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How do I hire new talent as a Startup?

Posted by | July 25, 2014 | Employers, Interviews

Recruitment is a simple concept to understand, but rarely plays out as smoothly as we’d all like. This means that prior experience is crucial, and it’s something start-ups often need to develop too. So, why all the fuss?

– 50% of digital companies in London are micro firms (less than 10 employees) as of 2013.

– 95%+ are small to medium size businesses (up to 250 employees) as of 2013.

Top ten tips
Considering the rate of growth in other sectors, this is a nice challenge to have though. When it comes to tackling these hiring challenges, there are some key points to keep in mind:

1. Clearly define the brief and your key criteria.Make sure you’re breaking key criteria into ‘must have’ and ‘nice to have’, and outline what the unique challenges and characteristics of the role are.

2. Make time to hold more than one interview. You and the candidate both need to be sure that this is the right fit.

3. Plan the interviews.
It’s hard to find out what you need otherwise, and it can be hard to control the interview without some advance planning. A lack of prep also leaves candidates feeling let down and they can easily lose interest, even if they’ve impressed you. Make it personal – the star candidate that catches your attention will have options, and you want to stand out.

4. Hire on brand. Distinct values & passionate staff reinforce your story.

5. Be honest. Make opportunities and potential challenges really clear to candidates. Make sure they fit the environment and are up for it. Start-ups can be dynamic, even chaotic at times. If a new hire isn’t up for that challenge, there’s a significant risk that they’ll leave within the first few weeks.

6. Diversity. Digital products have a diverse and global reach, and bringing in a wide range of perspectives can help make your products relevant to a much wider audience.

7. If talent is scarce, are there international or remote alternatives? This has worked well, particularly for hiring developers who can easily work remotely. This will also save on overheads.

8. Hire great people and give ownership. Don’t be afraid to let go of the baby, it will enable you to crack onward and upward.

9. Get as much advice as you can from friends, contacts and aspirational brands. Learning from others is invaluable and also free! Use your network and the networks of people you know early and often.

10. Spend time with your staff. Once you’ve hired, make sure they’re settling in – a quiet chat early on can iron out a variety of common issues and prevent disappointment.

The cost of getting the wrong hire is far higher than the time and cost it takes to hire the right person, so it’s best to invest that time and energy in making sure you’re doing everything you can to win over the right people.


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