insights on:
•Why the concept of career is central to organizational performance
•What employees are looking for
•What organizations are doing to support career development
•What the most successful career development initiatives do and don’t do
Employee Engagement
Special thanks to all the people who made and released these awesome resources for free:
Presentation template by SlidesCarnival
Photographs by Unsplash
Korn ferry gartner cio presentation - silicon valley
The document summarizes a presentation given by Graham Waller of Gartner at the San Francisco CIO Roundtable on June 24, 2011. The presentation focused on the seven leadership skills that CIOs need to drive results, including committing to leadership first, embracing one's softer side, forging right relationships, mastering communications, inspiring others, building people rather than just systems, and leading differently than one thinks. The presentation argued that superior business outcomes are achieved through people-focused leadership and management.
Korn/Ferry & Gartner Group CIO Edge presentation - Silicon Valley, July 2011
The document summarizes a presentation given by Graham Waller of Gartner at the San Francisco CIO Roundtable on June 24, 2011. The presentation focused on the seven leadership skills CIOs need to drive results, including committing to leadership first, embracing one's softer side, forging right relationships, mastering communications, inspiring others, building people rather than just systems, and leading differently than one thinks.
Detecon Inc. - Innovation in practice - Stefan Wilhelm
If innovation, satisfied employees, and business success go hand in hand, how can corporations get there?
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35 Inspirational Quotes from Talent Connect San Francisco and London
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What Separates the Best From the Rest: What Makes Great Agencies Great
What Separates the Best From the Rest: What Makes Great Agencies Great
Hiring for scale: 13 hacks in 30 minutes | Talent Connect 2016
Hiring for scale: 13 hacks in 30 minutes | Talent Connect 2016
CA4Leading TeamsAre we a teamHi, my name is Jenny .docx
CA4Leading TeamsAre we a teamHi, my name is Jenny .docx
How to Focus on Career to Drive Higher Preformance and Enagagement
How to Focus on Career to Drive Higher Preformance and Enagagement
Korn ferry gartner cio presentation - silicon valley
Korn ferry gartner cio presentation - silicon valley
Korn/Ferry & Gartner Group CIO Edge presentation - Silicon Valley, July 2011
Korn/Ferry & Gartner Group CIO Edge presentation - Silicon Valley, July 2011
Detecon Inc. - Innovation in practice - Stefan Wilhelm
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https://www.oeconsulting.com.sg/training-presentations]
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- 1. BUILDING A GREAT AMERICAN STARTUP TEAM Max Shapiro, CEO PeopleConnect
- 2. “A” PLAYERS An “A” player is somebody who really stands head and shoulders above everyone else
- 3. “A” PLAYERS People Smarter than You Winners and Losers Successful Experience Team Player Startup Experience “PeopleConnect recently helped Blurb hire two key people who both fit in and stand out. I highly recommend PeopleConnect as responsive, creative, and skillful recruiters who listen well and are well-connected.” Eileen Gittins, CEO, Blurb
- 4. SMART OBJECTIVES If you want to hire superior people, you need to define superior performance You need to figure out what you want the candidate to accomplish Create “Smart Objectives”
- 5. What’s a Smart Objective? Specific Measurable Action Oriented Result Time Based “PeopleConnect Staffing did a great job filling our top IS position, and did so in record time. Within a week of placing the order I had resumes to review, and every candidate had something unique to offer our company. In fact, they did such a good job matching candidates to the job description I had a hard time choosing! PeopleConnect exceeded my expectations, and I could not be happier with the results.” Debra Delaney, President & CEO, CCI
- 6. Twenty Interview Questions 1. Tell me about yourself. 2. Why did you leave your last job? 3. What experience do you have in this field? 4. Do you consider yourself successful? 5. What do co-workers say about you? 6. What do you know about this organization? 7. What have you done to improve your knowledge in the last year? 8. Are you applying for other jobs? 9. Why do you want to work for this organization? 10. Do you know anyone who works for us?
- 7. Twenty Interview Questions 11. What kind of salary do you need? 12. Are you a team player? 13. How long would you expect to work for us if hired? 14. Have you ever had to fire anyone? How did you feel about that? 15. What is your philosophy towards work? 16. If you had enough money to retire right now, would you? 17. Have you ever been asked to leave a position? 18. Explain how you would be an asset to this organization 19. Why should we hire you? 20. Tell me about a suggestion you have made.
- 8. SERVICES Employees Without Paychecks Contingency Plus Recruiting Interim Staffing “PeopleConnect not only found us terrific candidates, but their business model accommodated our financial position.” Christopher M. Boone, President & CEO Util-IT Technologies, Inc.
- 9. PeopleConnect Delivers A Complete Picture of Each Candidate Resume Our Recruiter’s Assessment Candidate’s Statement Personality Inventory Reference Checks Background Checks
- 10. TESTIMONIALS “PeopleConnect recently helped Blurb hire two key people who both fit in and stand out. I highly recommend PeopleConnect as responsive, creative, and skillful recruiters who listen well and are well-connected.” Eileen Gittins, CEO Blurb “I first found the PeopleConnect service to be something special. I keep turning The Copernican Group to Max because he brings efficiency and productivity to the recruiting process.” Earl Sacerdoti, Ph.D., Principal Consultant The Copernican Group
- 11. Max Shapiro, CEO www.peopleconnectstaffing.com max@peopleconnectstaffing.com Corporate Headquarters: 60 Spear Street, Suite 900, San Francisco, CA 94105 (415) 479-3400