Recognition One’s Post

After 2 decades of building businesses, I’ve realised that 90% of hiring processes are broken. At the beginning of my career, hiring associates who resonated with my vision was a challenge. I was naive and hired only for skills — a big mistake while building teams. However as I gained experience, I started to narrow down what I was looking for and built the “THRIVE” framework. This helps us identify upcoming talent — both while hiring externally and promoting internally. ➤ T: Tenacious and Trailblazing (15%) Choose associates who don’t restrict themselves to the box of their job description and actively seek ways to maximize the impact of their work by identifying growth opportunities. ➤ H: Hungry for Growth Hacking (15%) The right team members not only focus on upskilling but also look for room for improvement with operations, while contributing to the team’s knowledge with innovative solutions. ➤ R: Relentless Customer Empathy (20%) Happy customers are the foundation of your business. Associates who understand this ask for feedback and are obsessed with exceeding client expectations. ➤ I: Initiative and Ingenuity (15%) These people take ownership of their actions and their consequences. Instead of fixating on problems, they move immediately to finding creative and robust solutions. ➤ V: Vocal, Visionary and Versatile (20%) They don’t shy away from asking unconventional questions and challenging the status quo. They confidently propose out-of-box solutions while justifying the rationale behind them. ➤ E: Emotionally Intelligent and Empowering (15%) People who can navigate the nuances of relationships with their interpersonal skills can foster a collaborative and positive work environment to empower others with them. Is this approach fail proof? Absolutely not. But it has helped me identify talent where others least expected it, and build teams that don’t just hit targets, but know how to flip the game in our favor. What’s the 1 non-negotiable quality you look out for while hiring? #founders #teambuilding #hiring

I've had a ton of people DM me asking about our aggressive hiring strategy at FERMÀT. I thought I'd outline my main considerations so other founders can frame their thinking: (make sure to follow along in the Whiteboard Wednesday video below ) 1) It takes a lot of time to hire the best people. From the first time you meet someone to them joining your team, years could go by because the best people are already employed. For ex: I slid into Rabah's DMs for the first time a year before he joined the team. I was persistent, and eventually, it worked out. We also have a very good track record of people working part-time with us at first as this de-risks the relationship. Always be thinking about cultivating relationships over long periods. Rarely, great hires are an overnight story. 2) Founders should think about high autonomy hires. Autonomy comes from both task-relevant knowledge and having a very high slope. There are always particularities about a business that hires need to learn, and how well they can apply their task-relevant knowledge will be paramount. In general, hiring for high slope is a very useful play. Low slope, high competence hires are just knowledge banks — generally not great full-time. Founders should spend their time at the point where autonomy and slope are both high. 3) Do you have the infrastructure that enables a hire to lean into their superpowers? Most people don't spend time considering this — and they need to: Your organization needs to be set up in a way that enables leaning into strengths while not affecting the business with deficiencies. Here's an example relating back to Rabah: he is unafraid of greatness — he'll make big investments without fear if prompted. I lean on that through big questions, throwing challenges his way at all times. And he pushes back with the same. Because we spend time pushing each other in this regard, his superpower becomes enabled and our marketing accelerates. TL;DR — when you're hiring: 1) Don't be afraid to invest in years for the best people. 2) Founders should spend time hiring around competence and slope. 3) Set up an infrastructure that helps new hires excel within their areas of strength. Anything else you would add here? Drop a follow for more frameworks like this.

💡 Hiring Tips: 1. Don't be afraid to invest in years for the best people. 2. Founders should spend time hiring around competence and slope. 3. Set up the infrastructure that enables new hires to excel in their areas of strength. #WhiteboardWednesday

Are you making the most of your hiring strategy to spark innovation and creative thinking in your organization? Steve Jobs, the iconic co-founder of Apple, once said, "It doesn't make sense to hire smart people and then tell them what to do; we hire smart people so they can tell us what to do." This perspective, highlighted by Ryan McGrath in this article for Entrepreneur, encourages us to rethink our approach to recruitment and team building: ➡️ Looking beyond just credentials: This means valuing competence over traditional measures like degrees or years of experience. This approach focuses on what individuals can contribute now and their capacity for growth. ➡️ Embracing diversity: Diverse teams have proven to be more successful than their less varied peers, bringing together different viewpoints, experiences, and ideas. This mix is not only beneficial but crucial for staying agile and innovative. ➡️ Fostering untapped potential: By valuing qualities such as adaptability, curiosity, and passion, we discover people who are not only ready to contribute but also keen to learn and grow. Learn more about the benefits of hiring for potential over experience here: I'd love to hear your thoughts. Which do you think is more important, hiring for potential or experience? https://lnkd.in/g5QtASFK #Hiring #Recruitment #TalentAcquisition

Are you making the most of your hiring strategy to spark innovation and creative thinking in your organization? Steve Jobs, the iconic co-founder of Apple, once said, "It doesn't make sense to hire smart people and then tell them what to do; we hire smart people so they can tell us what to do." This perspective, highlighted by Ryan McGrath in this article for Entrepreneur, encourages us to rethink our approach to recruitment and team building: ➡️ Looking beyond just credentials: This means valuing competence over traditional measures like degrees or years of experience. This approach focuses on what individuals can contribute now and their capacity for growth. ➡️ Embracing diversity: Diverse teams have proven to be more successful than their less varied peers, bringing together different viewpoints, experiences, and ideas. This mix is not only beneficial but crucial for staying agile and innovative. ➡️ Fostering untapped potential: By valuing qualities such as adaptability, curiosity, and passion, we discover people who are not only ready to contribute but also keen to learn and grow. Learn more about the benefits of hiring for potential over experience here: I'd love to hear your thoughts. Which do you think is more important, hiring for potential or experience? https://lnkd.in/euuVvh7m #Hiring #Recruitment #TalentAcquisition

Are you making the most of your hiring strategy to spark innovation and creative thinking in your organization? Steve Jobs, the iconic co-founder of Apple, once said, "It doesn't make sense to hire smart people and then tell them what to do; we hire smart people so they can tell us what to do." This perspective, highlighted by Ryan McGrath in this article for Entrepreneur, encourages us to rethink our approach to recruitment and team building: ➡️ Looking beyond just credentials: This means valuing competence over traditional measures like degrees or years of experience. This approach focuses on what individuals can contribute now and their capacity for growth. ➡️ Embracing diversity: Diverse teams have proven to be more successful than their less varied peers, bringing together different viewpoints, experiences, and ideas. This mix is not only beneficial but crucial for staying agile and innovative. ➡️ Fostering untapped potential: By valuing qualities such as adaptability, curiosity, and passion, we discover people who are not only ready to contribute but also keen to learn and grow. Learn more about the benefits of hiring for potential over experience here: I'd love to hear your thoughts. Which do you think is more important, hiring for potential or experience? https://lnkd.in/eCdfRtnd #Hiring #Recruitment #TalentAcquisition

Are you making the most of your hiring strategy to spark innovation and creative thinking in your organization? Steve Jobs, the iconic co-founder of Apple, once said, "It doesn't make sense to hire smart people and then tell them what to do; we hire smart people so they can tell us what to do." This perspective, highlighted by Ryan McGrath in this article for Entrepreneur, encourages us to rethink our approach to recruitment and team building: ➡️ Looking beyond just credentials: This means valuing competence over traditional measures like degrees or years of experience. This approach focuses on what individuals can contribute now and their capacity for growth. ➡️ Embracing diversity: Diverse teams have proven to be more successful than their less varied peers, bringing together different viewpoints, experiences, and ideas. This mix is not only beneficial but crucial for staying agile and innovative. ➡️ Fostering untapped potential: By valuing qualities such as adaptability, curiosity, and passion, we discover people who are not only ready to contribute but also keen to learn and grow. Learn more about the benefits of hiring for potential over experience here: I'd love to hear your thoughts. Which do you think is more important, hiring for potential or experience? https://lnkd.in/gcnq-WSf #Hiring #Recruitment #TalentAcquisition

Look back at 5 years of recruiting and you'll find the following: What's gotten worse: -> Tech overdose: We got married to every new piece of recruitment tech that promised AI+ML+Workflow this+process automation that. And we progressively lost human connect. -> Algorithmic prejudice: If tech's biased, your hires will be too. We let codes decide character, and that's a recipe for disaster. -> Our flow of work and how we work (setting) disconnect: We embraced remote work, but many of us failed to bridge the distance (cultural and emotional). Out of sight, out of mind? What's gotten better: -> Global talent hunt: Borders vanished. Now, talent's the only currency. No more geographical excuses -> Data enlightenment: We're not shooting in the dark anymore. Insights drive us, but let's ensure they don't blind us -> Skills in spotlight: We began valuing real-world skills over stamped degrees -> Real DEI Efforts What's still the same: -> Human Connect/ Element: Tech's cool, but nothing beats a genuine conversation -> Your brand matters: If you're not a magnet for talent, you're doing it wrong. -> Culture is King: It's not just about hiring. It's about belonging. That's timeless. -> Feedback blackhole + Ghosting + Negotiation worries -> Poor recruiter enablement What we still don't know: -> How to truly assess potential of an individual -> How to truly do culture fitment interviews Missed any? Thoughts? #linkedin #humancapital #learning #innovation #management #humanresources #management #hiringmanagers #founders #startups #hiring #recruitment #recruiting #talentacquisition #hiringnow #recruitingnow #recruiterslife #recruiters #hrleadership #hrleaders #talentleaders #cxo #startup #peopleandculture

Find out the 6 things that kill hiring, and what you need to do. https://lnkd.in/dSnjKrKK Follow KnackApp for tips and insights. #hiring #talent #business

I've been noodling a bit on the concept of Cause and Effect in this market and it's application to my line of work. Some thoughts to share: (note: these are broad themes and generalizations) ➡ Cause - Big tech continues to downsize - Mid to late stage companies are still in how do we get through this to grow again mode - Early stage in calculated build mode - Companies of all stages starting to revisit their 2024 growth plans (everyone created a staircase QoQ roadmap fyi) -> some on pace, most not? ➡ The Effect - Backfill budget granted only for p00 needs (notice the double zero) - Any open headcount is extremely critical - must get the perfect unicorn hire, can't afford not to, need Strong Yes' or Yes' across the board - Interview processes taking longer with ad-hoc rounds added on - Candidate & Company comp expectations are more wide apart - one side hasn't stepped close enough to the other. Which one? 🤔 If you're hiring, what are Solutions so that you can be successful in this Cause->Effect state? Some ideas: ➡ Solutions - Embrace a recruiting and hiring culture vs fear of hiring culture (recruiters, you now what I mean by this) - Invest time and effort in building out a structured interview process with interviewer roundtable debriefs for 360 convos -> walk off the need to have only Strong Yes' or Yes' -> some No's are actually healthy for debate, calibration, and collaboration in a hiring decision - Break status quo a bit in your motions because the playbook to hire now is very different than during the market boom era - Always be closing -> even today, the best and brightest talent need to feel wanted each and every step of the way #hiring #recruiting #jobs #talentacquisition