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Don’t hire
If you must, hire based on values
Be very, very selective
We were 180 people in February 2015. Today, we are at
1,300-odd people. That’s how fast we have grown.
So these are not exact numbers but roughly we have fired 60
people in sales, 80 in vendor service, 10 in marketing, 20 in
customer delight, 12 in finance, 5 in on-boarding, 25 in
automation and about 250 people from the in-house call
centre.
The first 10
Understand the job
Do I want to spend time with this person?
Problem solver, not resume star
Who would you hire?
Always be recruiting.
And the next 90
Values of core team extended team
Be upfront about what you offer
Press release hire
Keep in mind
People motivated to build great products, not technical problemsAvoid “Round manhole cover” type problems
1 productive hire > 3 average hires
Efficiency ∝ 1/(Team size)2
This is not culture
Sum of founders’ DNA
Buffer App: too extreme for most
Open office or open meetings
Unconscious bias
What is openness?
Diversity is a business imperative
1.4% increase in GDP growth rate
A diverse team: increased productivity, collaboration and innovation
It’s not just numbers
Admit them and move on
Cost of a toxic worker vs. the value of a superstar
Communicate
And…mistakes happen
1. What are your options?
2. Which one would you pick?
3. Dealing with the fallout
Case study 1Assumptions during hiring that didn’t work out
1. How do you motivate the team?
2. What if that doesn’t work?
3. Communication
Case study 2Drive an underperforming team
Takeaways
There is no one formula for hiring right. It depends on how you want to grow your company
The best hires aren't always the ones with the shiniest resumes. Look for problem solvers
Your startup's culture cannot be retrofitted - it is important to define and consciously build your culture
