1 Spend more time: Willing to spend half the time recruiting.
Most entrepreneurs don't spend enough time on talent recruitment. After determining the company's philosophy and matching products with the market, you have to spend one-third or even half of your time recruiting talents. This is something that cannot be handed over to others. You must discover and understand these talents yourself. Before the company reaches the scale of 500 people, the CEO/ founder should personally interview each candidate.
Hands-on practice: The interviewer needs to know the nature of the position.
When recruiting a position, we must first have a deep understanding of the position through practice, otherwise it will be difficult to find an ideal position candidate.
3 smart and efficient: ask past work to judge these two points.
A candidate must have two advantages: intelligence and efficiency. Specifically, when recruiting talents, you can talk to them about their past work and ask them how they did it in the past and how much time and energy they spent, so that you can judge whether the candidates are smart and efficient.
4 Pre-employment Trial: This is the most important suggestion.
This is my most important suggestion. Generally speaking, it's hard to imagine what it's like to have sex with a candidate just through an interview. Therefore, if conditions permit, candidates can enter the company for a probation period before formal employment.
Choose a good way: recruit talents through various channels.
Most of the best talents I meet are my friends or friends of friends. Even if you don't think these people are necessarily willing to work for you, you should try your best to win them; If the job search website and headhunting are ineffective, it is a good idea to hold a meeting, such as holding some technical talent dialogues and recruiting technical talents; If your enterprise has a certain popularity, then campus recruitment is also a good choice; Talent recruitment is a long-term investment, and some people may not consider your company for a year (or even longer). I also learned a lesson from this suggestion, that is, make the recruitment work as informal as possible, which is the most efficient.
6 explain the mission: it can stimulate the passion of candidates.
You need to spend a lot of time explaining the company's mission to the candidate and inspiring his enthusiasm. Once the candidate is determined, it should enter the final stage as soon as possible. After the candidate enters the enterprise, the person in charge (preferably CEO) should do everything possible to keep the candidate and maintain the frequency of communication with the candidate once a day.
7 Sunday Rule: Mutual recognition is very important.
We should also follow the "Sunday rule" when recruiting. Imagine if you would like to work overtime with this person on Sunday because you like being with him. Comparing recognition and goodwill among colleagues is very important to form a good corporate culture.
8 corporate values: don't worry about those who disagree.
You should invest a lot of time to establish the cultural values of the enterprise and ensure that all employees understand and agree with these values. When recruiting, we should look for talents that meet the company's cultural values. For an enterprise, it is necessary for employees to diversify their views and personalities, but it is not necessarily a good thing to diversify their values. Don't worry about candidates who go their own way and don't want to agree with your corporate values.
Erin brockovich: Don't recruit mediocre people because of anxiety.
The more you start a business, the less you can compromise on talent recruitment. Sometimes it is better to hire a gentle person if you lose a business or postpone the product release time, and the consequences will be unimaginable. Gentle employees will have a negative impact on the whole enterprise.
10 is willing to spend money: the most willing thing is to give equity.
In the early stage of starting a business, the healthiest salary structure should be slightly lower than the market price salary+rich equity. However, many successful companies are not founded by senior people. This view of mine will certainly cause controversy, but it is the right strategy. If they want to earn more than the market, they should go to a big company with little equity. Equity rewards will be a little more complicated, but there is a principle that the equity rewards of the 20 people you initially recruited should be twice as much as those suggested by investors. For a well-run enterprise that hasn't achieved breakthrough results, I know that the equity reward structure is probably: 1 for the No.20 engineer and 1.5% for the No.20 engineer respectively, but it also depends on the nature of the enterprise.
1 1 trust intuition: judge whether it is appropriate through details.
Pay attention to the details in the interview, because these details can tell whether the candidate is suitable for starting a business. For example, people who pay too much attention to professional titles or team numbers are not suitable for starting a business. There are many interviews, and I will feel it soon. If you are hesitant about hiring someone, go ahead.
12 recruitment at any time: it is very important to make a good talent reserve.
Recruitment is a long-term process, not an activity organized when there are vacancies. This process is extremely unpredictable. If you find a very suitable person, but you don't need him for two months, you should hire him in order to do a good job in the talent pool.
13 decisive dismissal: don't hesitate to say goodbye.
You can't guarantee that everyone you recruit is suitable for the company. If a person is obviously unfit to stay in the company, this situation will hardly change in the future. It is better to say goodbye earlier than to cherish the illusion that tomorrow will be better.
14 formulation process: establishing a unified hiring decision framework.
Let everyone in your team write down their thoughts on whether to hire a candidate, so that you can review your decision in the future. After the interview, it is best to have a simple face-to-face discussion with each interviewer. Let one of the interviewers have dinner with the applicant, and make sure that the interviewers are punctual every time, so as to leave a good impression on the applicant. The whole interview should be followed up by the person in charge to ensure that the interview content is comprehensive, and all interviewers should be convened to discuss after the interview. In addition, it is necessary to establish a unified hiring decision framework and train interviewers accordingly.
15 do something: recruitment should be planned and not blindly.
Some founders will blindly recruit and expand the company. Sometimes small teams are more efficient. So you should think about the minimum number of people needed for each project or job, control the number of teams as much as possible, and don't recruit people just for the sake of recruiting people. Hope to adopt! ~~