The document discusses best practices for building a strong company culture, including establishing a clear vision and values, implementing practices that reinforce the culture, and hiring "culture warriors" who will strengthen the culture. It also provides tips for defining the culture, establishing a hiring process, developing candidate profiles, sourcing candidates, and using a "try before you buy" approach to evaluate cultural fit before making a hiring decision. The overall focus is on the importance of culture for attracting top talent and how to intentionally build a culture through strategic hiring and onboarding practices.

1. StartupHiring

2. MeetDominique

3. “There’s this intense global competition for the best, most creative
mindswhoareabletocreatethebiggest,mostimportantthings.
That’sgoingtocontinueaccelerating,andthat’swhyitbecomeseven
more important to create a kind of workplace where those people
wanttobe.”
–LaszloBock(SVP,PeopleOperations@Google)

4. “Cultureeatsstrategyforbreakfast.”
–PeterDrucker

5. TheBestPlacetoWork
Vision Visionestablishesapurposeforthecompanyandguidesitsvalues
Values Valuesaretheheartofacompany’scultureanddrivethebehaviorsneededtoachievea
company’svision.
Practices Valuesaremanifestedinacompany’spracticesandareincorporateintoallaspectsofa
company’soperations
People Thegreatestcompanieshavesomeofthemoststringentrecruitingpolicies.Hiring“culture
warriors”reinforcesculture.
Narrative Everyorganizationhasauniquehistoryandauniquestory.Unearthingthathistoryandcrafting
itintoanarrativeisacoreelementofculturecreation.
Place Placealsoshapesculture.Place—whethergeography,architecture,oraestheticdesign—
impactsthevaluesandbehaviorsofpeopleinaworkplace.
Coleman,John.“SixComponentsofGreatCorporateCulture”.HarvardBusinessReviewMay06,2013

6. Step 1: Define Your Culture

7. “If you’re careful to hire people who will put the company’s interests
first, who understand and support the desire for a high-performance
workplace,97%ofyouremployeeswilldotherightthing.
Most companies spend endless time and money writing and
enforcing HR policies to deal with problems the other 3% might
cause.”
–PattyMcCord(formerChiefTalentOfficer@Netflix

8. Step 2: Establish a Process
ResumeSubmission
•Resumes
submitted
•Resumes
reviewed for
experience, skill
set and fit and
schedules initial
phone screens
with qualified
candidates
InitialPhoneScreen
•Initial phone screen
with qualified
candidates
•Phone screens last
up to 30 minutes
and review
experience, skill set,
fit as well as interest
in and understanding
of company
•Confirms salary,
location and timing
expectations
In-personInterview
•Qualified candidates
are scheduled for a
third round in-person
interview
•Interview should
occur within a week
(or less) of Second
Round interviews
•Third Round
interview focuses on
company fit and
candidate skill set
•References requested
Final Interview
•Qualified candidates
are scheduled for
Final Round
interviews
•Final Interview
should occur within a
week (or less) of
Third Round
interview
•Final Round
interview focuses on
company fit and
candidate skill set
•Qualified candidates
are scheduled for a
second round video
interview
•Interview should
occur within a week
(or less) of First
Round interview
•Second Round
interview focuses in
greater detail on team
fit and candidate skill
set
VideoInterview

9. Any question that asks a candidate to reveal information about his or her national origin,
citizenship, age, marital status, disabilities, arrest and conviction record, military
discharges, or personal information is a violation of Title VII of the Civil Rights Act of 1964
NATIONAL ORIGIN
Ask: Are you legally authorized to work in the United States?
DO NOT Ask: Are you a U.S. citizen? Where were your parents born?
Questions about national origin or ancestry are prohibited as they have no relevance to the
job at hand or work status.
Ask: What is your current address and phone number? Do you have any alternative
locations where you can be reached?
DO NOT ASK: How long have you lived here?
This one also alludes to a candidate’s citizenship.
Do Not Ask

10. DISABILITIES
Ask: Are you able to perform the specific duties of this job?
DO NOT Ask: Do you have any disabilities? or Have you had any recent or past illnesses and
operations?
You may want to know about a candidate’s ability to handle certain responsibilities or
perform certain jobs, but asking about disabilities or illnesses of any sort is illegal.
PERSONAL INFORMATION
Ask: Are you a member of any professional or trade groups that are relevant to our
industry?
DO NOT ASK: Do you belong to any clubs or social organizations?
A general question about organizational membership could tap into a candidate’s political
and religious affiliations or other personal matters
Ask: Are you able to travel?
DO NOT ASK: Do have any children?
You can’t ask or make assumptions about family situations – focus on the candidate’s
availability and ability to do the job

11. PERSONAL INFORMATION
Ask: Are you over the age of 18? Or avoid age completely
DO NOT ASK: When did you graduate from college?
If you know a candidate’s age, you could be liable for discrimination charges at some point.
Ask: Is there a different name or nickname we should be aware of to check references?
DO NOT ASK: Is this your maiden name? What nationality is your name
Avoid any questions that alludes to marital status as well as anything that could be construed
as a question referring to national origin or ancestry.
ARREST AND CONVICTION RECORD
Ask: Have you ever been convicted of ‘x’? (x must be something substantially related to the
job)
DO NOT ASK: Have you ever been arrested?
Questions about arrests or pending charges that are not substantially related to the job are
off-limits

13. 1. Apples to Apples: Always ask the same questions. Use the same interviewers for a position (as
much as possible)
2. Be Prepared: Read the candidate’s resume and any interview notes ahead of the interview
3. Introduce Yourself: Puts the candidate at ease and should give them something to connect to –
either in the interview or after
4. Ask About the Role: Tests what research they’ve done and how much they learned/listened in
previous interviews
5. Provide an Agenda: Set expectations for your time together
6. Avoid Yes/No Questions: You want the candidate to be able to elaborate
7. Do NOT Ask Illegal Questions: I should have you at “illegal”. Just don’t.
8. Ask for Questions: We want candidates who are interested in what we do and thinking through the
implications of the role
9. Be Honest: We want candidates to know and embrace the good, the bad and the ugly
10. R.E.S.P.E.C.T.: Every candidate is a potential future employee.
Interview Tips

14. Step 3: Develop a Candidate Profile
Perseverance Urgency Professional Smart Service-Oriented
Independent Flexible Positive Creative
CMS
CRM
LeadGen
SEO

15. Step 4: Source Candidates

16. Step 5: Try Before You Buy