It’s hard to hire your first employee, it’s hard to hire your 50th employee, and it’s still hard to hire your 500th employee. If you’ve read anything about hiring best practices, you’ve probably read about hiring for culture fit. This isn’t an article about convincing you to hire on the basis of culture fit. This is an article on how to actually do that.
For startups, so the mantra: team matters. Is this philosophy exaggerated? Overrated? Cliché? According to successful entrepreneur and VC at GRP Partners Mark Suster the answer is a clear no. Team is the only thing that matters. In this post he outlines his thinking and tips around hiring and recruiting the great talent.
Written by Mark Suster, published on TechCrunch
One of the most difficult things companies face when they begin to grow is how they can continue to maintain their culture, in spite of a high influx of new employees. This article by Impraise presents 5 ways to institutionalize feedback into the company in order for it to stick and continue as a cultural strength of the organization.
Published on the Impraise blog
To cut down on time to hire, Google’s staffing team examined past interview data and determined that four interviews was enough to make a reliable hiring decision.
Written by Shannon Shaper, published by re:Work
HR professionals become extremely valuable in companies as they can help turn the management’s vision for the organization into reality. having a strong set of values and management support empowers the HR team to actually bring about impactful organization change, whether that’s creating new policies or firing bad apples.
Written by Elizabeth Segra, published on Fast Company
Traditional hard performance metrics can encourage short-term success at the expense of an organization’s long-term health. By starting to think about individual performance in the light of the three core principles discussed in this article, companies can start spotting ways to make sure their people-management systems are built for the long haul.
Published by McKinsey Quarterly
If people are going to differentiate your ability to win, then it is wise to invest in an expert for the function of HR early — just as you are in Engineering, Sales, Marketing, etc.
Written by Jeff Richards, Managing Partner at GGV Capital
The longer founders or CEOs wait to fire people that don’t work out in and for the company, the more compounded success is lost. This is counter to the prevailing wisdom about working with someone to help them do their job well: developing a training program, a system of accountability, perhaps professional development. But in the world of startups, it’s important to make a quick decision, and fire fast.
Written by Lars Dalgaard, published on a16z blog
Pride in the company is an engine of engagement. As Voltaire put it, “We are rarely proud when we are alone.” When we feel connected to something bigger than ourselves, we bring more of ourselves to work. We feel a sense of ownership at the office. It’s not just the place we work—it’s a part of who we are.
Written by Lori Goler, Janelle Gale, Brynn Harrington, Adam Grant, published on Fast Company
A lack of conflict isn’t necessarily a sign of a like-minded, fully-aligned group with a project that is humming along smoothly. On the contrary, it usually means that essential conflict isn’t happening, resulting in disengaged team members and the rare, honest conversations happening in the shadows.