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Margo Crawfordbusiness sherpa
Entrepreneur’s Toolkit: www.marsdd.com/entrepreneurs-toolkit.html

HR Workbook 1: Building an A-Team
HR Workbook 2: Compensation
HR Workbook 3: HR at Work

Creating an HR plan: Butteriss on human resources
Building HR processes, policies and procedures
Compensating employees
Hiring your friends: Is it such a good idea?

Video: Human Capital: Building high performance teams
Video: Human Resources Management




                                                         Margo Crawfordbusiness sherpa
business sherpa group
                          trusted. capable. results-driven




Start-Up Recruiting
Building Your A-team




                                     Margo Crawfordbusiness sherpa
Introduction

GOAL

   Share practical realities of building an
   A-team in a start-up environment

   Tips, tools and lessons learned




                                     Margo Crawfordbusiness sherpa
Introduction

September 10th 12:00 – 1:00 PM (Room CR2)
focus on recruitment and selection when
building start up teams
September 17th 12:00 – 1:00 PM (Room CR2)
compensation and rewards strategies/tools
September 24th 12:00 – 1:00 PM (Room CR2)
unique look at sales recruitment and sales
compensation plans


                                  Margo Crawfordbusiness sherpa
Background

Business Sherpa
      Virtual VP of HR supporting start-ups, early-stage
       companies and social venture enterprises
      25+ years of HR experience (10+ years in start-ups)
      HR Professional of the Year Ottawa 2006
      Co-founder of Meriton Networks (optical networking
       start-up) from formation to sale 8 years later
      Supporting start-ups in Toronto and Ottawa over past
       2.5 years as Business Sherpa



                                            Margo Crawfordbusiness sherpa
Unique Issues of a Start-up

Founders
      May be in leadership roles whether they should be or
       not!
      Founders are the foundation with biases & preferences
       – some good some bad

Money
      You have it ….then you are running out of it
      Over-filling the ranks will consume your cash quickly



                                             Margo Crawfordbusiness sherpa
Unique Issues of a Start-up


Geographic Challenges
      Where you form may not be where your ‘talent’ lives
      Customers will impact who and where you recruit for
       some roles

Market Timing
      Don’t get multiple shots at hitting the market window
       at the right time – anticipating vs. reacting even more
       critical
      Miss-hiring and losing time can be a devastating blow
       vs. an annoying inconvenience
                                              Margo Crawfordbusiness sherpa
Building a Team – Recruitment 101


Your best shot at getting it right

   Plan well

   Search creatively

   Choose wisely




                                     Margo Crawfordbusiness sherpa
Financial
                                                                                                                                 Technical




                                                                                                     Customer
                                                                                                                                 Milestones



                                                                                                                   Milestones




                                                       Milestones
                                                                                                     Milestones



                                                       Recruitment
                                                                                                     Early  Seed    Proof of Formation




                                                                             CEO




                                  PLM
                                                                             CFO

                                                      CTO
                                                                    (P/T?)
                                                                                                   Customer Funding Concept
                                                                                                      BD




                                        Lead
                                                                                        HR
                                                                               (P/T?)




                                           BD/
                                                                                                                   Series A




                                Sales
                                                                                                                                 V.1
                                                                                                   Customer                      Product




                                        R&D Sr. R&D
                                                                                                     Trials
                                                                                                                                              Year 1
                                                                                                                                                                                                           Ready




                                                Marcomms
                                                                                                   Company
                                                                                                    Launch                      V.1 GA
                                                                                                                  Strategic




                                SE’s
                                                                                                                                Product




                                                           R&D
                                                                                                                  Revenue




                                                      QA Int./Jr.
                                                                                                   Strategic


                                                                                Admin.
                                                                                Support




                                  Sales
                                                                                                   Customer




                                (Hunter)
                                                                                                     Sales   Series B
                                                                                                                                              Year 2
                                                                                                                                V.2
                                                                             (F/T)




                                 VP
                                                                                     CFO




                                Sales
                                                                                                   Repeat                       Product
                                                                                                                                                                                                           Aim




                                                                                                    Sales
                                                                                                                  + Margin
                                                                                                     New          Revenue
                                  Sales
                                                                                                   Accounts
                                                       VP



                                (Farmer)
                                                                                                                                 V.2 GA Year 3
                                                    Marketing



                                                                                                                                 Product
                                                                                                                  Yearly
                                                                                 Accountant COO?




                                                                                                   Repeat         Revenue
                                                                                                    Sales         Growth
                                                                              HR
                                                                     (F/T?)




                                 Sales
                                Support
                                                                                                                                                                                                           Hire




                                                                                                                                V.1
                                                                                                     New                        Sustaining
                                                                                                   Accounts       Series C
                                                                                                                                              Year 4
                                                                                                                                                       Planning around key milestones = precision hiring




                                                                                                    Repeat        Quarterly
                                     Support
                                    Customer




                                                                                                     Sales        Revenue V.2
                                                                                                                  Growth    Sustaining
                                                                                                     New
                                                                                                   Accounts                                   Year 5
Margo Crawfordbusiness sherpa




                                                                                                                  IPO/M&A
Ready                      Aim                   Hire


                    Key Observations About Recruitment Milestones
                         HR                     Admin.
              CEO                                           CFO     Accountant COO?
                        (P/T?)                  Support                                 HR
              CFO                                           (F/T)
Recruitment   (P/T?)                                                                   (F/T?)

                       R&D Sr. R&D                                      VP
Milestones    CTO                    QA Int./Jr.                     Marketing
                       Lead               R&D                                                           Customer
                          BD/  Marcomms                      VP       Sales            Sales
                                                   Sales                                                 Support
              PLM                        SE’s               Sales   (Farmer)          Support
                         Sales                   (Hunter)

  Identify Pillar Hires
           Key to success, but timing may differ depending on budget, sector,
            market, technology, customers, etc.
  Creatively Fill Gaps
           Functions must get done, even if you can’t hire
           Consider all options advisors; part-time/virtual support; contract out;
            technology licensing
  VP-level Not Necessarily First Hire
           Consider what must get done – do you need a ‘doer’ or a ‘builder’?
                                                                                                Margo Crawfordbusiness sherpa
Ready                      Aim                   Hire


                    Key Observations – Recruitment Milestones
                         HR                     Admin.
              CEO                                           CFO     Accountant COO?
                        (P/T?)                  Support                                 HR
              CFO                                           (F/T)
Recruitment   (P/T?)                                                                   (F/T?)

                       R&D Sr. R&D                                      VP
Milestones    CTO                    QA Int./Jr.                     Marketing
                       Lead               R&D                                                           Customer
                          BD/  Marcomms                      VP       Sales            Sales
                                                   Sales                                                 Support
              PLM                        SE’s               Sales   (Farmer)          Support
                         Sales                   (Hunter)

  Building Up Headcount – Easy Solution
           Very tempting to over-hire early in order to accelerate timelines
           Can seriously affect the burn rate; or consume future key headcount
  Be Prepared to Swap Out
           Reality of limited time/funds/people
           Think strategically

  Consider Timing
           Recruitment can take from 1 – 3 months; plan accordingly
                                                                                                Margo Crawfordbusiness sherpa
Ready                Aim             Hire

Establish Key Recruitment Funnels
        Initially based on your pillar hires
        Based on key hires over time
Continue to Fill The Hopper
        When sourcing candidates, keep all funnels in mind – fill the hopper as
         good candidates uncovered




            Development         Sales           Product      Marketing
                                                 Mgmt.




                                                              Margo Crawfordbusiness sherpa
Ready                  Aim                    Hire


                Finding Talent – time & $$$
High Cost
 Process
                                                            Executive Search

                                 Head Hunters                              Spending more $$$ does
                                                                            not necessarily reduce
                                                                          time nor improve results.

                                                                        Internal HR

                                            Employee Referral
                                                Program

                                                Job Board
                       Social Networking                        Employee              Trusted Individual
 Low Cost              Recommendations                         Word of Mouth            Endorsement
  Process
            Low Credibility                                                           High Credibility
              Sourcing                                                                   Sourcing

                                                                                        Margo Crawfordbusiness sherpa
Ready              Aim             Hire


Resources To Help

Internal HR Team
       Full time may not be affordable
       Virtual HR being widely adopted for start-ups – can provide tremendous
        value in supporting effective recruitment at a fraction of the cost of
        head hunters


Networking
       Tremendous networks to support companies: team; MaRS; Board;
        advisors; investors; former colleagues; schools




                                                           Margo Crawfordbusiness sherpa
Ready               Aim              Hire


Recruiters
       DO NOT handoff your recruitment – requires time and management
       Expensive 20% - 25% of starting salary – use selectively
       Keep focused on roles that are most challenging
       Manage tightly and demand results – or change
       Use limited recruiters at once – can be very overwhelming otherwise
       Select firms that have specialized in your sector
       Terms: contingency only and no exclusivity

Executive Search
       Use only as needed and for most senior level roles
       Typical terms 30 – 35% of starting salary and usually a retainer involved
       Used very strategically and NOT as the first tool in the tool kit


                                                             Margo Crawfordbusiness sherpa
Ready                      Aim   Hire


Typical Approach:




                        Website (maybe?)
   Job
 Descriptio
    n         POST       Job Boards




                         Paper


           Engage
          Recruiters


                                                    Margo Crawfordbusiness sherpa
Ready   Aim   Hire

Typical Result:




    Job
        Onslaught
  Descriptio
     n       of
       responses


           Engage
          Recruiters


                                   Margo Crawfordbusiness sherpa
Ready               Aim              Hire

Signs of ineffective Recruitment:
        Looking at resumes sporadically – as they come in OR as you can get to
         them
        Interviewing candidates weeks apart
        In a continual state of wanting to see who else might be out there
        Changing requirements while recruiting
        Interviewing on the fly
        Preparation for an interview is re-reading the resume


Reality of start-up environment
        There are many pressures and fires to be put out – recruitment will not
         remain the highest priority throughout the recruitment process
        Resources are thin – so support to manage the process is often not there
        Conditions constantly changing


                                                             Margo Crawfordbusiness sherpa
Ready            Aim        Hire



Keys to Effective Recruitment in a Start-Up:

                    1.    Process

                    2.    Description

                    3.    Choice




                                           Margo Crawfordbusiness sherpa
Ready            Aim            Hire


Process
           Tight recruitment process will save time and improve results
           Create a project plan for each recruitment effort
           Have all resources work to this plan and key decision points

Stage 1 – create a recruitment funnel
           Job postings – on targeted sites
           Recruiters – internal and external as appropriate
           Strategic search – source from networks

 Stage 2 – develop long list
            High quality match resumes only
            Do not screen ad hoc – review large sets of resumes at once
            Do not allow recruiters to feed resumes in a trickle
                                                          Margo Crawfordbusiness sherpa
Ready               Aim               Hire


Stage 3 – identify short list:
       Best matches
       Aim for 6 – 8 - do not start interviewing until you have this
Stage 4 – 1st round interviews:
       Make interviews structured and consistent
       Interview with others – efficient; easier to assess candidate (can
        have several interviewer groups)
       Prepare questions – connect to job description
Stage 5 – 2nd round interviews/testing:
       Introduce a ‘testing’ component – e.g. do a presentation for you
       Aim for 3 top candidates
Stage 6 – references and offer:
       Get permission for references (think about who should conduct
        references)                                    Margo Crawfordbusiness sherpa
Ready         Aim   Hire

Sample Recruitment Plan:




                                    Margo Crawfordbusiness sherpa
Ready            Aim            Hire


Description
       Becomes an essential filter for automated and
        manual search mechanisms
       A guidepost to keep selection on track

                   Job
                 Descriptio
                    n




  
A vanilla job description will
   produce vanilla results.
                                    Margo Crawfordbusiness sherpa
Ready             Aim            Hire


Features of Excellent Job Postings for Start-Ups

       Clearly articulates ‘table steaks’ skills
       Paints a real picture of the ideal candidate
       Sells the opportunity through role, technology, industry, etc.
       Has a deadline to match recruitment plan




                                                       Margo Crawfordbusiness sherpa
Ready                         Aim       Hire


Reaching Out – advertising your GREAT opportunity
       Job Boards – 2 types
            Those that cost a lot and reach millions of candidates
            Those that cost little and reach targeted audiences
                  User groups
                  Business/professional networks
                  Professional associations
                  Alumni associations
                  Etc.

       Print ads – don’t!!! Useless for start ups for $$$
       Web site – may or may not be an option (stealth vs. launched)
       Word of mouth – ALWAYS – use advisors, board, investors,
        colleagues
       Social Networking


                                                                      Margo Crawfordbusiness sherpa
Ready                Aim               Hire


Social Networking has completely changed the game…..
        Previously company phone lists were a protected asset
        Now – access to everyone
        Problem is the clutter has multiplied
             One network can access millions
             Everyone is a ‘friend’ and can recommend a candidate – with no way of
              validating the quality of the reference




SO how do you
find and reach
your stars?                                                       Margo Crawfordbusiness sherpa
Ready             Aim             Hire


Best Professional Networking Tool

Pro’s
       Access to millions of professionals in all industries, professions
        and geographies
       Career focused
       Provides access to contacts useful beyond recruitment
Con’s
       Access to millions of professionals in all industries, professions
        and geographies
       Unreliable filtering of quality candidates
       Adoption just picking up in Canada – network is still light
                                                         Margo Crawfordbusiness sherpa
Ready            Aim            Hire


Tips on effectively using Linked In
       Post opportunities – about $150/posting
       Take every opportunity to build network in all geographies and
        industries
       Use search capabilities
       Reach out to candidates – customized and personal
       Leverage common contacts, or marquee roles/industries/
        technology
       When searching – look at what other funnels you can fill
       Update company’s profile – update key events




                                                      Margo Crawfordbusiness sherpa
Ready             Aim            Hire



Choice
      Biggest failure in recruiting is to have one to choose from
      THIS IS NOT A CHOICE!!
      Never stop at the front end of the process (filling the funnel)
       until a candidate is hired
      Do not be left in a default position




                       AIM TO HAVE A CHOICE
                               OF 3

                                                       Margo Crawfordbusiness sherpa
Ready              Aim              Hire


Choosing is the biggest challenge of all!!
        Who YOU like the best may not be best for the company
        Interview – a balance of asking and selling – hard to know what you are
         seeing
        Comparing candidates over a protracted process is difficult to do
        Interviews easily drift off course
        Interviewing is mentally exhausting
        A tendency to like or dislike; be cynical or wanting to make candidates
         feel comfortable can take away from the evaluation process
        A highly faulty process!!! Be aware of this and plan accordingly.




                                                             Margo Crawfordbusiness sherpa
Ready               Aim              Hire


Mitigating the Risks:
        Prepare questions based on the job description – ask questions that tell
         you something
        2nd round of interviews can be very telling

                 1st Interview:                         2nd Interview:
               Company – asking                       Company – selling
               Candidate - selling                    Candidate - asking

        Interview several candidates over a couple of days – keep it very tight
        Know your biases and plan around this
        Interview with someone else – so you can mentally rest and evaluate
         during interview
        Big believer in ‘testing’ – or putting candidate in-situ as much as possible
        Finally – put your concerns on the table….in fact force yourself to find
         some to put on the table
                                                                Margo Crawfordbusiness sherpa
Ready              Aim              Hire


Making an offer:
       WAIT – check references first!! ALWAYS
       Do your homework
            Understand where they are at/expectations
            What can you pay
            What is the ‘bundle’ you offer (salary, benefits, options, role,
             opportunity, sector, technology) – this is the offer – not just $$$
       Provide verbal and written offers (make sure you have a solid
        employment contract) with a deadline to accept – so you can go back to
        other candidates
       Once offer is accepted – keep connected to the candidate until they are
        in the door and in seat




                                                             Margo Crawfordbusiness sherpa
Best Recruiting Tips for Start-Ups

1.     Know the pillars you must build upon.
2.     $$$ spent ≠ saved time or quality results.
3.     Use full scope of recruitment tools.
4.     No not hand off recruitment
5.    Most effective recruitment:
        Tight Process

        Clear Description

        Have Choices

                                        Margo Crawfordbusiness sherpa
Best Recruiting Tips for Start-Ups

6.    Descriptions are your best filter and
      guidepost to keep recruitment on track
7.    Never make a default choice – aim for 3 solid
      candidates to choose from.
8.    Know the biases risking the process – mitigate
      these.




                                      Margo Crawfordbusiness sherpa
Questions




            Thank You!



                         Margo Crawfordbusiness sherpa

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Recruitment and Selection Strategies for Building a Strong Team

  • 2. Entrepreneur’s Toolkit: www.marsdd.com/entrepreneurs-toolkit.html HR Workbook 1: Building an A-Team HR Workbook 2: Compensation HR Workbook 3: HR at Work Creating an HR plan: Butteriss on human resources Building HR processes, policies and procedures Compensating employees Hiring your friends: Is it such a good idea? Video: Human Capital: Building high performance teams Video: Human Resources Management Margo Crawfordbusiness sherpa
  • 3. business sherpa group trusted. capable. results-driven Start-Up Recruiting Building Your A-team Margo Crawfordbusiness sherpa
  • 4. Introduction GOAL Share practical realities of building an A-team in a start-up environment Tips, tools and lessons learned Margo Crawfordbusiness sherpa
  • 5. Introduction September 10th 12:00 – 1:00 PM (Room CR2) focus on recruitment and selection when building start up teams September 17th 12:00 – 1:00 PM (Room CR2) compensation and rewards strategies/tools September 24th 12:00 – 1:00 PM (Room CR2) unique look at sales recruitment and sales compensation plans Margo Crawfordbusiness sherpa
  • 6. Background Business Sherpa   Virtual VP of HR supporting start-ups, early-stage companies and social venture enterprises   25+ years of HR experience (10+ years in start-ups)   HR Professional of the Year Ottawa 2006   Co-founder of Meriton Networks (optical networking start-up) from formation to sale 8 years later   Supporting start-ups in Toronto and Ottawa over past 2.5 years as Business Sherpa Margo Crawfordbusiness sherpa
  • 7. Unique Issues of a Start-up Founders   May be in leadership roles whether they should be or not!   Founders are the foundation with biases & preferences – some good some bad Money   You have it ….then you are running out of it   Over-filling the ranks will consume your cash quickly Margo Crawfordbusiness sherpa
  • 8. Unique Issues of a Start-up Geographic Challenges   Where you form may not be where your ‘talent’ lives   Customers will impact who and where you recruit for some roles Market Timing   Don’t get multiple shots at hitting the market window at the right time – anticipating vs. reacting even more critical   Miss-hiring and losing time can be a devastating blow vs. an annoying inconvenience Margo Crawfordbusiness sherpa
  • 9. Building a Team – Recruitment 101 Your best shot at getting it right Plan well Search creatively Choose wisely Margo Crawfordbusiness sherpa
  • 10. Financial Technical Customer Milestones Milestones Milestones Milestones Recruitment Early Seed Proof of Formation CEO PLM CFO CTO (P/T?) Customer Funding Concept BD Lead HR (P/T?) BD/ Series A Sales V.1 Customer Product R&D Sr. R&D Trials Year 1 Ready Marcomms Company Launch V.1 GA Strategic SE’s Product R&D Revenue QA Int./Jr. Strategic Admin. Support Sales Customer (Hunter) Sales Series B Year 2 V.2 (F/T) VP CFO Sales Repeat Product Aim Sales + Margin New Revenue Sales Accounts VP (Farmer) V.2 GA Year 3 Marketing Product Yearly Accountant COO? Repeat Revenue Sales Growth HR (F/T?) Sales Support Hire V.1 New Sustaining Accounts Series C Year 4 Planning around key milestones = precision hiring Repeat Quarterly Support Customer Sales Revenue V.2 Growth Sustaining New Accounts Year 5 Margo Crawfordbusiness sherpa IPO/M&A
  • 11. Ready Aim Hire Key Observations About Recruitment Milestones HR Admin. CEO CFO Accountant COO? (P/T?) Support HR CFO (F/T) Recruitment (P/T?) (F/T?) R&D Sr. R&D VP Milestones CTO QA Int./Jr. Marketing Lead R&D Customer BD/ Marcomms VP Sales Sales Sales Support PLM SE’s Sales (Farmer) Support Sales (Hunter) Identify Pillar Hires   Key to success, but timing may differ depending on budget, sector, market, technology, customers, etc. Creatively Fill Gaps   Functions must get done, even if you can’t hire   Consider all options advisors; part-time/virtual support; contract out; technology licensing VP-level Not Necessarily First Hire   Consider what must get done – do you need a ‘doer’ or a ‘builder’? Margo Crawfordbusiness sherpa
  • 12. Ready Aim Hire Key Observations – Recruitment Milestones HR Admin. CEO CFO Accountant COO? (P/T?) Support HR CFO (F/T) Recruitment (P/T?) (F/T?) R&D Sr. R&D VP Milestones CTO QA Int./Jr. Marketing Lead R&D Customer BD/ Marcomms VP Sales Sales Sales Support PLM SE’s Sales (Farmer) Support Sales (Hunter) Building Up Headcount – Easy Solution   Very tempting to over-hire early in order to accelerate timelines   Can seriously affect the burn rate; or consume future key headcount Be Prepared to Swap Out   Reality of limited time/funds/people   Think strategically Consider Timing   Recruitment can take from 1 – 3 months; plan accordingly Margo Crawfordbusiness sherpa
  • 13. Ready Aim Hire Establish Key Recruitment Funnels   Initially based on your pillar hires   Based on key hires over time Continue to Fill The Hopper   When sourcing candidates, keep all funnels in mind – fill the hopper as good candidates uncovered Development Sales Product Marketing Mgmt. Margo Crawfordbusiness sherpa
  • 14. Ready Aim Hire Finding Talent – time & $$$ High Cost Process Executive Search Head Hunters Spending more $$$ does not necessarily reduce time nor improve results. Internal HR Employee Referral Program Job Board Social Networking Employee Trusted Individual Low Cost Recommendations Word of Mouth Endorsement Process Low Credibility High Credibility Sourcing Sourcing Margo Crawfordbusiness sherpa
  • 15. Ready Aim Hire Resources To Help Internal HR Team   Full time may not be affordable   Virtual HR being widely adopted for start-ups – can provide tremendous value in supporting effective recruitment at a fraction of the cost of head hunters Networking   Tremendous networks to support companies: team; MaRS; Board; advisors; investors; former colleagues; schools Margo Crawfordbusiness sherpa
  • 16. Ready Aim Hire Recruiters   DO NOT handoff your recruitment – requires time and management   Expensive 20% - 25% of starting salary – use selectively   Keep focused on roles that are most challenging   Manage tightly and demand results – or change   Use limited recruiters at once – can be very overwhelming otherwise   Select firms that have specialized in your sector   Terms: contingency only and no exclusivity Executive Search   Use only as needed and for most senior level roles   Typical terms 30 – 35% of starting salary and usually a retainer involved   Used very strategically and NOT as the first tool in the tool kit Margo Crawfordbusiness sherpa
  • 17. Ready Aim Hire Typical Approach: Website (maybe?) Job Descriptio n POST Job Boards Paper Engage Recruiters Margo Crawfordbusiness sherpa
  • 18. Ready Aim Hire Typical Result: Job Onslaught Descriptio n of responses Engage Recruiters Margo Crawfordbusiness sherpa
  • 19. Ready Aim Hire Signs of ineffective Recruitment:   Looking at resumes sporadically – as they come in OR as you can get to them   Interviewing candidates weeks apart   In a continual state of wanting to see who else might be out there   Changing requirements while recruiting   Interviewing on the fly   Preparation for an interview is re-reading the resume Reality of start-up environment   There are many pressures and fires to be put out – recruitment will not remain the highest priority throughout the recruitment process   Resources are thin – so support to manage the process is often not there   Conditions constantly changing Margo Crawfordbusiness sherpa
  • 20. Ready Aim Hire Keys to Effective Recruitment in a Start-Up: 1.  Process 2.  Description 3.  Choice Margo Crawfordbusiness sherpa
  • 21. Ready Aim Hire Process   Tight recruitment process will save time and improve results   Create a project plan for each recruitment effort   Have all resources work to this plan and key decision points Stage 1 – create a recruitment funnel   Job postings – on targeted sites   Recruiters – internal and external as appropriate   Strategic search – source from networks Stage 2 – develop long list   High quality match resumes only   Do not screen ad hoc – review large sets of resumes at once   Do not allow recruiters to feed resumes in a trickle Margo Crawfordbusiness sherpa
  • 22. Ready Aim Hire Stage 3 – identify short list:   Best matches   Aim for 6 – 8 - do not start interviewing until you have this Stage 4 – 1st round interviews:   Make interviews structured and consistent   Interview with others – efficient; easier to assess candidate (can have several interviewer groups)   Prepare questions – connect to job description Stage 5 – 2nd round interviews/testing:   Introduce a ‘testing’ component – e.g. do a presentation for you   Aim for 3 top candidates Stage 6 – references and offer:   Get permission for references (think about who should conduct references) Margo Crawfordbusiness sherpa
  • 23. Ready Aim Hire Sample Recruitment Plan: Margo Crawfordbusiness sherpa
  • 24. Ready Aim Hire Description   Becomes an essential filter for automated and manual search mechanisms   A guidepost to keep selection on track Job Descriptio n A vanilla job description will produce vanilla results. Margo Crawfordbusiness sherpa
  • 25. Ready Aim Hire Features of Excellent Job Postings for Start-Ups   Clearly articulates ‘table steaks’ skills   Paints a real picture of the ideal candidate   Sells the opportunity through role, technology, industry, etc.   Has a deadline to match recruitment plan Margo Crawfordbusiness sherpa
  • 26. Ready Aim Hire Reaching Out – advertising your GREAT opportunity   Job Boards – 2 types   Those that cost a lot and reach millions of candidates   Those that cost little and reach targeted audiences   User groups   Business/professional networks   Professional associations   Alumni associations   Etc.   Print ads – don’t!!! Useless for start ups for $$$   Web site – may or may not be an option (stealth vs. launched)   Word of mouth – ALWAYS – use advisors, board, investors, colleagues   Social Networking Margo Crawfordbusiness sherpa
  • 27. Ready Aim Hire Social Networking has completely changed the game…..   Previously company phone lists were a protected asset   Now – access to everyone   Problem is the clutter has multiplied   One network can access millions   Everyone is a ‘friend’ and can recommend a candidate – with no way of validating the quality of the reference SO how do you find and reach your stars? Margo Crawfordbusiness sherpa
  • 28. Ready Aim Hire Best Professional Networking Tool Pro’s   Access to millions of professionals in all industries, professions and geographies   Career focused   Provides access to contacts useful beyond recruitment Con’s   Access to millions of professionals in all industries, professions and geographies   Unreliable filtering of quality candidates   Adoption just picking up in Canada – network is still light Margo Crawfordbusiness sherpa
  • 29. Ready Aim Hire Tips on effectively using Linked In   Post opportunities – about $150/posting   Take every opportunity to build network in all geographies and industries   Use search capabilities   Reach out to candidates – customized and personal   Leverage common contacts, or marquee roles/industries/ technology   When searching – look at what other funnels you can fill   Update company’s profile – update key events Margo Crawfordbusiness sherpa
  • 30. Ready Aim Hire Choice   Biggest failure in recruiting is to have one to choose from   THIS IS NOT A CHOICE!!   Never stop at the front end of the process (filling the funnel) until a candidate is hired   Do not be left in a default position AIM TO HAVE A CHOICE OF 3 Margo Crawfordbusiness sherpa
  • 31. Ready Aim Hire Choosing is the biggest challenge of all!!   Who YOU like the best may not be best for the company   Interview – a balance of asking and selling – hard to know what you are seeing   Comparing candidates over a protracted process is difficult to do   Interviews easily drift off course   Interviewing is mentally exhausting   A tendency to like or dislike; be cynical or wanting to make candidates feel comfortable can take away from the evaluation process   A highly faulty process!!! Be aware of this and plan accordingly. Margo Crawfordbusiness sherpa
  • 32. Ready Aim Hire Mitigating the Risks:   Prepare questions based on the job description – ask questions that tell you something   2nd round of interviews can be very telling 1st Interview: 2nd Interview: Company – asking Company – selling Candidate - selling Candidate - asking   Interview several candidates over a couple of days – keep it very tight   Know your biases and plan around this   Interview with someone else – so you can mentally rest and evaluate during interview   Big believer in ‘testing’ – or putting candidate in-situ as much as possible   Finally – put your concerns on the table….in fact force yourself to find some to put on the table Margo Crawfordbusiness sherpa
  • 33. Ready Aim Hire Making an offer:   WAIT – check references first!! ALWAYS   Do your homework   Understand where they are at/expectations   What can you pay   What is the ‘bundle’ you offer (salary, benefits, options, role, opportunity, sector, technology) – this is the offer – not just $$$   Provide verbal and written offers (make sure you have a solid employment contract) with a deadline to accept – so you can go back to other candidates   Once offer is accepted – keep connected to the candidate until they are in the door and in seat Margo Crawfordbusiness sherpa
  • 34. Best Recruiting Tips for Start-Ups 1.  Know the pillars you must build upon. 2.  $$$ spent ≠ saved time or quality results. 3.  Use full scope of recruitment tools. 4.  No not hand off recruitment 5.  Most effective recruitment:   Tight Process   Clear Description   Have Choices Margo Crawfordbusiness sherpa
  • 35. Best Recruiting Tips for Start-Ups 6.  Descriptions are your best filter and guidepost to keep recruitment on track 7.  Never make a default choice – aim for 3 solid candidates to choose from. 8.  Know the biases risking the process – mitigate these. Margo Crawfordbusiness sherpa
  • 36. Questions Thank You! Margo Crawfordbusiness sherpa