How Hiring is Different Now and How to Get Better Talent out of That with Greenhouse
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How Hiring is Different Now and How to Get Better Talent out of That with Greenhouse
- 1. How Being Great at Hiring Sets You Apart Lessons in becoming a Talent Maker TM Daniel Chait CEO @dhchait
- 2. Let’s talk about Talent MakersTM
- 3. Great hiring is not just about recruiting. It’s a company-wide commitment.
- 4. A Talent Maker is a Leader You view hiring as a critical business function. You build expertise around hiring. You encourage everyone to participate in hiring.
- 5. A Talent Maker is a Magnet You value individuals at every stage of the process. You’re an advocate for your company. You highlight the values of the organization.
- 6. A Talent Maker is a Partner You give everyone the right tools and information to make a great hire. You ensure everyone involved in the hiring process understands the business impact. You prioritize time for hiring.
- 8. What are your questions around hiring or Talent Makers™? Use the chat to share your questions Audience participation
- 9. Questions? Join Greenhouse Talent Makers on LinkedIn
Notes de l'éditeur
- Hi, I’m Daniel Chait, founder and CEO of Greenhouse. We are the hiring software company & our mission is to help every company become great at hiring. As an entrepreneur and founder, I’ve had to learn through experience how critical talent is, especially in a new organization. We only have 20 minutes together today. I’m planning to share with you our Talent Maker framework for how being great at hiring will set you apart. I will leave time for questions so please be ready to type them in the chat box.
- As an early startup you’re trying to build something that will survive the cradle, grow big and strong one day, and ultimately change the world. That all starts here. In the early days of a company, you’re building the foundation with each new hire. Did you know that fewer than 50% of seed-stage companies make it to Series A? It’s a challenging time, and every hire matters. So is that it? Are you doomed? What advantages do you have as a startup competing for talent? You can care more You can be more creative You can take more risks You can offer more interesting opportunities I was in your shoes. When I started recruiting at Lab49 … [tell who we were trying to hire, and who we were competing against] But what I tried to do instead was: Look in places that the big banks weren’t looking Look for people that the big banks weren’t considering Make better decisions, faster Those are all things as a startup that you can do, that big companies can’t or won’t! So how do you get there?
- People think hiring is a “black box” - some specific set of actions done by a recruiting person alone, that result in a hire. But what I’ve learned - and what I’ve seen while working with so many founders and leaders - is that recruiting works best when everyone is involved and especially when the leaders are highly engaged. There’s a specific set of behaviors I see in leaders whose companies are great at hiring talent. It’s not a black box or a secret process that they follow. They are people who prioritize hiring, and they know the value of bringing great people into their team. We call these people Talent Makers. Talent Makers have a certain mindset and see themselves in three roles that relate to everyone in the company who will be impacted by hiring. I’ll tell you about each of those roles, and share a few tips on how you can become a Talent Maker too.
- The first way in which a talent maker works differently is as a leader. We define a talent leader as the person who builds and leads a culture of hiring Right now, you may be preparing to make your very first hire or ramping up to do a big hiring push and build out your team. This leadership role may feel obvious at this point in time - you’re just a small team now so of course you’ll engage in hiring directly! The critical part here is that you are laying the foundation for a culture of hiring in your company. When leaders are engaged, everyone they work with starts to see hiring as a privilege and a priority, then everyone in the company starts to focus on winning great talent. Some examples of being a Talent Leader: From a sales leader: Hiring takes time, and it often falls in priority compared to work that may immediately impacts revenue. But hiring DOES impact revenue! When we were going through intense growth, I blocked off time on my team’s calendars to spend time looking through LinkedIn, reaching out to prospective candidates and their networks, and for conducting interviews. From an operations leader: I hold a weekly meeting with our recruiting partner and anyone on my team hiring for an open role. This meeting is so that every hiring manager can report on progress and roadblocks and we can address it immediately and not delay hiring. Often new hiring managers are surprised that I am holding them, and not the recruiter, accountable to keep hiring moving and bring in high-quality candidates. In order to prompt people to think more broadly when giving referrals, at Greenhouse we ask questions like, “We’re looking to diversify our Engineering team - who are the best women you’ve worked with in technical roles” or “Who is a military veteran you know doing amazing work in our industry?” We want to know these people and recruit them, and not limit ourselves to only hiring people who look/work/exist in the same circles as our existing team. So these are some ways to lead on hiring, and set it as a priority for your team today. The challenge is how are you going to focus on this beyond your first round of hiring… how do you continue to signal to your team that talent is always a key focus? Being a leader within your own team is not enough. You also need to consider the perspective of the job candidates and prospects - the Talent! And so, the second role of a Talent Maker is to act like a magnet for talent, attracting the right people into the organization
- When a company becomes great at hiring, its people start to become talent magnets. A few quick stories: Our CTO has a standing meeting at a restaurant around the corner to keep in touch with promising engineers. I met a head of sales who started a blog, wrote weekly about sales topics and things that were going on within her department, and within a few months had made three awesome hires just from people reading her blog and getting excited about their work and culture. In-mail example - No one gets more opens on LinkedIn than Daniel, great tip for SMB! Be clear on the value prop for joining the team/company and make sure the entire interview team is clear on this. Some examples of questions we’ve asked when building this is “What is the value proposition for joining this team?” and “What does career progression look like here?” Some of these prompted deeper conversations among our team before we had consensus on an accurate answer, but that helped us convey value and opportunity more clearly to candidates. In short, a talent magnet is someone who is personally and actively involved with candidates and prospects. But if you are a talent leader - building and leading a culture of hiring-, and talent magnet - spending your own time trying to land talent -, there’s still something missing. What about your partners in the process? If you have an in-house recruiter or people leader, what is your relationship with them? Which brings me to the third, perhaps most critical, thing to do when becoming a Talent Maker. Be a Talent Partner who empowers those driving the recruiting process to do their best work.
- It’s easy to not think of recruiting as a separate function when you’re starting out, and this approach actually worked out really well in the early days of Greenhouse. When we first founded the company, I was the first recruiter! I didn’t have any traditional HR background but I prioritized finding great people attracted to a great mission and making sure they had a great experience with us. Then we had Maia - she was an entrepreneur, no HR background, but shared a similar vision for growing our team. And our first head of recruiting, Lauren, had been a consultant. We didn’t have a traditional background to do recruiting, but we could learn that. What we shared was commitment to run recruiting well. Maia and Lauren were great partners in the hiring process. For recruiting to run well, we were focused on ensuring that everyone involved had the right tools, resources and information to make a great hire. That meant that interviewers had been briefed on the roles, and were clear on what questions to ask. We were clear on the process so that when it came time to make a decision, we had all the necessary information right there. This also results in a better candidate experience. What does great partnering look like? A few examples: Our recruiting partner comes to our all-hands, comes to meetings, talks to the interviewers after, checks metrics. We have our recruiting partner sit with the team they are hiring for and they often have a role at team meetings. We created a question bank that corresponds to skills to ensure that interview conversations are productive and hiring managers get the information you need to make a decision. After the interviews are done we schedule a debrief to make sure the process produced the results we want. This helps hiring managers make better hiring decisions. Did the participants in the process match our intentions? Is there any way to re-engage the top talent who didn’t get hired for other roles? So you can see, in order to be really great at hiring, you also need to be a great talent partner.
- So now you know the secret - and really, it’s not a secret. It’s not a black box. Talent making means making recruiting *your* priority. As a leader, it’s your role to hire talent - you can’t outsource it, you can’t put it on someone else. You own it. And you build a team where everyone else feels that same ownership. And you’re doing it! Being here this session is a commitment to talent making, to being proactive and taking time to upskill on this critical topic. Maybe you didn’t go to HR school -- but you can get those skills here today. What I’ve seen over and over in my career is that hiring is a core activity. Getting hiring right creates the difference between those who win and everyone else. If there’s one thing I want to leave you with, it’s that you never say recruiting is someone else’s job. It is *your* job.
- **Audience participation Let’s take a few questions from you. Please write your questions in the chat box and I’ll address as many as we have time for. [Take questions for 5-7 minutes -- be mindful of the time]
- [Closing slide - this should be up as we get to 19 mins after start of session] Thanks for joining! [paste this into the chat] https://www.linkedin.com/groups/8864535/ Search “Greenhouse Talent Makers” on LinkedIn for our new community. All workshop attendees will get our guide to talent making with top tips as well as an invite to our community.