Hiring. There are kind of 2 stages to hiring in my mind. 1. Making the best people in the world aware of your job opportunity 2. Persuading them to join you
Applying engineer-oriented hiring techniques to fill out a sales organization is like eating poison ivy to get more green vegetables. You will get the opposite of what you want.
Remember the revolutionary insight, common to great managers: People don’t change that much. Don’t waste time trying to put in what was left out. Try to draw out what was left in. That is hard enough. If you apply their insight to the core activities of the catalyst role, this is what you see: When selecting someone, they select for talent . . . not simply experience, intelligence, or determination. When setting expectations, they define the right outcomes . . . not the right steps. When motivating someone, they focus on strengths . . . not on his weaknesses When developing someone, they help him find the right fit . . . not simply the next rung on the ladder.
Growing your engineer team is hard. How do you find developers with the skills and experience you need? And how do you effectively engage technical talent?
Meet Gild Source. Gild Source is a technical recruiting solution the gives hiring teams insights into the coding skills of millions of developers plus the social insights needed to connect with them. With this rich information, you can dramatically improve hiring efficiency by identifying talented developers and reaching out to them on personalized terms.
(Full Story: http://www.gild.com/products/gild-source/ )
I want you to explain something to me. Pick any topic you want: a hobby you have, a book you’ve read, a project you worked on–anything. You’ll have just 5 minutes to explain it. At the beginning of the 5 minutes you shouldn’t assume anything about what I know, and at the end I should understand whatever is most important this topic. During the 5 minutes, I might ask you some questions, and you can ask me questions. Take as much time as you want to think it through, and let me know when you want to start.
(Full Story: The Most Revealing Interview Question)
1) Communication – the single greatest contributor to low morale is lack of communication.
2) Getting the hiring process right – a lot of churn results from bad hiring.
3) Culture and Fit – Employees leave because they don’t feel like they fit in.
4) Promote from within. Create a career path for your most talented people.
5) Assess yourself, your team, and your company.
6) Pay your team well.
(Full Story: A VC: Retaining Your Employees)
…an inefficiently low level of output coupled with higher wages for known high talents. This problem is most severe where information about talent is initially very imprecise and the complementary costs of production are high. I argue that high incomes in professions such as entertainment, management, and entrepreneurship, may be explained by the nature of the talent revelation process, rather than by an underlying scarcity of talent.
(Full Story: Why is there a shortage of talent in IT sectors?)
1. Room for Growth of Skills
2. High Caliber Team
3. Positive Org Structure
4. Opportunity to Use New Technologies
(Full Story: Results of Joel Spolsky’s “What Programmers Want” Survey)
Forget uploading resumes or filling out forms on some job board. Backend-as-a-service company Parse is inviting potential hires to apply via its Parse API. In what initially looks like an added barrier to entry, the company is hoping its cheeky and geeky move will attract the sort of developers who think in JSON.
(Full Story: Jobseekers Invited to Apply Via API to Parse)