7. Hiring Plan Start from the End State …and work backwards
8. Hiring Plan Short timeline & explicit goals Product Usage Revenue
9. Hiring Plan Sample goals 3 mo: Ship beta product 4 mo: Ship v1 product & launch 6 mo: 100,000 daily active users 8 mo: $10,000/mo in revenue
10. Hiring Plan Expect to be wrong. In early stage tech ventures, your hiring plan is your business plan As you learn, update the plan.
11. Hiring Plan How to build a plan Current org chart Visualize A B
12. Hiring Plan Today 6 months Inar Builder CTO Mary Sunshine CEO Mary Sunshine CEO Karen Artiste Designer Director of Product Inar Builder CTO Marketing User Acquisition Customer Support Rep 3 months Back End Software Engineer Marketing Communication Karen Artiste Designer Accountant Front End Software Engineer Inar Builder CTO Mary Sunshine CEO Human Resources Software Intern Front End Software Engineer Karen Artiste Designer Software Intern Customer Support Rep Back End Software Engineer
13. Hiring Plan Getting it right Clear goals and timelines Sequence and Prioritize Assess existing talent Skills & Expertise | Throughput Build vs. Buy Vet with experts
14. Hiring Plan Job Descriptions What we do What you’ll do Need to have Nice to have 90% effort 10% effort
15.
16. When and how will this job change?http://blog.jobscore.com/ how-to-write-great-job-descriptions
26. Interviewing Goal: Spend more time with the right candidates Task: Script the interview process at every stage Reality: You never stop updating scripts
27. Interviewing 20% Resume Review Confidence level: What is the % chance we will extend an offer after this stage is complete? 40% Recruiter Screen 60% Manager Screen Onsite Interview 100% FRONT-LOAD YOUR QUESTIONS Offer
28. Interviewing Resume Review No more than 6 resume review criteria. You should be able to train someone else to screen resumes in 10 minutes. Recruiter Screen Manager Screen Onsite Interview Offer
29. Interviewing 20 minutes to “no” 40 minutes to “yes” Sell Knockout questions What they want Run the resume Deal points (comp, timeline) Explain next steps Schedule Resume Review Recruiter Screen Manager Screen Onsite Interview Offer
30. Interviewing 20 minutes to “no” 40 minutes to “yes” Any questions? Sell Domain specific questions Review Resume speed bumps Explain next steps Schedule Document Feedback Resume Review Recruiter Screen Manager Screen Onsite Interview Offer
33. WorksheetsCulture Sell Assess Task Review Take Home Iterate Take Home [Lunch] Smarts Design questions Close Resume Review Recruiter Screen Manager Screen Onsite Interview Offer
37. P - Problem solving (can they think outside of a box)
38. T - Technical aptitude (education & do they know the fundamentals and basics of CS)
39. R - Role related (have they performed a similar role before and they do well)
40. L - Leadership (have they been moving up in their career/ life. Will they be a go getter or are they happy to hide)
41. Overall - I believe that the candidate can do the job.Comments:EXAMPLE: C- 3.4 | P - 3.1 | T - 3.5 | R - 2.3 | L - 2.7 | Overall - 3.0 “Good technical and problem solving. Concerns about fit and role"
42. Interviewing Resume Review Offer acceptance should be a foregone conclusion. Only send written offers after verbal acceptance. If they can’t accept verbally, you aren’t done negotiating. Other firms are not your competition, just different. Re-enforce what they said they want, don’t bash the competion. Recruiter Screen Manager Screen Onsite Interview Offer
51. [Homepage] [Careers Site] [Job Description] Document the message and reinforce it throughout the process Resume Review Recruiter Screen Manager Screen What the candidate buys upfront they buy at the end. Onsite Interview Offer
How many people here have hired more than 50 people? 10? 5? 1? 0?How to hire people can be learned.
Gagan asked me to talk about three things.
Plan your work, work your plan.
Work backwards… Got the idea from a Blog post from Amazon’s CTO where what they do internally is write the press release for a new product or feature and then work towrads it.
What that means is you are going to need to pick some goals, the more specific the better.
You have to guess what needs to happen at your company to achieve those goals... What kind of additional throughput are you going to need to get there, because you probably can’t achieve everything by yourself.It’s probably easiest to just walk through an example.
As soon as you put them up there, being as specific as possible, understand that it’s a best guess.You are going to be wrong. “Stuff” is going to happen.This may seem like a waste of time given the variables that can change, but it’s extremely, extremely important.
You have to guess what needs to happen at your company to achieve those goals... What kind of additional throughput are you going to need to get there, because you probably can’t achieve everything by yourself.It’s probably easiest to just walk through an example.
Vet with experts – people love talking about “the plan”
Most startups suck at selling themselves.Let’s talk about assessment criteria and interviewing first, and then we’ll come back to the selling.
Hire for what you need, but don’t be shortsighted, what will this person do once you’ve banged out your existing priority… how much upside do they have?
Who here has had interview training?Why do you ask what you ask?How do you know it works?
If your startup is at all successful you are going to spend a huge percentage of your time on interviewing – possibly more than half at certain stages. Hence, you should try to be as efficient about it as possible – make sure to invest time optimizing your time and that of your team. Remember, when they are interviewing people, they aren’t getting stuff done.
Although this is a practice from slightly larger organizations, when you are trying to hire 5+ people at a time, I don’t really know another way to do this.Most entrepreneurs just do “whatever” until it stops working – then they get around to documenting and iterating. Don’t be that entrepreneur.The cost of a bad hire in terms of time and effort is astronomical. Spend time now to make future time more efficient.
This includes your core values – or who you are and who you want to be -
