One of the most common gripes we hear from hiring managers and business leaders alike revolve around the costly and time-consuming delays that ensue from having to replace a departing employee, particularly those with a unique skill set.
More often than not, the time it takes to hire a replacement candidate can be shortened by having a clearly defined plan in place to cover this eventuality. That’s why Jurupa created their Talent Pooling service precisely to pre-empt such eventualities.
By tapping into what makes your most sought after employees tick and the unique value their role brings to your organisation, we are able to gain a crucial understanding into how that person’s role can be filled in the inevitable event that one day, they move on to a new role or employer.
The crucial difference here is that by having an effective talent pooling system in place, Jurupa can help you shorten those frustrating periods of uncertainty and bring clarity to forward planning by having a ready-made shortlist of candidates who are primed and ready to attend interviews with your organisation.
Read more here http://jurupa.co/methodology/ and get in touch with us for a non-obligatory discussion to learn how we go about this.
Jurupa Resourcing Limited today hailed their continued impressive growth by welcoming 5 new customers on board, joining an already notable roster of notable tech companies seeking first class support during periods of rapid expansion.
Operating across a diverse range of domains including Machine Learning, Artificial Intelligence, Spend Management, Log Analysis and DevOps, Jurupa’s new tranche of customers fit neatly into their sweet spot, namely vendors who are bringing to market new concepts and ideas which are destined to change established thinking and to solve real world problems.
Managing Director Aaron Davies commented “it is particularly pleasing to observe our hard work paying off with these hard earned new logo wins in what is a very competitive industry indeed. We continue to demonstrate our unique approach to solving the many challenges which rapidly growing tech businesses face on a daily basis and this is the proof that our methodology is working and that our efforts to gain ever greater mindshare are bearing fruit.”
Specialising in full service talent management for tech start-ups and SMEs, Jurupa were established in 2013 and are proud to have played an active role in placing some of the most talented individuals into some of the most successful technology companies in recent years. Their mission is to help their clients get ahead in the war for talent.
Contact them today via email@example.com or +44 203 928 1966 to learn more about what they can do for your business.
Jurupa today announced that our most recent graduate hire, Jodie Henderson, has been promoted from Resourcer to EMEA Recruitment Consultant. The advancement marks continued progression in both Jodie’s professional & personal life and serves as a great example of Jurupa’s commitment to investment in the continued development of our staff.
Recognising Jodie’s hard work and commitment to the cause on her 12 month anniversary with the business, Managing Director Aaron Davies presented her with a bottle of Prosecco and expressed his delight at her rapid progress. “When Jodie came to her first interview back in May 2018, I observed a young lady with levels of professionalism, courtesy and intelligence that were beyond her years. It was clear to me that she would represent an excellent hire for the company given her thirst for knowledge and strong work ethic. The journey is only at the beginning and we are very pleased to have her as part of our team and well into the future.”
Jodie’s new role will see the scope of her role expand beyond research and prospecting into full 360 account management and business development activities.
She can be contacted directly via firstname.lastname@example.org
Real entrepreneurs vs. those are who are fooling everyone (but mostly themselves).
So, I’ve noticed a pattern (both in myself and other people). The large majority of people who are aspiring to be entrepreneurs are not actually doing what entrepreneurs need to do.
They are acting like entrepreneurs.
But they are not putting in the work to build a real business.
Instead of solving a real problem, they are living in a dreamland that doesn’t exist. Instead of building a real product, they are building a pretty website and business cards. Instead of trying to get real clients, they are establishing their LinkedIn profile while making sure that there is “CEO” written everywhere. Instead of providing value to people, they focus on building pointless social media accounts.
In short, they are doing lots of things that ‘look like’ the kind of things we imagine entrepreneurs to be doing. But they are really just pointless busy-work.
Other people who encounter them might actually believe that they are running this awesome business. In reality, however, this person is only losing money, not making it.
Because of their great acting skills, the most fitting name for people like that is “actor-preneur”.
Here are some typical behaviours of actor-preneurs:
- Learning how to code
- Building a website
- “Researching” and comparing better technology solutions to problem X
- Printing business cards
- Hiring a designer to create … [insert anything here: logo, business card, flyer, website etc.]
- Writing fantastic copy for your LinkedIn Profile
- Giving yourself the title: “CEO” and making sure it’s written on any marketing material you get your hands on
- Going to all sorts of ‘hot’ networking events
- Hiring an accountant (despite having zero revenue)
- Pitching hundreds of different ideas to different investors and sending out business proposals
- Buying all different kinds of online courses for hundreds/thousands of dollars
While most of these activities are a part of what businesses do, in themselves they actually don’t form a business. An ‘incorporated entity’ with a pretty website isn’t a business.
If it is not making any money.
If it doesn’t have any customers.
If it doesn’t have a product to sell.
You see, all of these activities are just ‘consumption’ if they don’t contribute to the generation of cash-flow. One could say that you are an incorporated consumer of services and other stuff.
You’re giving plenty of business to other people. So yeah, in a way you’re doing some good in the world. But you yourself have no business at all. You’re just losing money.
- For how long can you keep this up?
- What’s the point of doing so? To impress other people? To be proud of yourself for being such a great “CEO”?
- Is this really the most effective use of your time?
What is an entrepreneur?
An entrepreneur is a person who is building a business. And a business is an automated system that generates cash flow for its owner.
So, what is the task of an entrepreneur?
The task of an entrepreneur is to envision a working system that generates cash flow and turn it into reality. This means that the system needs to be grounded in reality.
That could mean things like:
- Market realities (i.e. do customers really want this? Are they really willing to pay for this? Am I solving a real problem? Can I realistically compete with these existing competitors?)
- Feasibility realities (i.e. Is this actually scalable? Can this make enough money to be a viable business? Does the infrastructure exist to turn this into reality?)
- Personal realities (i.e. can I really build this considering my budget? Do I have the skills to execute on this business? Can I build this before going broke?)
You can come up with great ideas all you want, you can dream up all you want, if it is not possible to turn this idea into a business that generates a reliable (and sufficient) amount of profit, then it’s worthless.
After all, there is only one logical reason to be in business:
To set up a system that automatically generates cash-flow for you without you necessarily having to be involved in it very much. To free up your time so that you can use it in the most useful way possible.
If you then want to use that time in order to do more work on your business and scale it, then that’s fine.
A business is not a business unless it is:
- Scaleable (i.e. has the potential to either serve a lot of customers or provide extremely deep value for a selected few)
- Automated (i.e. doesn’t require substantial amounts of time from the owner’s side and can sustain itself in the owner’s absence)
- Profitable (i.e. makes more money than it costs to maintain AND is financially worthwhile for the owner)
What to do to make the shift from actor-preneur to real entrepreneur?
Again, the real work of an entrepreneur is to envision a business and to take the necessary steps in order to turn that vision into reality. So, the first step is the vision itself.
Not some dream-like la la land kind of vision.
But one that can be scaled, automated and made profitable.
So, the first thing to do is to come up with a proper business model. Not some 150-page long theoretical business plan, but an actual working model (can be shared in a sentence or on a single piece of paper) that is grounded in reality.
You have a working business model only AFTER you’ve already tested your assumptions in the market and made your first profitable sale. Until then, you only have an idea.
Your first priorities in this stage should be:
- Discovering a feasible target market
- Discovering a real problem for which your target market is willing to pay if solved
- Coming up with a product idea that can be automated, scaled and made profitable (the product doesn’t necessarily need to be actually created just yet — a landing page will suffice)
- Testing your assumptions about the target market by making test offers to your customers
- Make iterations of your product until people respond to it
- Making your first profitable sale (that you know is realistically replicable and can be sold to enough people)
For most of these things you won’t need a business card, a website, a social media channel, coding skills, beautifully designed fliers or even landing pages, and especially no accountant.
Oh, and you probably don’t even need a corporate entity (just yet).
The second stage begins once you have validated your assumptions, come up with a product idea that people are actually willing to pay for and made your first few sales.
It is at this stage that you go all-in on the process.
But STILL, you might not need a website, business cards or whatever.
What you need to do is to invest your time into developing an awesome product, slowly building up your customer base and trying to make your existing customers happy.
Only build ‘stuff’ when you really need it.
Only build ‘stuff’ when your business makes you money to pay for that stuff.
Only build ‘stuff’ when it makes your life much easier.
For example, a functioning website and a great sales funnel are fantastic ways to automate part of your business processes. But do you urgently need them if you have zero- or even a handful of sales?
Using a free e-mail automation provider (like MailChimp) to build a landing page might suffice at this stage. It is probably enough for your customers to see what you are offering, make a decision about whether they want it or not, and make a purchase.
If you want to remain an actor forever, then consider becoming an actual actor. Because then, you might actually have a shot at actually monetizing your skills.
Acting as if you were a CEO won’t do anything for you, though.
It only costs you money to maintain that image of yourself. It only costs you time. It only costs you energy. It only causes you to feel anxious, stressed and useless.
You won’t ever be able to ever make some serious money without a business model that is grounded in reality.
You won’t ever find a working business model without some proper research, testing, iteration and validation.
You won’t ever build a real client base just because you have a pretty website, business card or LinkedIn profile.
What people want is solutions to their problems. Find a real problem that people are willing to pay for, solve it reliably and with profit, and you have a business.
Everything else is just fluff or nice to have.
Unless, of course, you are really dependent on these things right now in order to scale your business, automate it or make it profitable.
Article courtesy of TheStartup
$19bn to meld chipmaker and software museum into mission-critical amalgam
CA Technologies, long a byword for making acquisitions, has been acquired by Broadcom.
The $18.9bn cash purchase of the software company is so distant from Broadcom’s chip business that it will probably not face the same regulatory problems that derailed Broadcom’s takeover offer for Qualcomm.
Announcing the deal, Broadcom said the acquisition was part of its strategy to buy “established mission-critical technology businesses”.
That’s a fair enough description to apply to a company founded in the second half of the 1970s as “Computer Associates” by Charles Wang and Russell Artzt. The pair targeted the then-nascent market for third-party mainframe software and thrived, largely by acquiring other companies.
CA used acquisitions to grow its portfolio into systems management, anti-virus, security, ID management, applications performance monitoring, devops automation and more. Along the way it acquired a reputation as the place decent software goes to die.
CA is so dissimilar to Broadcom that the transaction seems rather odd.
Broadcom’s president and CEO Hock Tan explained the buy by outlining an ambition to create a “leading infrastructure technology” company.
“With its sizeable installed base of customers, CA is uniquely positioned across the growing and fragmented infrastructure software market, and its mainframe and enterprise software franchises will add to our portfolio of mission critical technology businesses. We intend to continue to strengthen these franchises to meet the growing demand for infrastructure software solutions”, Tan said.
Mainframe solutions dominate CA’s income, pulling nearly $2.2bn in the 2017-2018 financial year, followed by its enterprise solutions segment at $1.75bn and services at $311m.
In its most recent earnings call, CFO Kieran McGrath told analysts CA was moving to strengthen the subscription business in its enterprise segment, so rather than perpetual licenses, it would look more like mainframe software sales (which are already subscription-focused).
In 2019, CA expects its shift away from enterprise perpetual licenses to SaaS and cloud models to bear enough fruit to justify reporting them as a discrete line item.
None of which, however, resolves the huge gap between a company which designs and produces silicon, and whose sales and marketing operations are geared towards getting product engineers to recommend their chips rather than those from Qualcomm, Marvell, and the like.
Which returns us to Broadcom’s recent bid for Qualcomm, thwarted by the Trump regime for reasons including the likelihood it would mean a huge number of 5G patents pass beyond US control.
Even without that action, it’s likely that Broadcom is already of such a scale that US regulators will make further acquisitions in the silicon business difficult to complete, on antitrust grounds.
This acquisition doesn’t offer any immediately obvious “commercial synergies” – overlaps that let the new management play The Hunger Games with engineers working on duplicate projects – but rather propels Broadcom into an entirely new market.
The two have this in common: their appetite for acquisitions (at its 2018 financial presentation CA highlighted its latest strategic buys, application security company Veracode and devops automation outfit Automic). Apart from that, enterprise software has nothing much in common than silicon chips.
The stock announcement doesn’t mention management arrangements, but it’s likely that CA will form the basis of a new business unit under Broadcom, since there’s no obvious division to roll it into.
Apart from diversification, CA’s recurring revenue is attractive to Broadcom given the ups and downs of the world’s waxing and waning demand for smartphones and other consumer gadgets can make for fluctuating revenue. CA’s version of the announcement highlighted the makeup of its income: “The majority of CA’s largest customers transact with CA across both its Mainframe and Enterprise Solutions portfolios. CA benefits from predictable and recurring revenues with the average duration of bookings exceeding three years”.
That’s longer than some smartphone product cycles. Just nobody tell the White House about CA’s 1,500-plus patents falling into Broadcom’s hands.
Article courtesy of TheRegister.co.uk
For eCommerce retailers that are wondering if cryptocurrencies are the future, this report throws a bit of cold water on that idea. That is not to say that it could happen, but transaction costs will have to be sorted to better compete with credit and debit cards or eWallet payments.
In a press release from GlobalData, the search company dives into the technical side of cryptocurrencies and how transactional costs and scale may be the Achilles heel of cryptocurrencies in everyday eCommerce.
Despite the claims of their proponents, cryptocurrencies fail to meet the basic technical standards necessary for them to function effectively as currencies, according to GlobalData, a leading data and analytics company.
The company’s latest report: ‘Cryptocurrencies – Thematic Research’ notes that while blockchain and Distributed Ledger Technology (DLT) will play a role in supporting the modernization of many financial systems, the notion that blockchain itself will deliver massive savings is a fantasy.
Gary Barnett, Chief Analyst for Thematic Research at GlobalData, comments: “Many of the most basic claims made by proponents of cryptocurrencies simply are not true. We are told that cryptocurrencies speed transfers up, that they help to eliminate middlemen and that they are free of cost, but none of this is true.
“Cryptocurrency transactions are not free. For example, at its peak, the per transaction cost for bitcoin exceeded $50, which is not exactly a great way to buy $25 worth of groceries. While the cost per transaction hovers around $1 when the bitcoin network is not under load, it will inevitably rise if transaction volumes grow again.
“Furthermore, no cryptocurrency is widely accepted and transacted. The number of retailers and businesses that accept cryptocurrencies as payment for goods and services is vanishingly small, and those that do typically report very low volumes of cryptocurrency transactions by comparison to other means of payment.”
Another issue is that cryptocurrencies cannot scale. The Visa payment network is capable of supporting 24,000 transactions per second (tps) at peak rates and regularly averages in the region of 1,500 tps. Bitcoin, meanwhile, struggles to achieve a transaction rate over 10 tps, while bitcoin cash can handle around 60 tps. The only cryptocurrency which comes close to Visa’s average is Ripple, which is capable of 1,500 tps.
GlobalData’s report also points out that claims that the combination of cryptocurrencies and blockchain will lead to financial institutions reducing costs in back-office systems by as much as 80% are absurd.
Barnett adds: “The costs associated with financial systems are as much a result of poor, dated, or simply inefficient processes rather than any underlying problem with the technologies that are used to process transactions.
“The valuations currently applied to cryptocurrencies have no basis in fact; cryptocurrencies represent a classic bubble, in which valuations are purely the result of speculation on the likely behaviour of the market rather than a clear-eyed assessment of underlying value.”
Blast your start up into orbit by building an awesome team with our recruiting strategy tips and advice from hiring experts and seasoned business professionals.
Implementing creative recruiting strategies will help get your jobs seen by candidates who are looking for a new role. It will also make it faster to hire great candidates, more consistently, and with significantly less effort.
19 of the Best Recruiting Strategies:
- Treat candidates like your best customers.
- Understand the cost/benefit of every hire.
- Hire freelancers where appropriate, not just full-timers.
- Hire candidates for the long term.
- Strengthen your employer brand with content marketing.
- Using a coaching culture to attract millennials.
- Have an office space that attracts millennials.
- Use data to optimize your hiring time.
- Have a strategy to attract the best cultural fits.
- Chase passive candidates.
- Use niche job boards.
- Cover pain points in your job posts.
- Use video in more stages of your hiring process.
- Implement a mobile friendly application process.
- Leverage employee referrals.
- Nurture your talent pool with drip emails.
- Train your interviewers on the latest interview techniques.
- Connect with alumni for rehires.
- Profile your best employees.
19 Recruitment Strategy Mistakes:
We asked recruitment experts “What is the single biggest mistake employers make when recruiting employees?”
- Not treating great applicants like great customers.
Treat your recruitment strategy like you do your marketing and sales funnel. If you receive a high-quality lead, would you wait 3 days to call that lead? Then don’t do that to a high-quality candidate. You should move heaven and earth to accommodate that candidate, impress them and treat them to a great hiring experience.
Kate McMillen, Manager of Talent Acquisition & Programs @ Infusionsoft
“Infusionsoft’s strategy for recruiting is similar to its customer strategy. We make our candidate experience similar to our customer experience. Our candidate formula is Engage, Inform, and Transform, much like our customer-formula: Attract, Sell and Wow.”
Recruiting is essential to achieving growth, and one of three things that should be in a CEO job description.
Every new person you add to your team can move it forward dramatically, slow it down, or take it a step back. That’s why companies like Google, Facebook, Uber, and SnapChat offer high option packages, so they can attract the best talent in the world.
They know, as you should, that building the right team is 90% of your job as a founder or CEO.
Once you prioritize recruiting and build your recruitment strategy, you’ll naturally start to create your own employer brand. As this happens, remember that it is as important to bringing on top talent as your consumer-facing brand is to acquiring customers.
- Failing to understand the cost/benefit of a new employee before you hire.
Before you hire, you need to know what the potential costs and benefits are. This is considered to be part of best practices for recruiting employees.
When figuring out the potential cost, be thorough and include everything so you have the full picture.
J.T. O’Donnell, CEO of Careerealism
“The biggest mistakes I see start-ups making is hiring people without a clear sense of how their work will justify the cost of hiring them.
If you are hiring based on anticipated growth, you should be able to calculate the ROI on the person you are hiring. If you can’t quantify how this person will definitely increase the earnings so their salary and benefits are covered, then you are just putting yourself in a negative cash flow situation.
Yes, employees need to be trained and require a ramp-up period. But, if within that time you aren’t able to then confirm the ROI is there, you shouldn’t keep them on.
I have personally made this mistake in the past and it reinforced for me how important it is to A) only hire top performers, and B) only hire when you know the ROI is greater than the hiring cost.”
A lot of the experts stress taking your time when you hire, which is hard for start-ups to do – they’re used to moving fast. But as Debra Wheatman points out, we need to take time to be sure the value is there.
Debra Wheatman, President of Careers Done Write
“Oftentimes, start-up environments are running in overdrive and they don’t put enough thought or effort into the type of role they need for the company.
It is easy to just hire a resource. However, the person needs to be able to add value in the organization. Especially when a company is small and growing it is important to bring in resources that can deliver the right value for the company in a timeframe that makes sense.
Hiring takes time.
While it shouldn’t take an inordinate amount of time (like months), it can take weeks. A good job description, interview process, and decision-making should be well planned to avoid making costly mistakes.”
- Hiring a full-time employee when you only need a freelancer.
Sometimes maths just isn’t on your side, but you still have a job that needs to be done. That’s a good time to consider hiring freelancers.
In fact, you may want to consider freelancers even if you can afford a regular employee. Many freelancers will jump at the opportunity to join a fast growing start-up in the early days, and you get the chance to see how they work and how well you work together.
Too many #start-ups decide to #hire when their need could be met with a contractor – @dhelbig via @betterteamapp
Diane Helbig, Growth Accelerator & Change Agent
“Lack of clarity. Start-ups need to be sure they have real clarity around exactly what function(s) they need to fill. Then they need to decide if it’s something that requires an employee or an outsourced solution. Too many start-ups decide to hire when their need could be met with a contractor.”
- Not hiring employees that thrive at each stage of the company lifecycle.
Start-ups are a special situation when it comes to recruiting.
You’ll need the kind of people that can navigate a fast-changing landscape with little oversight and guidance, and quickly learn new tasks as they become necessary.
That’s why it’s a good idea to look for adaptable people who have previously worked in fast moving environments. Hiring someone who’s been in a corporate environment doing the same task for years and moving them into a 5-person team can be challenging, to say the least.
#Start-ups need to hire people that work well in the environment of an early-stage company, as @katekendall explains.
Not sure if an employee can “hack” the start-up environment? Try freelancing first, as we mentioned earlier, or do what companies like Automattic do – figure it out by having potential employees do real (paid) tasks with the team before making it official.
Kate Kendall, Founder and CEO at @cloudpeeps
“Start-ups can often hire a good person but at the wrong stage of the company’s life. In the early days, you need to optimize for those comfortable with uncertainty, change, less structure and a flat hierarchy. A star hire from a brand-name company might not be turn out as expected. Make sure you also a good mix of tech to non-tech talent.”
When you’re just getting started, you’ll want a team that wears many hats, like a search marketer that can test Facebook and radio campaigns, or an engineer that can double up as your ops manager.
Dean Da Costa, Recruiter at Sourcing Expert has a great bit of advice on getting multi-talented hiring right.
“The single biggest mistake is not building their team correctly. They tend to do 1 of 2 things. Either they think too mono-talented, meaning finding that expert Java guy but that is all they can do.
Or they think too cross-job-talented, meaning they want a Java expert who is also a networking expert, and a Tech writer, those are 3 different jobs and skill sets.
What they should be thinking is cross-talented. Meaning you need a Java developer, get a good java developer that can also develop in other languages as well. Start-ups get caught between the expert developer and the robot who can do many things besides develop when what they want is a “swiss army knife” who can develop cross-platform in many languages.”
As your company grows, you’ll want to start thinking about specialists that know a particular area inside and out.
For example, you may find that Google AdWords is key to your growth strategy, and your budget justifies hiring a full-time PPC manager. Finding a true expert who’s been doing this for years can have an enormous impact on your growth.
As our start-ups continue evolving, Tony Restell reminds us we need employees who can evolve with it.
Tony Restell, Founder of Social Media Agency, Social-Hire
“Firstly, I have seen business owners reluctant to delegate key tasks to staff – and so have constrained the growth of the business by not hiring soon enough. You can’t be driving every project and be responsible for every decision in the business or your start-up will simply lose momentum.
So, hire early.
A second mistake I’ve seen is for owners to get hung up on the exact qualifications and experience that you want your first hires to have. Ask most seasoned business owners about their companies and you will invariably hear that the business changed significantly in its first years.
So, the most important attributes for your first employees are that they are enthusiastic, eager to learn and capable of fulfilling a variety of roles within the company – that way their contribution to the business can evolve as the business itself evolves.”
Evolution, iteration, change… that’s what start-ups are all about, right? Rodolphe Dutel has some additional recruitment ideas for quick wins or hiring for potential as your start-up evolves.
Rodolphe Dutel, Operations at Buffer and Remotive Founder
“Start-ups usually hire someone for their skills (what they can do today) or their potential (what they may be able to do once they ramp up). It’s important to decide ahead of time which of those two routes start-ups want to explore: Understanding how immediate your need is, and whether you have time/resources to mentor someone to grow into a role is key.
A typical example is for sales, you may get a seasoned sales person to build a team around them or hire one/two junior sales people and mentor them.”
- Failing to strengthen your employer brand with content marketing.
It’d be nice to have a strong employer brand, right?
A brand that the top talent in your space has heard of, and wants to work for, so that when they learn about a position at your start-up they’re excited about the opportunity, and not wondering who you are.
Business leaders are convinced that branding to attract talent is critical to staying competitive.
But who has the money for an employer branding recruitment strategy?
As it turns out, you do. Because these days you don’t need to run an ad during the Super Bowl to get the word out there. The internet has made publishing inexpensive and doable for any business, and content marketing is a great way to raise awareness about your brand.
One of the key components to content marketing is sharing your knowledge to attract customers.
Each member of your team probably has an area of expertise. Help them find ways of sharing this in a variety of places, whether it’s writing a short article on Medium or your company blog, tweeting titbits of wisdom, or answering questions on Quora.
Your work culture is another great content marketing asset.
Share it with Instagram photos, use Facebook’s live broadcasting feature, and write about how it informs day-to-day decisions at your company.
Give people a chance to learn about your team and an idea of what it’d be like to be part of it, and they may just want to join. That’s how branding attracts talent.
- Not embracing a coaching culture to attract millennials.
The future is already here.
If you’re not working to attract millennials to your company, then your recruiting strategy is heading nowhere.
Not sure about that? Consider this.
In just a few short years, millennials will make up nearly half the workforce. By 2030, they’ll be 75 percent of it. Start strategizing now and working on some creative recruiting techniques if you want the best of this generation.
One way to start attracting millennials is to build a coaching culture. Millennials have overwhelmingly shown that they’re interested in opportunity. They don’t want to just settle in for the long haul for the next 20 years; they want to know where they’re going in the next two.
Help them learn and grow, and you’ll attract and keep them.
If you’re not working to attract millennials to your company, then your recruiting strategy is heading nowhere.
- Not having an office space millennials want to work in.
The last few decades have seen some big shifts in cultural norms.
The suit and tie, once a symbol of powerful companies and serious jobs, has become a sign of stodginess in many industries.
But there is probably no work convention more hated these days than the cubicle. From Dilbert to Office Space, it has become the symbol for a creativity killing work space.
If you want to attract #millennials to your #start-up, go beyond perks, and give the job meaning.
Want to attract millennials to your start-up? How you design your workspace should be part of your recruiting plan. Open office plans are much more popular among millennials than the rat mazes of yesteryear.
Beyond open spaces, the office is also becoming a destination for millennials – a place where they work, exercise, eat and even sleep. Think about what you can offer employees that will make the office a destination.
John Feldmann, Content Marketing @ Insperity Jobs
“A start-up or small business recruiting strategy should offer the candidate an emotional investment. Since a start-up or small business is focused on its core business, they sometimes overlook the work/life balance and long-term stability aspects. Offering a salary and office perks isn’t enough. Candidates want to know how they will make a difference at work and in the community.”
- Not using data to optimize your hiring time.
When we talked to the experts about recruitment strategies, another issue that came up over and over again was timing.
Hire too slow, and you’ll be bringing on employees to help mitigate disasters. Hire too quickly and won’t get the best people.
To help you gauge if you’re getting the timing right, you’ll want to start measuring your time to hire. From deciding you need a new employee to actually bringing them onboard, how long does it take?
Knowing this will help your company determine how much lead time you need for effective recruitment.
The average time to hire in the US is at 27 days (an all-time high) but will vary regionally and by job. Measure your own time to hire so you can get the timing right.
James MacGregor, Co-Founder & CEO @ Biteable
“Hiring too slowly. To date we’ve only hired people when it’s become critical already. One piece of advice I received recently was just assume everything is going to go to plan and hire early for that expansion. Time will tell if that’s good advice, but we’ve changed our mindset and are now hiring for growth rather than hiring to fight fires.”
Of course, you don’t want to rush into hiring either. In the corporate world, the cost of a bad hire can be really high, based on a second-level manager earning $62k per year who has been at a company for 2.5 years.
Most start-ups can’t lose this kind of money, which is one of the reasons why a bad hire could cost you everything.
Resist desperation, stay calm and hire better.
Getting the timing right means giving yourself the time to find a good hire, not just someone to fill an empty seat.
Andrew Warner, founder of #1 start-up podcast Mixergy, talks about how we need to resist desperation and stay calm to get the best hires.
“The biggest hiring mistake that I’ve made repeatedly is being too desperate. Desperation takes on many forms. Sometimes we think that the person in front of us is the greatest person ever. And we don’t establish the right relationship with them from the beginning because we’re just too eager to hire them.
Sometimes desperation makes us hire somebody even though we don’t think they’re the right person, but we feel we HAVE to fill the position right away. Regardless of how it shows up, we can’t let desperation creep into the hiring process.”
While start-ups and smaller businesses tend to be quick and nimble, they may want to think twice before establishing a hiring process that’s as fast as the rest of their business.
Tim Sackett, HR Pro
“One of the biggest mistakes start-ups make in hiring is that they tend to hire too fast! Things move pretty fast in a start-up environment so it’s natural for them to hire fast as well, but this usually is where their problems begin to happen.
It’s so tough to have patience in this type of environment, but it’s critical to the success of what you’re trying to do. In big organizations, you can miss on some hires and no one will really notice. In a start-up environment, if you miss on one hire, it sticks out in a big way!”
OK, so timing is important, but how do you know who the good new hires are? And how do you measure their performance once they’re on board?
Serial entrepreneur Mitchell Harper offers a practical approach to hiring that will help you understand it from the inside out. Literally.
Mitchell Harper, Serial entrepreneur and founder of Start-up Growth Blueprint
“The biggest mistake I see is start-ups not knowing enough about the job they’re hiring for.
When we built BigCommerce, my co-founder and I found there was one truly great way to hire the right person every time. We had to do the job first. One of us would literally do the job for 1-3 months. Then we knew exactly what the metrics and goals for the position would be so that when we hired a specialist, we knew what success looked like, how to measure it, and also how to recognize when things were going off track.”
Does having a co-founder do every job sound like a tall order? Try making a bad hire and fixing the damage caused by it. You may change your mind.
- Not having a strategy to attract the best cultural fits.
Great companies are honest about their culture.
Check out Infusionsoft’s careers page. Right near the middle, it says, “A word of warning: Infusionsoft isn’t for everyone.” Or Bonobos’ (super awesome) career page that lets you know, “Working here is very challenging.”
They don’t want everyone to apply for their jobs, and you don’t either. Who wants to pick through a mountain of resumes full of potential new hires that aren’t going to work out?
An employee who doesn’t fit into the company culture could drag down an entire department.
When you’re promoting your employer brand, whether it’s on your career page, social media or at an event, be honest and convey real information about daily life at the company. Most people don’t want to work for companies where they don’t think they’ll fit in.
If you put out accurate information to help people decide if they’re a good fit, you won’t waste time interviewing or hiring the wrong people.
As Eric T. Tung points out, part of hiring the best has to be considering the best cultural fit.
Eric T. Tung, Social Media Trainer, Speaker, Consultant.
“The biggest mistake start-ups make when recruiting is that they often don’t consider the candidate’s cultural fit into the organization. Especially in today’s start-up norm fast-paced hiring, skills seem to be the only measuring stick of an employee, but an employee who doesn’t fit into the company from a culture, ethics, even energy perspective will drag down not only their team but possibly an entire department.
That individual may be the best mobile app developer in the state, but if he can’t take direction, is abusive towards teammates, or is an HR report waiting to happen, it may be advisable to settle for the second-best mobile app developer. In the end, they will contribute to a better, happier workplace. Happy recruiting.”
We heard this more than once – hiring the best doesn’t just mean the person that is most technically proficient. It also means the person who will provide the best fit for your team.
Miles Burke, Entrepreneur, public speaker, business and start-up mentor
“The biggest mistake is hiring purely on technical talent, rather than personality. Personality, especially in a small team, is vitally important to the culture and mood of your start-up – hire a technically brilliant but socially devoid person, and you’ll have trouble keeping a cohesive team, all focussed on the same mission.”
Again and again, cultural fit came up when we talked to entrepreneurs and business leaders. Have a look at what SkyBell founder Andrew Thomas says below.
“Ignoring cultural fit. Achieving a cohesive culture that is built on a clear and shared mission is integral to your success. Evaluate candidates based on their cultural fit as much as their skills and experience.
Each hire should exhibit the company values and congruence with your mission. Hiring someone who does not fit the culture will result in toxicity that holds everyone back.”
- Ignoring passive candidates.
Do you know where the biggest untapped source of potential candidates is?
It’s in the 75 percent of people who aren’t even looking for a new job but would consider an offer if it came their way. The “passive candidates.”
What is a passive candidate?
A passive candidate is a potential job applicant who is not actively seeking a new job but is open to changing jobs if an opportunity is presented to them. It is estimated that passive candidates make up about 75 percent of the potential candidate pool.
Passive candidates won’t see the job ad you post to your favourite job board, nor will they visit your company career page.
So how do you reach them?
Try recruiting with social media as one of your sourcing methods in recruitment. The best passive talent may not be checking out job boards, but they probably have accounts on Twitter, Facebook, and other social media. We’ve written up some great social recruiting tips that will help you get a jumpstart.
If you’re just getting started, you may want to try newer social media platforms such as Snapchat and Periscope.
These up-and-coming social networks aren’t as saturated and are especially good for start-ups that want to reach a younger, tech-savvy audience.
- Not using niche job boards.
Job posting sites should be part of every recruitment strategy. They help you get the word out to numbers of people probably not possible to reach before the Internet.
Be sure to look for niche job boards, the boards that focus directly on the type of jobs you’re hiring for. Hiring writers? Try JournalismJobs.com. Software developers? Visit GitHub Jobs. Sales? Go to SalesHeads.com.
There’s a niche board for just about every job position you can think of.
Not all job seekers go right to the niche job boards, so you’ll want a presence on the bigger, broader job search sites, such as CareerBuilder, Monster, Simply Hired, Indeed, and Glassdoor.
- Not addressing candidate pain points in your job post.
You need to create job posts that get into your candidate’s head and talk about the specific things that make your job better than the one they already have.
Margaret Buj, Interview Coach & Head of Recruitment at Yieldify
“If the candidate has a negative experience of the recruitment process, this is bad for the company’s reputation, especially with reviews on Glassdoor that prospective candidates often read.
It is also important to operate fast – good candidates don’t stay on the market forever and there are no excuses for waiting a month before the first and second interview.”
Social recruiting expert Jim Stroud offers up more useful advice below for taking your job posts from boring to awesome. Pay attention to this one, it’s an easy and inexpensive win in the recruiting world.
Jim Stroud, Social Recruiting and Job search strategy
“I think the single biggest hiring mistake start-ups make when recruiting is not treating their job descriptions like marketing pieces. More often than not, you remove the company name and location and I would wager that the job description the start-up is using is the same as any other company seeking talent with the same job title. As a result, the start-up is not noticed because they look like everyone else.
Rather than doing what everyone else is doing, start-ups should do something different by making their job descriptions remarkable. Instead of text, why not use infographics on your employer website? When posting to job boards, use a short tweet style description of what you want then, link to a video (or audio message) where you can capture the imagination of the job seeker. Moreover, look beyond the same talent pools everyone else does.
For example, Snapchat has 150 million daily active users. Would someone out of those 150 million be a fit for your needs? (Not knowing how to recruit on Snapchat is not an excuse.) Since millennials are the largest generation is the US workforce, why not leverage trends popular with that demographic to get their attention?
The way you present your jobs to the public can also have more than the desired effect. Not only could it help you source the talent you want, but it also promotes your company as innovative and could garner media attention.
Think about it! Free publicity about your company, the attention of hard to find passive talent as well as incoming traffic from active jobseekers; there is a lot riding on your job description.
Don’t mess it up by being bland. Everybody else does that.”
- Not using video as a key part of your hiring process.
According to some estimates, video content will make up 80 percent of internet traffic in a few years. Which means video needs to become part of an effective recruitment strategy. You can start by creating a company culture video, accepting video applications, or performing video interviews.
- Not having a mobile-friendly candidate process.
We know about the importance of responsive sites and a mobile-friendly experience for customers. And with at least 45 percent of job seekers using mobile devices for their search, we need to have it in mind for recruiting as well. Go through your entire application process, start to finish, on a mobile device. Make note of any parts that were difficult or impossible via mobile.
45 percent of job seekers are applying via mobile. Make sure your mobile application process works!
- Not leveraging employee referrals.
Your best source for finding new employees is most often your existing team. If you’ve done your job and hired great people to begin with, then this has a network effect. If your current employees are happy, working on great stuff with a great team and making customers happy, then they’re inclined to refer their friends and colleagues to join them.
David Burkus, Best-selling author, award-winning podcaster, and associate professor of leadership and innovation at ORU.
“The biggest mistake is not involving the team. Your current hires are your best source of information about who is open to joining he company. In addition, whoever you hire, success will be based on team fit. So best to involve the whole team.”
- Failing to nurture your talent pool with drip email marketing.
Once you’ve made the decision to hire for a position, put the rest of the promising candidates into a campaign that sends a drip email 2-3 times per year. Keep the emails simple. Remind people who you and your company are, ask them how they’re doing, and make it easy for them to check out your careers page and connect with your company on social media if they want more info.
- Using interviewers with poor interview skills.
Just being familiar with common interview questions and the best phone interviewing techniques is not enough to nail your interview process. Consider letting one person own each candidate. They can leverage this relationship at offer the stage and flag issues with hiring managers who are turning off good candidates.
Jordan Burton, Founder of Burton Advisors
“The most painful and counterproductive mistake I see start-ups make in hiring has to be over-selling and failing to interview the candidate thoroughly.
This almost guarantees you end up with a bad team.
The weak candidates pass through too easily, but more importantly, the strong ones walk away–they don’t want to work with a mediocre team, and they are estimating the quality of your team based on how rigorous your process is.”
Part of being able to interview well is being clear on exactly what the position will require and doing your research to make sure you can vet well. As Wendy Maynard told us below, it’s worth the effort to avoid a bad apple hire.
Wendy Maynard, Kinesis Inc. Co-founder, B2B Marketing Strategist.
“Know who you want. Most leaders of start-ups are so busy, they don’t want to take the time to get clarity on the position, with a very clear job description that includes roles and responsibilities.
This should be followed by a methodical interview process that thoroughly vets candidates. Hiring is one of the most important decisions they will make – one that can catapult a start-up forward at great speeds when done right. Or, destroy its progress because they’ve brought on the wrong person.”
- Ignoring rehires and alumni.
Keep up with former employees if they performed well and left under positive circumstances. After all, they already know your company culture, and you know them. Turning rehires into a source of employees is easy as well. First of all, make sure that they’re treated with respect when they exit, and that you do a great job with communication as they go.
- Not profiling your best employees.
Look at the performance of your best employee to date. What makes that person special? Is it domain expertise? Is it hunger and drive? Is it raw intellectual horsepower? Maybe it’s the will to learn and try new things?
Whatever it is about that person, use it as a gauge to create your core values, and then hire for those values. Imagine a company where your entire team performs at the level of your best employee.
You couldn’t blame AppDynamics co-founder Jyoti Bansal if he took some time off after selling his company to Cisco for a cool $3.7 billion in January. But Bansal is an entrepreneur and he didn’t stop to enjoy the moment. Instead, he did what entrepreneurs do — he looked for a new problem to solve. Yesterday, he announced two new projects.
For starters, Bansal teamed up Rishi Singh, former DevOps platform architect at Apple. Together they are launching a company out of stealth today called Harness, which aims to do no less than automate continuous code deployment. Bansal saw a problem as all good founders do, in this case, a new way of delivering applications.
Unlike the old days where you would create a program, test and deploy it, then work for months or years on the follow-up, today’s programs are being updated regularly, sometimes daily. That creates a whole set of problems for the companies deploying code in this fashion.
Writing scripts for launching the new code has become a cottage industry, Bansal explained and much of this work is in his view could be automated by the correct tool. He says Harness is designed with machine learning underpinnings to automate the code delivery process. It’s automating the automation scripting process.
“What we are bringing is smart automation. You don’t have to write automation scripts. You specify what you want to achieve [in Harness] and [it’s] smart enough to do it for you. What could take a few months to write in scripts, we can generate in minutes, in the time it takes to model,” Bansal explained.
Harness is designed to allow companies to move fast without breaking things, he said, a challenge that just about every company is facing right now. While tools like Chef and Puppet have been designed to automate these processes, they require many engineering worker hours to create and maintain. Bansal says his company wants to eliminate the script by letting you define the delivery parameters, determining what’s normal behavior and flagging or fixing what’s broken. You can also bring the scripts you’ve created if you wish.
The company also announced $20 million in Series A funding led by Menlo Ventures and BIG Labs.
You may be wondering what BIG Labs is. Bansal didn’t want to stop with solving a single problem, so he’s created his other idea, an incubator called BIG (Bansal Idea Group) Labs, whose purpose is to test out big ideas. It’s a startup testing ground to solve hard technology problems. If they find a solution, they may try to grow it into a new company. If not, they’ll discard the idea and move on. Harness is the first BIG Labs project, but Bansal hopes to launch other companies in the future.
Article courtesy of Techcrunch
Europe is considering changing its copyright law. At first blush, you might think this couldn’t possibly affect the way you debate the news of the day online, upload family videos or run your start-up. But popular proposals at the EU would strike at the heart of the internet’s openness and accessibility as a platform by raising new barriers to interactive online services around the world.
The goal of these copyright changes is to adopt new protections for publishers and artists. But if they are put in place, the burdens they would place on internet platforms would curtail the kind of quick uploading, sharing, commenting and responding that makes the Web so useful. Additionally, we have no reason to believe that these new plans would actually benefit the journalists and artists in whose name the measures are being proposed.
Take one proposal: a fee payable to news publishers when online platforms such as search engines and news aggregators reproduce even short excerpts of news, typically accompanied by a link to the original article (hence the proposal has been called a “link tax”.)
Although the link tax is intended to address a real problem (declining revenues of news publishers has affected their ability to fund quality journalism), similar laws introduced in Germany and Spain further decreased publishers’ revenue by reducing their traffic from links on third-party websites.
A second European proposal would create a new obligation for websites that host content uploaded by users to install automatic filters to scan that content for matches with copyright works, as a basis for new revenue-sharing arrangements that they would be forced to enter into with copyright owners.
Among many problems with this second “upload filtering” proposal, not the least is that it may contravene European law, which explicitly disallows any obligation on internet platforms to conduct general monitoring of what their users do — which this proposal seems to require. There also are insurmountable problems with entrusting algorithms to distinguish infringing uses of copyright materials from legal ones.
The exact language of the two proposals is in flux, because they are each the subject of ongoing compromise negotiations between three institutions of the European Union. Those contentious negotiations were due to wrap up next month, but signs point to a likely extension.
However, should these measures pass, it won’t just be European internet platforms that are affected. Indeed, they are largely aimed at U.S.-based internet companies, which are distrusted and resented in Brussels. (Though it’s worth noting that when the Spanish version of the link tax passed into law, Google responded by shutting down its Google News service in Spain rather than paying the tax.)
Yet a lot more is at stake than the fate of Google or Facebook. Those companies at least can afford the cost of complying with (or avoiding) Europe’s copyright proposals. Smaller businesses can’t. For example, medium-sized internet platforms pay between $10,000 and $25,000 a month in licensing fees for a common tool that conducts a copyright scan of uploaded audio files, an impost that could wipe out a new start-up.
Also, bad European copyright law has often heralded damaging changes to American copyright legislation. It was Europe that in 1993 first extended the term of copyright protection to 70 years from the death of the author, beating America by five years. European countries were also the first signatories to the most important international treaty on copyright, the Berne Convention, which America only adopted a full century later.
The same could be happening again, as Europe considers changing its copyright law to adopt new protections for publishers and new burdens on internet platforms — changes that, if adopted across the Atlantic, could be a prelude to the adoption of similar measures here as well, with harmful consequences.
In its zeal to advance the interests of copyright owners, Europe should be careful that it does not wreak long-term damage to the internet ecosystem by making it harder for start-ups and small enterprises to innovate and succeed on either side of the Atlantic.
Article courtesy of Jeremy Malcom @ TechCrunch