Startup founders face intense competition for top talent from tech giants like Google and Facebook who offer lucrative salaries and perks. To attract skilled employees, startups must think creatively and use innovative hiring strategies beyond traditional job postings. These may include public courting of candidates, maintaining contact with potential hires over many months, and focusing on hiring "superstars" rather than just qualified workers. Venture capitalists also look for founders who can assemble strong teams through networks and persuasiveness since the ability to hire well is critical for a startup's long term success.
This document provides guidance to recruiters on leveraging LinkedIn to source and engage candidates throughout their journey. It discusses building an authentic personal brand on LinkedIn to showcase your company as an attractive employer. Recruiters are advised to optimize their LinkedIn profile with a professional photo, compelling headline, and detailed summary. They should also establish thought leadership by publishing quality content on LinkedIn. The goal is to move candidates through the stages of discovery, attraction, application, and engagement.
This document contains summaries of various case studies of companies that have used LinkedIn recruiting solutions. The case studies are organized by company, sector, size, location and LinkedIn products used. Some of the key case studies summarized include L'Oréal saving over $15,000 on a single hire through LinkedIn, Dixons Retail cutting agency usage from 95% to 4% and saving millions, and Sony Electronics finding 25% of hires in 5 months through LinkedIn. The document shows how various companies across multiple industries and of different sizes have leveraged LinkedIn's recruiting tools to improve their hiring processes and results.
LinkedIn is being increasingly used as a recruitment tool by Australian employers and recruiters to source passive candidates. It allows users to search the profiles of over 70 million professionals to find those that are a perfect fit. Employers can also use LinkedIn to post job openings, engage potential candidates, build their employment brand, and conduct targeted advertising. While recruitment agencies have traditionally relied on LinkedIn, it is a valuable tool that can be used alongside traditional methods to source talent.
MTBiz is for you if you are looking for contemporary information on business, economy and especially on banking industry of Bangladesh. You would also find periodical information on Global Economy and Commodity Markets.
Signature content of MTBiz is its Article of the Month (AoM), as depicted on Cover Page of each issue, with featured focus on different issues that fall into the wide definition of Market, Business, Organization and Leadership. The AoM also covers areas on Innovation, Central Banking, Monetary Policy, National Budget, Economic Depression or Growth and Capital Market. Scale of coverage of the AoM both, global and local subject to each issue.
MTBiz is a monthly Market Review produced and distributed by Group R&D, MTB since 2009.
This document discusses startups and defines them as newly created companies that are innovative and search for a repeatable and scalable business model. It provides several definitions of startups from different sources that emphasize their growth potential and search for a product/market fit. The document also discusses the evolution of startups from forming a founding team and MVP to different funding options. It describes startup culture and partnerships that can help startups become successful.
Why Companies Overpay for Tepid or Terrible Talent While Blocking, Rejecting ...SiliconEdge
Have you ever wondered why companies overpay for tepid or terrible talent while blocking, rejecting & trampling top talent? Now you never need to wonder again. So stop wondering and start reading...
This document provides an overview of Sanford Rose Associates' Dallas North telecommunications recruiting practice. It discusses challenges in the telecommunications industry such as growth, competition, marketing, technology, and retaining top talent. The company aims to find executive candidates that are a strong technical, cultural, and experiential fit for clients' needs. Sanford Rose uses a rigorous dimensional search process and database of over 200,000 candidates to match clients with talent that can help address challenges and achieve growth objectives. The company mission is to provide superior talent acquisition services to the telecommunications market by presenting outstanding executive candidates that exceed client expectations.
This document provides guidance to recruiters on leveraging LinkedIn to source and engage candidates throughout their journey. It discusses building an authentic personal brand on LinkedIn to showcase your company as an attractive employer. Recruiters are advised to optimize their LinkedIn profile with a professional photo, compelling headline, and detailed summary. They should also establish thought leadership by publishing quality content on LinkedIn. The goal is to move candidates through the stages of discovery, attraction, application, and engagement.
This document contains summaries of various case studies of companies that have used LinkedIn recruiting solutions. The case studies are organized by company, sector, size, location and LinkedIn products used. Some of the key case studies summarized include L'Oréal saving over $15,000 on a single hire through LinkedIn, Dixons Retail cutting agency usage from 95% to 4% and saving millions, and Sony Electronics finding 25% of hires in 5 months through LinkedIn. The document shows how various companies across multiple industries and of different sizes have leveraged LinkedIn's recruiting tools to improve their hiring processes and results.
LinkedIn is being increasingly used as a recruitment tool by Australian employers and recruiters to source passive candidates. It allows users to search the profiles of over 70 million professionals to find those that are a perfect fit. Employers can also use LinkedIn to post job openings, engage potential candidates, build their employment brand, and conduct targeted advertising. While recruitment agencies have traditionally relied on LinkedIn, it is a valuable tool that can be used alongside traditional methods to source talent.
MTBiz is for you if you are looking for contemporary information on business, economy and especially on banking industry of Bangladesh. You would also find periodical information on Global Economy and Commodity Markets.
Signature content of MTBiz is its Article of the Month (AoM), as depicted on Cover Page of each issue, with featured focus on different issues that fall into the wide definition of Market, Business, Organization and Leadership. The AoM also covers areas on Innovation, Central Banking, Monetary Policy, National Budget, Economic Depression or Growth and Capital Market. Scale of coverage of the AoM both, global and local subject to each issue.
MTBiz is a monthly Market Review produced and distributed by Group R&D, MTB since 2009.
This document discusses startups and defines them as newly created companies that are innovative and search for a repeatable and scalable business model. It provides several definitions of startups from different sources that emphasize their growth potential and search for a product/market fit. The document also discusses the evolution of startups from forming a founding team and MVP to different funding options. It describes startup culture and partnerships that can help startups become successful.
Why Companies Overpay for Tepid or Terrible Talent While Blocking, Rejecting ...SiliconEdge
Have you ever wondered why companies overpay for tepid or terrible talent while blocking, rejecting & trampling top talent? Now you never need to wonder again. So stop wondering and start reading...
This document provides an overview of Sanford Rose Associates' Dallas North telecommunications recruiting practice. It discusses challenges in the telecommunications industry such as growth, competition, marketing, technology, and retaining top talent. The company aims to find executive candidates that are a strong technical, cultural, and experiential fit for clients' needs. Sanford Rose uses a rigorous dimensional search process and database of over 200,000 candidates to match clients with talent that can help address challenges and achieve growth objectives. The company mission is to provide superior talent acquisition services to the telecommunications market by presenting outstanding executive candidates that exceed client expectations.
Simon Russell, Director of Consulting at Work Group, gave a presentation at the AGCAS Graduates into Smaller Businesses Conference in Birmingham on 26 November.
He argued that the principles of employer marketing remain the same whether you're an SME or large employer. What's more, smaller employers have a clear advantage over the heavyweight graduate employers.
Startups are small teams, most often between five and 100 people. They’re backed by intelligent investors and led by visionary founders. They’re innovating, experimenting, growing, and most importantly for you—they’re hiring. (ALL the time—often even if they don’t post job listings.)
BearingPoint Sends Employees to Yale (Consulting magazine)Jacqueline Durett
BearingPoint has partnered with Yale University to offer leadership development programs for its employees. The Yale program allows BearingPoint's senior consultants and managers to take courses at Yale on topics like strategy, leadership, and teaming. Employees from around the globe come together at Yale to learn from world-class faculty. Attrition is significantly lower for employees who complete the Yale program compared to others. The goal of the program is to invest in employees, improve retention, and enhance client service by showing employees that they are valued. BearingPoint also has additional retention strategies like a clear career path framework and expanded learning opportunities.
Why do companies lose their best talents?CelexProject
I often say that no company is bigger or better than the people who work there, employees give it a damned hard every day. So why do companies lose their best talent all the time?
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.
The Spirit of Co-creation: Risk-Managed Creativity for Business. A white paper by Sense Worldwide.
This work is licenced under the Creative Commons Attribution-Share Alike 2.0 UK: England & Wales License. To view a copy of this licence, visit http://creativecommons.org/licenses/by-sa/2.0/uk/
The document provides reasons for why starting a business as a university student could be seen as a bad idea, such as lack of experience or time, but argues that students have advantages like free time, resources, and networks that can help launch an idea, and that successful entrepreneurs like Mark Zuckerberg founded businesses while still in college. It encourages readers to pursue their ideas now rather than waiting by highlighting the opportunities available to students.
Building Sensemaking Capacity: Drawing Insights From Anthropological ThinkingMatt Artz
Businesses, according to an IBM global study of 1500 CEOs, are facing a rapid escalation of complexity. Capitalizing on complexity and customer intimacy to create innovative ways of delivering value are business’ significant challenges. The study further revealed that “enterprises today are not equipped to cope effectively with this complexity in the global environment.” To help address this problem, we advocate drawing insights from anthropological thinking.
Increasingly, traditional business practices are proving not fully adequate to identify, interpret and robustly understand implications of emerging developments. This is due to our tendency, whether we are trying to make sense of consumer markets, design products or lead a corporate culture, to often try to understand problems we face based on what we already know, instead of seeking that which we truly do not.
The value-add of drawing insights from anthropological thinking is found in its ability to help uncover unknown unknowns that exist and explain the “why.” To more effectively address the most pressing business problems and make better strategic decisions, we need to build sensemaking capacity to “make the strange familiar and the familiar strange” while developing empathy to understand humans and giving them a voice.
This paper provides examples of successful corporate breakthroughs aided by insights drawn from anthropological thinking. It highlights how theories and methods of anthropology, particularly ethnography and phenomenology, can be applied to help develop a rich understanding of complex business situations. The paper also provides some suggestions for incorporating anthropological thinking towards building our sensemaking capacity.
Lead Author: Dr. Uldarico Rex Dumdum, Marywood University
Co-author: Matt Artz, Azimuth Labs
I’ve built teams as an insider/outsider, small and large companies, prior and current era. This presentation is a fresh look at building your startup team. Building your startup team is different from team building in a large organization. Hint, it’s not about titles, roles and experience.
Designing and Starting Your Anthropology Consulting PracticeMatt Artz
Designing and Starting Your Practice is both an introductory and interactive workshop targeted at graduate students, early career anthropologists, and mid-career anthropologists who are interested in starting their own consultancy/agency. The objectives of this workshop are 1) why should you start a business, 2) types of mindsets that encourage business success, 3) ways for you to identify and prioritize what problems to solve, and 4) strategy creation and positioning. You will participate in discussions and exercises to facilitate strategy formation and early steps of starting a business. The facilitators will share concrete examples to provide you with insights and tactical suggestions for developing your practice once it is up and running. At the end of this workshop, you will have an overview of the methods and tools that are useful for designing a business and starting it.
We are proud to announce our twenty-fifth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
This document provides an overview of entrepreneurship basics including definitions, types of entrepreneurship, emerging markets, and successful entrepreneurs. It defines entrepreneurship as starting a new business or organization and being responsible for its success or failure. There are different types such as business and social entrepreneurs. The global number of entrepreneurs is nearing 400 million according to a 2011 report. India has many shadow entrepreneurs who operate unregistered businesses. Common reasons for business failure include issues with management, funding, or market saturation. Examples of successful entrepreneurs highlighted include Mark Zuckerberg of Facebook, Jack Dorsey of Twitter and Square, and Larry Page of Google.
The document outlines how large enterprises can adopt practices from lean startups to stay innovative and competitive. It discusses how Amgen created a new Advanced Device Technology team with a lean, startup-like approach to prioritize projects based on overall company value rather than individual product timelines. The team focuses on understanding Amgen's portfolio and delivery needs to develop technologies that drive company-wide value. The document argues that enterprises need to emulate lean startup qualities like flexibility, fast decision making, and a willingness to disrupt themselves in order to compete against newer, more agile competitors.
StartWave aims to connect entrepreneurial talents by serving as a platform where entrepreneurs can meet co-founders, advisors, mentors, and key hires. It offers both online services like an idea-startup talent network and crowdsourcing, and offline events like launch conferences, pitch events, hackathons and social gatherings. StartWave's action plan is to launch conferences and networking events at universities in Korea in 2012-2013 to help startups through all stages from ideation to product development and fundraising.
Babele reinventing organizations through intrapreneurshipEmanuele Musa
Intrapreneurship is a major driver for accelerating culture change and organizational transformation. Intrapreneurs help develop the capability to capitalize on opportunities of change: developing a culture where risk-taking, acceptance of failure, and consequently, learning from it - are promoted.
The creation of intrapreneurship programs require a strong component of Human-centered design, so the program takes into account the needs and challenges of the different stakeholders involved.
Enjoy this deck if you want to learn more about the trends, pitfalls and best practices to foster intrapreneurship effectively in your organization.
For more info: www.babele.co
Executive Careers Interview: Jules Smith, Head of People Services at Virgin M...Nigel Wright Group
Jules Smith has followed her dream and risen to the top of her profession. In this interview, she shares with Nigel Wright what has driven her to succeed during her twenty-year career in HR. She also discusses her passion for employee engagement and its direct link to positive customer outcomes.
Social Intrapreneurship: Circle of Intrapreneurs BucharestEmanuele Musa
How Social Intrapreneurship came into play, how it is transforming organizations into work-places of passion, creativity, energy and purpose. Ultimately, Social intrapreneurship has the potential to fostering more fair capitalism, driven by the greater good.
Talent Sourcing and Matching - Artificial Intelligence and Black Box Semantic...Glen Cathey
A deep dive into resume and LinkedIn sourcing and matching solutions claiming to use artificial intelligence, semantic search, and NLP, including how they work, their pros, cons, and limitations, and examples of what sourcers and recruiters can do that even the most advanced automated search and match algorithms can't do. Topics covered include human capital data information retrieval and analysis (HCDIR & A), Boolean and extended Boolean, semantic search, dynamic inference, dark matter resumes and social network profiles, and what I believe to be the ideal resume search and matching solution.
Tom Peters at Future of Talent Conference, Utrechtbizgurus
This document discusses the importance of talent and excellence in organizations. Some key points:
1. People and talent should be the top priority for leaders. Treating employees well and helping them grow is critical for success.
2. To thrive in today's economy, companies must focus on creativity, intellectual capital, and maximizing human potential. Finding and developing top talent should be an obsession.
3. HR should be a strategic partner, not just an administrative department. It must help acquire, develop and retain the best talent to execute the business strategy.
Simon Russell, Director of Consulting at Work Group, gave a presentation at the AGCAS Graduates into Smaller Businesses Conference in Birmingham on 26 November.
He argued that the principles of employer marketing remain the same whether you're an SME or large employer. What's more, smaller employers have a clear advantage over the heavyweight graduate employers.
Startups are small teams, most often between five and 100 people. They’re backed by intelligent investors and led by visionary founders. They’re innovating, experimenting, growing, and most importantly for you—they’re hiring. (ALL the time—often even if they don’t post job listings.)
BearingPoint Sends Employees to Yale (Consulting magazine)Jacqueline Durett
BearingPoint has partnered with Yale University to offer leadership development programs for its employees. The Yale program allows BearingPoint's senior consultants and managers to take courses at Yale on topics like strategy, leadership, and teaming. Employees from around the globe come together at Yale to learn from world-class faculty. Attrition is significantly lower for employees who complete the Yale program compared to others. The goal of the program is to invest in employees, improve retention, and enhance client service by showing employees that they are valued. BearingPoint also has additional retention strategies like a clear career path framework and expanded learning opportunities.
Why do companies lose their best talents?CelexProject
I often say that no company is bigger or better than the people who work there, employees give it a damned hard every day. So why do companies lose their best talent all the time?
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.
The Spirit of Co-creation: Risk-Managed Creativity for Business. A white paper by Sense Worldwide.
This work is licenced under the Creative Commons Attribution-Share Alike 2.0 UK: England & Wales License. To view a copy of this licence, visit http://creativecommons.org/licenses/by-sa/2.0/uk/
The document provides reasons for why starting a business as a university student could be seen as a bad idea, such as lack of experience or time, but argues that students have advantages like free time, resources, and networks that can help launch an idea, and that successful entrepreneurs like Mark Zuckerberg founded businesses while still in college. It encourages readers to pursue their ideas now rather than waiting by highlighting the opportunities available to students.
Building Sensemaking Capacity: Drawing Insights From Anthropological ThinkingMatt Artz
Businesses, according to an IBM global study of 1500 CEOs, are facing a rapid escalation of complexity. Capitalizing on complexity and customer intimacy to create innovative ways of delivering value are business’ significant challenges. The study further revealed that “enterprises today are not equipped to cope effectively with this complexity in the global environment.” To help address this problem, we advocate drawing insights from anthropological thinking.
Increasingly, traditional business practices are proving not fully adequate to identify, interpret and robustly understand implications of emerging developments. This is due to our tendency, whether we are trying to make sense of consumer markets, design products or lead a corporate culture, to often try to understand problems we face based on what we already know, instead of seeking that which we truly do not.
The value-add of drawing insights from anthropological thinking is found in its ability to help uncover unknown unknowns that exist and explain the “why.” To more effectively address the most pressing business problems and make better strategic decisions, we need to build sensemaking capacity to “make the strange familiar and the familiar strange” while developing empathy to understand humans and giving them a voice.
This paper provides examples of successful corporate breakthroughs aided by insights drawn from anthropological thinking. It highlights how theories and methods of anthropology, particularly ethnography and phenomenology, can be applied to help develop a rich understanding of complex business situations. The paper also provides some suggestions for incorporating anthropological thinking towards building our sensemaking capacity.
Lead Author: Dr. Uldarico Rex Dumdum, Marywood University
Co-author: Matt Artz, Azimuth Labs
I’ve built teams as an insider/outsider, small and large companies, prior and current era. This presentation is a fresh look at building your startup team. Building your startup team is different from team building in a large organization. Hint, it’s not about titles, roles and experience.
Designing and Starting Your Anthropology Consulting PracticeMatt Artz
Designing and Starting Your Practice is both an introductory and interactive workshop targeted at graduate students, early career anthropologists, and mid-career anthropologists who are interested in starting their own consultancy/agency. The objectives of this workshop are 1) why should you start a business, 2) types of mindsets that encourage business success, 3) ways for you to identify and prioritize what problems to solve, and 4) strategy creation and positioning. You will participate in discussions and exercises to facilitate strategy formation and early steps of starting a business. The facilitators will share concrete examples to provide you with insights and tactical suggestions for developing your practice once it is up and running. At the end of this workshop, you will have an overview of the methods and tools that are useful for designing a business and starting it.
We are proud to announce our twenty-fifth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
This document provides an overview of entrepreneurship basics including definitions, types of entrepreneurship, emerging markets, and successful entrepreneurs. It defines entrepreneurship as starting a new business or organization and being responsible for its success or failure. There are different types such as business and social entrepreneurs. The global number of entrepreneurs is nearing 400 million according to a 2011 report. India has many shadow entrepreneurs who operate unregistered businesses. Common reasons for business failure include issues with management, funding, or market saturation. Examples of successful entrepreneurs highlighted include Mark Zuckerberg of Facebook, Jack Dorsey of Twitter and Square, and Larry Page of Google.
The document outlines how large enterprises can adopt practices from lean startups to stay innovative and competitive. It discusses how Amgen created a new Advanced Device Technology team with a lean, startup-like approach to prioritize projects based on overall company value rather than individual product timelines. The team focuses on understanding Amgen's portfolio and delivery needs to develop technologies that drive company-wide value. The document argues that enterprises need to emulate lean startup qualities like flexibility, fast decision making, and a willingness to disrupt themselves in order to compete against newer, more agile competitors.
StartWave aims to connect entrepreneurial talents by serving as a platform where entrepreneurs can meet co-founders, advisors, mentors, and key hires. It offers both online services like an idea-startup talent network and crowdsourcing, and offline events like launch conferences, pitch events, hackathons and social gatherings. StartWave's action plan is to launch conferences and networking events at universities in Korea in 2012-2013 to help startups through all stages from ideation to product development and fundraising.
Babele reinventing organizations through intrapreneurshipEmanuele Musa
Intrapreneurship is a major driver for accelerating culture change and organizational transformation. Intrapreneurs help develop the capability to capitalize on opportunities of change: developing a culture where risk-taking, acceptance of failure, and consequently, learning from it - are promoted.
The creation of intrapreneurship programs require a strong component of Human-centered design, so the program takes into account the needs and challenges of the different stakeholders involved.
Enjoy this deck if you want to learn more about the trends, pitfalls and best practices to foster intrapreneurship effectively in your organization.
For more info: www.babele.co
Executive Careers Interview: Jules Smith, Head of People Services at Virgin M...Nigel Wright Group
Jules Smith has followed her dream and risen to the top of her profession. In this interview, she shares with Nigel Wright what has driven her to succeed during her twenty-year career in HR. She also discusses her passion for employee engagement and its direct link to positive customer outcomes.
Social Intrapreneurship: Circle of Intrapreneurs BucharestEmanuele Musa
How Social Intrapreneurship came into play, how it is transforming organizations into work-places of passion, creativity, energy and purpose. Ultimately, Social intrapreneurship has the potential to fostering more fair capitalism, driven by the greater good.
Talent Sourcing and Matching - Artificial Intelligence and Black Box Semantic...Glen Cathey
A deep dive into resume and LinkedIn sourcing and matching solutions claiming to use artificial intelligence, semantic search, and NLP, including how they work, their pros, cons, and limitations, and examples of what sourcers and recruiters can do that even the most advanced automated search and match algorithms can't do. Topics covered include human capital data information retrieval and analysis (HCDIR & A), Boolean and extended Boolean, semantic search, dynamic inference, dark matter resumes and social network profiles, and what I believe to be the ideal resume search and matching solution.
Tom Peters at Future of Talent Conference, Utrechtbizgurus
This document discusses the importance of talent and excellence in organizations. Some key points:
1. People and talent should be the top priority for leaders. Treating employees well and helping them grow is critical for success.
2. To thrive in today's economy, companies must focus on creativity, intellectual capital, and maximizing human potential. Finding and developing top talent should be an obsession.
3. HR should be a strategic partner, not just an administrative department. It must help acquire, develop and retain the best talent to execute the business strategy.
NJ Tech Meetup 50: Steve Jacobs CIO Gilt, How Emotions Drive KPIsrocketfuel.cc
NJ Tech Meetup 50: Steve Jacobs CIO Gilt, How Emotions Drive KPIs
at Stevens, Hoboken, NJ at the NJ Tech Meetup
More at:
@giltech
@njtech
www.njtechmeetup.com
This document provides a summary of the August 5, 2013 issue of NJBIZ, a New Jersey business newspaper. The main stories discussed are:
1) Bausch & Lomb's parent company Valeant Pharmaceuticals is considering moving B&L's headquarters from Rochester, NY to either Bridgewater or Madison, NJ, sparking hopes from those towns to attract the vision company.
2) Technology meetup groups in New Jersey are growing rapidly in membership as they help connect startup founders and entrepreneurs. The largest group is New Jersey Tech Meetup with over 3,000 members.
3) Meetups provide opportunities for networking, presentations from startups, and connections to professional services important for companies.
A History of NJ Tech Meetup & How The NJ Startup Community Needs Yourocketfuel.cc
The document appears to be a presentation about an organization called MileMesh that helps connect entrepreneurs. It includes a sampling of startups they have worked with, a graph showing growth in actual members over time, mentions of regional and national press coverage, and an invitation for people to get involved by attending events, reading their blog, or introducing the organization to others through press and politicians. The presenter is identified as Aaron Price.
How Founder Institute + NJ Tech Meetup + Gamification Summit = livecuberocketfuel.cc
This document summarizes Aaron Price's presentation about the livecube app, which uses gamification and social interaction tools to increase audience engagement at events. Livecube allows event attendees to earn points, badges and prizes for participating through check-ins, posts, tweets and networking. For events using livecube, attendees were highly engaged on the platform and helped make the event trend on Twitter. Livecube is looking to expand into new industries like automotive and grow their team.
"Let's Name Your Baby" Aaron Price at Founder Institute New York Jan 2014rocketfuel.cc
This document appears to be a presentation about naming a new business or product. It discusses some key considerations for naming such as credibility, simplicity, and memorability. It provides examples of name generation tools and recommends keeping the name simple so it can spread through word of mouth. Quotes are included that emphasize the importance of the domain name as the cornerstone of the brand and its emotional connection to customers. Contact information is listed at the end for any questions.
This document provides a method statement for repair works to existing river walls and installation of a new secant pile wall to support the widening of an access road for the North Blyth Renewable Energy Project. The existing river walls are in poor condition with sections that have collapsed or are subsiding. The selected design option is to install an interlocking bored secant pile wall approximately 4-4.5m landward of the existing walls. This will provide support for the widened road without requiring excavation of contaminated fill materials or causing loss of intertidal mudflat habitat, while reducing noise and vibration impacts compared to other options.
Bored piles can vary significantly in diameter from 30 to 300 cm and are constructed using different methods depending on soil conditions and load requirements. Common construction techniques include fully cased, partially cased, uncased, and fluid stabilized excavation using tools like grabs, augers, buckets, and chisels to drill the borehole before installing reinforcing and concrete.
Winning Tech Talent from Google, FacebookHackerRank
With the right recruiting strategy and tactics, building a world class team, like that of brand name companies, is no longer out of reach. How do you get people excited to work for you if you’re not Facebook, Google, Apple, Salesforce, or Amazon?
To learn more about how to implement assessments to pre-screen candidates, Contact HackerRank https://goo.gl/aH1QCO
Open Innovation Projects - 10 tips for corporations working like startups, wo...Tomasz Rudolf
How can corporate leaders leverage startups as a source of innovation? In this keynote presentation from international PMI congress, I share 10 tips for corporations that want to work like startups or work with startups for digital transformation.
The document discusses how organizations can profit from innovation through developing talent and engagement in agile learning organizations. It emphasizes that innovation requires both individual and organizational abilities to rapidly acquire new knowledge and skills in anticipation of future trends. Additionally, it highlights the need for leadership development, learning and development programs, effective collaboration, and knowledge sharing to address skills gaps and talent shortages that many organizations currently face.
48 Harvard Business ReviewMay–June 201948 Harvard Business Rev.docxblondellchancy
48 Harvard Business ReviewMay–June 201948 Harvard Business ReviewMay–June 2019
Harvard Business Review
May–June 2019 49Harvard Business ReviewMay–June 2019 49Photographs by JOHN KUCZALA
Your Approach to
Hiring Is All Wrong
B U S I N E S S E S H AV E N E V E R done as much hiring as they do today.
They’ve never spent as much money doing it. And they’ve never
done a worse job of it.
For most of the post–World War II era, large corporations went
about hiring this way: Human resources experts prepared a detailed
job analysis to determine what tasks the job required and what
attributes a good candidate should have. Next they did a job evalu-
ation to determine how the job fit into the organizational chart and
how much it should pay, especially compared with other jobs. Ads
were posted, and applicants applied. Then came the task of sorting
through the applicants. That included skills tests, reference checks,
maybe personality and IQ tests, and extensive interviews to learn
more about them as people. William H. Whyte, in The Organization
Man, described this process as going on for as long as a week before
Peter Cappelli
Professor,
the Wharton School
Outsourcing and algorithms won’t
get you the people you need.
50 Harvard Business ReviewMay–June 2019
subcontractors can scan websites that
programmers might visit, trace their
“digital exhaust” from cookies and
other user-tracking measures to iden-
tify who they are, and then examine
their curricula vitae.
At companies that still do their own
recruitment and hiring, managers
trying to fill open positions are largely
left to figure out what the jobs require
and what the ads should say. When
applications come—always electron-
ically—applicant-tracking software
sifts through them for key words that
the hiring managers want to see. Then
the process moves into the Wild West,
where a new industry of vendors offer
an astonishing array of smart-sounding
tools that claim to predict who will be
a good hire. They use voice recogni-
tion, body language, clues on social
media, and especially machine learning
algorithms—everything but tea leaves.
Entire publications are devoted to what
these vendors are doing.
The big problem with all these new
practices is that we don’t know whether
they actually produce satisfactory hires.
Only about a third of U.S. companies
report that they monitor whether their
hiring practices lead to good employees;
few of them do so carefully, and only
a minority even track cost per hire and
time to hire. Imagine if the CEO asked
how an advertising campaign had gone,
and the response was “We have a good
idea how long it took to roll out and
what it cost, but we haven’t looked to
see whether we’re selling more.”
Hiring talent remains the number
one concern of CEOs in the most recent
Conference Board Annual Survey;
it’s also the top concern of the entire
executive suite. PwC’s 2017 CEO survey
reports that chief exe ...
What does innovation look like in a CPA Firm? How are leading CPA firms creating a culture of innovation?
We are in a fast-paced world where growth/change is exponential not incremental. The CPA profession has been late adopters of change and “anticipation” is a missing skill set for many CPAs. We will soon be living in a world where global competition and automation will be performing basic accounting tasks currently being performed in our firms today. Tom Hood, Executive Director of the MACPA will lead a discussion on where accounting firms
fit into a rapidly changing world. Hood, along with Jim Powers, CEO of Crowe Horwath LLP and Bill Balhoff, Managing Director of Postlethwaite & Netterville will explore how firms can maintain their competitive edge through inNEWvation.
5 different and effective ways of recruitingAkshaySKumar13
The document discusses 5 effective recruitment strategies:
1. Look internally for candidates already familiar with the company culture before looking externally.
2. Reach out to passive candidates like those employed elsewhere but a good fit by networking at events and through employee referrals.
3. "Hire the sure thing" - hire people already excelling in the exact role to increase chances of future success.
4. Consider "boomerang employees" - past employees who left on good terms and understand the company culture.
5. Host recruitment events tailored to the target candidate profile to attract potential hires.
As startups grow, they shelve their breakthrough innovations and move toward incremental releases such as feature updates. This problem is generally attributed to lags in market demand for new products. It takes time for the relatively small number of early adopters to expand into a broad base of customers.
But market demand is not always the main problem. Startups face internal challenges that hold them back even more. Once a company expands beyond a few hundred people, the informal, entrepreneurial management style of the early days no longer works. Fledgling companies need to grow large but keep the fluidity and productivity of a startup, and it’s not obvious how to do so; first-time founders typically have little experience running bigger companies. Add to that the vagaries of competition and the challenges associated with recruiting and retaining good people, and it is no surprise that so few companies grow past the start-up phase.
You could call this the “chrysalis effect.” Several years after it’s founded, an organization experiences something like the metamorphosis of a larva into a full-grown butterfly. Even for the insect world, this is a brutal transition; the caterpillar molts its skin four or five times and then, as a pupa, literally digests itself. Its old body becomes broth. Formerly dormant cells called imaginal discs, released by new hormones, replicate rapidly, forming eyes, wings, and color patterns. Only one in 400 caterpillar eggs survives to take flight.
The chrysalis metaphor is apt because the process of maturation for startups also involves severe winnowing. In 2015, startups died at a rate of one per week, according to the venture capital database CB Insights. When it comes to "scale-ups," the chances of survival are even lower. The survivors become famous: Google, Amazon, Facebook, Netflix, and Apple are among them. But to get through the transition successfully, leaders have to radically change their organizations and the way they manage, while still growing. During this necessary transition, many companies are sold or taken over. But if the upstart leaders have anticipated the transition — for example, by creating new roles for the founders, attracting people who have experience with similar transitions, developing collaborative networks, and borrowing established practices in their own deliberate way — they can restructure and soar.
The document provides strategies that top companies use for sourcing talent. It discusses promoting from within as the safest option, using employee referrals and leveraging employees' networks, considering job boards as a low-cost initial option, using LinkedIn to find both active and passive candidates though it requires more advanced searching skills, and considering recruiting firms for more specialized searches. The document provides pros and cons of each strategy and recommends starting with lower-cost options before progressing to more advanced strategies.
Key elements of transitioning from intrapreneur to entrepreneureTailing India
Every forward-thinking firm seeks to nurture its employees, and most will say they already do, but intrapreneurship goes further. It’s about embracing creativity and innovation, and enabling employees to turn ideas into something of real value to the business.
Key elements of transitioning from intrapreneur to entrepreneurAshish Jhalani
Every forward-thinking firm seeks to nurture its employees, and most will say they already do, but intrapreneurship goes further. It’s about embracing creativity and innovation, and enabling employees to turn ideas into something of real value to the business.
There are too many candidates out there. Social networking platforms. Referrals. Job fairs. Mobile apps. Where do you even begin?
With all of the different options to choose from, what’s best for your team? What strategies are the top brands leveraging across these channels? We tapped experts from various industries to get their take on upcoming HR trends in 2018.
This document discusses how modern entrepreneurs can successfully launch startups with minimal funding through "bootstrapping". It describes how today's entrepreneurs have advantages over predecessors due to reduced costs from outsourcing, cloud computing, and viral marketing. Bootstrappers focus on a single attainable goal, get closer to customers, and maintain control over their company. While challenging, bootstrapping requires passion, resourcefulness, openness to sharing ideas, and surrounding oneself with experienced people.
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
[Whitepaper] Talent Acquisition is Dead - Talent Attraction Takes RootAppcast
Learn simple strategies to start attracting the best talent to your organization.
Written by Tim Sackett - President, HRU Technical Resources & Industry Thought-Leader
Intrapreneurship is the practice of entrepreneurship within an existing organization. It allows employees to take initiative and try new ideas through internal corporate ventures. Some key features of intrapreneurship include thinking like an entrepreneur to find opportunities that benefit the organization. Companies that adopt intrapreneurship see benefits like increased revenues and profits, as well as an improved corporate image that helps with recruiting top talent. Examples of companies that foster intrapreneurship include 3M, Intel, and Google.
After raising a chunk of capital and locking down some significant partnerships, you're geared up and primed for growth, but there's one problem, to hit your numbers, you'll need to hire 10, 20, 70 staff ... and fast.
The document discusses different effective ways of recruiting, including recruiting internally, advertising internally, social media, talent search, internships and apprenticeships, and word of mouth. It provides details on each of these methods, such as the benefits of internal recruiting and advertising internally. It also discusses how to get referrals from LinkedIn and provides steps for recruiting on social media, including participating in relevant conversations, promoting company culture, and involving employees. The conclusion states that sourcing candidates via social media is cost-effective and can result in better, more productive employees compared to other recruiting methods.
The document discusses how social technologies are changing business in the new world of work. It notes that every individual is now a business, decision making is distributed and faster, and companies are becoming more open. It encourages companies to engage professionals on LinkedIn by establishing groups, targeting relevant audiences, and providing valuable content like whitepapers and polls.
This document summarizes a presentation given in 2010 about the evolution of online talent acquisition over the previous 10 years and what may come in the next 10 years. It outlines how recruiting has shifted from relying heavily on print ads in 1997 to relying on the internet for 45% of hires by 2009. The presentation discusses both what has worked with the transition to online recruiting, such as increased candidate pools and communication automation, and challenges such as maintaining up-to-date information and minimizing legal risks. It also considers how recruiting may continue to change with further technology advances and shifting candidate and employer behaviors.
Similar to Talent Wars: Today's Toughest Startup Challenge by Trinet with NJ Tech Meetup (20)
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2. Executive Summary
The toughest challenge facing most new technology companies these days isn’t getting funded –
it’s hiring the best, most skilled employees. Heavyweights such as Google and Facebook can lure top
talent with six-figure salaries, lucrative stock packages and lavish perks, including sushi buffets and free
laundry service.
How can any startup or emerging company compete with that?
There’s only one way: by innovating.
Newer, smaller companies have to work harder to attract high-quality people using a range of creative
hiring strategies.
In this report, leading entrepreneurs, recruiters and investors share the best practices they’ve used to
fight and win in the talent wars.
Startup founders like 42Floors’ Jason Freedman explain why even in today’s troubled economy,
competition for top employees remains fierce, and your biggest rivals may not only be giant
corporations, but the opportunity for workers to start their own companies. Venture capitalists like Jeff
Clavier, managing partner at SoftTech VC, testify that if your startup can’t attract top talent, it won’t be
able to attract investment, either.
So today’s startups must “think outside the cubicle” with innovative hiring approaches ranging from
dedicated courtships to generous equity percentages. They must recruit in unusual places and find
ways to use the challenge, not just the compensation, to acquire and motivate star employees.
For startups, winning the talent wars may not be easy, but it isn’t optional either.
ReadWriteWeb | The Talent Wars: Today’s Toughest Startup Challenge | 1
3. Hiring Is the Hardest Part
Starting a company isn’t what it used to be. In many ways, it’s much easier.
Technology is less expensive. Cloud-based applications and infrastructure, as well as open-source
software, are often very cheap or even free. Funding -- from angel investors, venture capitalists and
crowdfunding sites -- is available in abundance, and many startups are finding they need less of it than
previous generations required.
But launching a successful startup is now significantly more difficult in one vital aspect: hiring and
keeping good people. While overall unemployment remains stubbornly high, there is a war for talent
raging in the tech industry, and a lot of startups are losing the battle to attract and retain skilled
employees.
Consider what they’re up against. At the end of last year, Google learned that one of its top engineers
was being courted by Facebook. So Google offered him $3.5 million in stock. He stayed. Later, when
Google was rumored to be sniffing around the team at Instagram, Mark Zuckerberg went nuclear and
“acqhired” the 13 Instagram employees for a cool $1 billion, which comes to around $77 million each.
These days, even mediocre engineers in Silicon Valley are getting six-figure salaries and multimillion-
dollar stock packages.
“The best people don’t submit resumes or interview for jobs.”
– Jason Freedman, co-founder of 42Floors
And it’s not only the tech titans -- and their considerable resources -- that are making it hard for
startups to land talent. As launching a company becomes easier and more straightforward a lot
of smart people would rather start their own companies than go to work for someone else’s. Result:
a lot of open tech positions at startups and not enough qualified, committed people to fill them.
The number of startup jobs posted online in 2011 jumped 23.5% from the year before, according to
data from StartUpHire.com, a job search engine for startup companies. But while 36% of all openings
last year at the site were for engineering and technical jobs, those two sectors saw only 15% of
StartupHire’s applicant pool apply for the positions.
Despite the many challenges, there are strategies startup founders can employ to find and keep good
workers. They just have to think innovatively -- which, after all, is what entrepreneurs are supposed
to do best.
2 | ReadWriteWeb | The Talent Wars: Today’s Toughest Startup Challenge
4. Think Outside the Cubicle
The best startups hire the best people. And to
convince those people to join their startup rather
than some other startup -- or Google or Facebook
-- they have to be willing to try something
different. 42Floors is a Y Combinator-backed San
Francisco startup that helps companies search
for office space online. Recently, when 42Floors
co-founder Jason Freedman decided to pursue a
young, much-buzzed-about engineer, he went out
on a ledge.
The engineer is tech whiz Dan Shipper, a University
Jason Freedman of Pennsylvania sophomore who has already co-
founded several companies, including Airtime for
Email. To get Shipper’s attention, Freedman didn’t
send him an email or put a headhunter on his trail;
he published an open letter to Shipper, entreating
him to come to work at 42Floors. He praised
Shipper’s talents, described his hypothetical job at
42Floors and concluded: “This offer has no expiration and, regardless of whether you decide to work
with us, I hope to personally be there on your side in everything you do.”
Shipper declined the offer. And Freedman absorbed some ridicule for his public pitch. But he doesn’t
regret doing it. “The best people don’t submit resumes or interview for jobs,” he says. “All the great
people we find come through courting. I don’t care about the mixed response to my courting of Dan.
Dan Shipper is a superstar. I know he’s working on his own startup but if someday he wants a job,
I want to get the call from him before Google does. The Googles of the world are good at getting
on campus and giving these people job offers before they graduate, so it’s hard for us startups to
compete.”
Freedman was successful in a long courtship of another target employee, Kelly Robinson, who did
Airbnb’s build out before deciding to move on. Freedman approached her, but she told him she
wanted to take some time to travel around the world. For six months he kept in touch with her via
Skype as she circled the globe. When she got home, she joined 42Floors.
ReadWriteWeb | The Talent Wars: Today’s Toughest Startup Challenge | 3
5. The VC Perspective:
Funding Goes to Companies that Can Hire Well
Any startup that wants to survive, scale and succeed needs to be
able to attract and retain talented employees. Smart entrepreneurs
know this. Smart venture capitalists know it, too. That is why, in
addition to brilliant people with disruptive innovations, they like to
back startups that have a knack for recruiting and keeping talented
workers.
Jeff Clavier “When we look at a company now as a potential investment, we try
to understand the depth of the bench in place, what sort of contacts
they have in the industry and can they credibly hire versus the
competition,” says Jeff Clavier, managing partner at SoftTech VC. “We
look for leaders who can attract talent better than others.”
SoftTech looks for founders who have not only technical smarts but also charisma -- an ability to
project their vision -- and a long list of contacts. “If you’re not well-plugged in and have no ability to
tap into this informal network of talent to bring your team together, it means your opportunity will be
slower to build. And in this environment, there is no place for slow execution.”
Steve Jobs famously stormed around Apple terrorizing his employees. But the vast majority of startup
founders are not Steve Jobs. They don’t have his brains or his billions. So they’d better have some
people skills.
“The biggest risk a startup faces is the default process,” Freedman says of his somewhat unorthodox
hiring methods. “If you do everything the default way, you will fail. When you follow the normal hiring
process, with job applications and interviews, then you don’t have a superstar company.”
Freedman says it’s a fatal error for startups to just hire “foot soldiers.” To succeed, startups must go after
employees who think big -- and these days, companies must be creative and aggressive to get them.
“You’re trying to find someone who has the capacity to be an entrepreneur but who currently is not
a founder of their own company. And at a time when it’s really easy to be a founder of your company
and really rewarding, that means the total number of people in the startup employee pool is small.”
4 | ReadWriteWeb | The Talent Wars: Today’s Toughest Startup Challenge
6. Play the Hunger Game
A lot of people outside the tech industry don’t understand
the culture. They watch serial entrepreneurs go from one
multimillion-dollar cash-out to the next and wonder: Why don’t
these people retire to a tropical beach somewhere? Because
the best brains aren’t wired that way. They’re hungry for new
challenges, not money.
If your startup is working on an interesting problem, you can take
advantage of that instinct. “If you’re attacking something that
Jason Baptiste
engineers want to work on -- big fun problems -- then there’s no
problem hiring,” says Jason Baptiste, CEO of Onswipe and author
of The Ultralight Startup. “The opportunity to work on a technical
challenge is something money can’t buy. Highlight the challenge
and the engineer you want may choose your company. Not
many engineers at this point just want to go off and be one of a
thousand other engineers working on the Facebook ‘Like’ button.”
Onswipe helps publishers format their content for tablets. Baptiste says his company has been able to
attract smart people because it’s working on interesting applications in tablet touch. He doesn’t sell
potential employees on salary; he sells them the mission. And then he hopes they’ll sell their friends.
“If you have a mission, you attract people for the long haul, and they can help you recruit their network
if they believe in what you’re doing,” he says.
Onswipe has recruited people from around the world, mostly places not considered hotbeds of
engineering talent. Its first engineering hire was in Mexico. Since then, the company has brought in
people from Colorado, Miami, the U.K. and Hong Kong. “Our lead back-end engineer applied to work
at Onswipe while he was living in Minnesota,” says Baptiste, who estimates he spends half his time on
hiring. “We’ve tapped into his Minnesota network to bring more engineers into Onswipe.”
“Not many engineers want to be one of a thousand other
engineers working on the Facebook ‘Like’ button.”
– Jason Baptiste, CEO of Onswipe and author of The Ultralight Startup
ReadWriteWeb | The Talent Wars: Today’s Toughest Startup Challenge | 5
7. Avoid the “Hype Cycle”
That’s another piece of advice Baptiste has for startups in hiring mode: Don’t hire from a major tech
city. His company is in New York but of its 14 engineers, only one is from New York -- and zero are
from Silicon Valley. Onswipe doesn’t even recruit in the Valley, because Baptiste believes workers
there are caught up in what he calls the “hype cycle.” “Many of those people have the ‘startup tour’
mentality. ‘Let’s spend six months there, and nine months there, and seven months here.’ There isn’t
much loyalty. You want to hire people who are in it for the long haul, to build something they’ll work
on for a few years.”
Source: StartupHire Infographic: Where the Startup Jobs Are
Similarly, he advises against recruiting from big-name companies, because once people have an
established price, they get fixed on it. Instead, find raw talent and mold it. “If you’re hiring someone
straight out of college, they have different circumstances than someone who is not. If they really love
what they’re doing, an extra $100K a year won’t matter that much. They care more about solving the
problem.”
6 | ReadWriteWeb | The Talent Wars: Today’s Toughest Startup Challenge
8. Be Generous with Equity
There’s a reason why companies such as Pinterest, Dropbox and Square can attract top talent. Because
they have product-market fit, they’ve achieved traction and they not only offer high salaries (and perks
like free haircuts) but equity that someday may actually amount to real money. Most startups are far
more speculative. So why should A-list engineers work for a paycheck at your startup when they can
easily launch their own and get rich if the company succeeds?
Source: Radford Private vs. Public Company Compensation, April 2012
“Hiring for a startup is harder than raising money,” says Naval
Ravikant, founder of startup advice site Venture Hacks. “It’s now
actually easier to raise money. The first $25,000 for product
development is easy -- join an incubator. The next $100,000 is
easy -- investors are following incubators with automatic notes.
That means everyone and their brother you would normally hire is
now starting a company, so trying to hire people without having
Naval Ravikant substantial traction is very hard.”
ReadWriteWeb | The Talent Wars: Today’s Toughest Startup Challenge | 7
9. There is a solution: Give your first hires a substantial piece of equity in your company. But that’s also
very hard (in a different way) for startup founders. So most of them don’t do it.
“These founders are still building their product, they have no customer demand and they own 30%,
40%, 50% each of the company,” Ravikant says. “And then they want to go out and hire their first
employees and offer them half a percent. That’s just ludicrous, because they don’t have anything
yet of any great value.”
So most people, at least the talented ones
“Hiring for a startup is harder with other choices, say “No.” They’re smart
than raising money.” enough to recognize that half a percent of
a long-shot is not all that valuable. Instead,
– Naval Ravikant, founder of Venture Hacks
they go to a startup that has product-market
fit -- and better prospects of a big payday
in the future. “Every other company must
now give up 10% to hire their first key employees. Treat early employees as late founders. That works.
That will get you the talented engineers you need,” says Ravikant, who himself founded Epinions and
Vast.com.
But most startup founders still don’t get it. Ravikant also runs AngelList, an investor-entrepreneur
matchmaking site that recently added a recruiting service for startups. The site asks startups that
are hiring to state the salary and equity they offer employees, and Ravikant says he still sees many
founders unclear on the concept of reasonable equity. “Some companies are offering $80,000 and
0.1% and others are offering $80,000 and 10%. When push comes to shove, the company offering
10% equity will absolutely get the better hire. Close the equity gap, and hiring will get a lot easier.”
8 | ReadWriteWeb | The Talent Wars: Today’s Toughest Startup Challenge
10. Case Study:
The Quixey Challenge
Quixey is a search engine for apps. The 28-person company is in
Palo Alto, Calif., and CTO and co-founder Liron Shapira claims its
standard is to “skim the top 1%” -- from high school or college,
from big companies and from other startups. “We’re totally
immersed in the talent wars,” he says.
To win those wars, Quixey came up with a novel approach: the
Quixey Challenge. It’s a monthly programming contest online. Liron Shapira
Engineers go to QuixeyChallenge.com and try to fix a bug in a 10-
line algorithm in one minute. Typically about 500 people take on
each challenge, and about a quarter of them succeed. Those who
do get $100 and a T-shirt.
It may sound rather obvious, but it works quite well. The Challenge costs Quixey $10,000 a month,
half what it would pay a recruiter to hire one engineer. “Winning the contest doesn’t make someone
a Quixey employee,” Shapira says. “But some of our best hires have come through the Challenge. We
have one employee named Marshall who we hired through the Challenge. He was in Grand Rapids,
Mich. He’s one of our best engineers but he has no college degree, and he was not in Silicon Valley.
The only way you can find and hire someone like Marshall is to get creative.”
The challenge has also raised Quixey’s profile in the engineering community. There are Stanford
professors who now assign the Quixey Challenge as homework. And on the Carnegie Mellon campus,
Quixey T-shirts are more popular than any other company T-shirt, Shapira claims.
“If you’re a startup and want to grow to be a multibillion-dollar company, there has to be some secret
that lets you do it. In our case, it’s hiring.”
ReadWriteWeb | The Talent Wars: Today’s Toughest Startup Challenge | 9
11. Hire a Headhunter – and Move Fast
It may conflict with an entrepreneur’s DIY ethos, but startups that need to hire should consider hiring a
recruiter. Sure, headhunters can be expensive, but they can save valuable time and offer vital strategic
advice gained through years of experience.
“The only way to get creative in this
market if you’re a startup is to pay
really well... Some startups are giving
equity to interns.”
– Robert Greene, founder of GreeneSearch
Robert Greene
GreeneSearch has been filling technical jobs in the San Francisco
Bay Area since 2004, and founder Robert Greene has an array of
recommendations for startups in the market for talent.
“The only way to get creative in this market if you’re a startup is to pay really well,” he says. “It’s the cash
and the equity. If someone is making $150,000-plus at Google, plus stock, you’ll need to offer the same
cash compensation at a startup, plus quite a bit of equity.”
Salaries for engineers at closely held tech companies in Silicon Valley have increased 20% to 30% in the
past two years. A May 2012 study by compensation-consulting firm Radford shows a software engineer
at a private company now makes an average of $137,500 in salary and cash bonuses.
Greene says startups have to offer employees more than that, somewhere in the $150,000 range.
“That’s what startups are paying. That’s what they have to pay for talent. People are not taking a
discount to work at a startup.” How competitive is it? Some startups are giving equity to interns.
It’s very difficult for anyone but a Sean Parker to pry top engineers away from the deep-pocketed, perk-
filled campuses of Facebook and Google. So Greene says startups must use the assets they do have,
like foot-speed and personal touches. “Small startups have to woo people -- take them out to dinner
and send them gift baskets. And they have to move quickly. I can send a startup a resume today and
have an offer in hand tomorrow. That’s an advantage startups have. They can move much faster than
Facebook and Google. Those companies can’t hire people in one day.”
10 | ReadWriteWeb | The Talent Wars: Today’s Toughest Startup Challenge
12. The Takeaways
Hiring in the new economy is especially challenging for startups. But these rules of thumb can ease
the choices.
1. DON’T WAIT FOR THE PERFECT HIRE TO WALK IN THE DOOR.
They won’t. Startups need to go out and find the people they need and then court
them aggressively.
2. THE WORK MATTERS.
In many cases, top talent can be just as motivated by the challenge as by the salary you offer.
Find ways to make the work interesting, and make sure potential recruits know about it.
This is especially important to engineers and creative types.
3. DON’T SKIMP ON EQUITY.
It may hurt, but you need to treat your early hires as late founders. Half a percent equity
won’t attract talented people to your startup.
4. MOVE QUICKLY.
One advantage for smaller companies is that they have less red tape and shorter decision cycles.
Make sure that you use that speed to your advantage. If you see a candidate you want, don’t wait
to make an offer.
5. LOOK OUTSIDE TRADITIONAL TALENT CENTERS.
These days good people are everywhere, so if you can’t afford Silicon Valley prices, look
outside Silicon Valley. A plus: Bringing in people from less-traditional locales may also result
in increased loyalty.
ReadWriteWeb | The Talent Wars: Today’s Toughest Startup Challenge | 11