Hiring the best startups on a budget during the Great Retirement

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Great Retirement was not created by corporate media to sell ad impressions – if you’re trying to hire, the struggle is real.

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The percentage of workers who have quit their jobs has hit a 20-year high since the start of the pandemic, according to the U.S. Bureau of Labor Statistics.

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Pew Research found that most workers leave for one of three reasons: they don’t make enough money, they aren’t offered opportunities for promotion, and, perhaps most importantly, many feel they are not respected.

These factors mean that early-stage startups can no longer compete on salary and benefits alone. Instead, hiring managers need to convince potential employees that they will join a supportive culture where they can expand their skills by contributing to (and participating in) the company’s success.

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There is a very limited supply of talent and probably the biggest demand I’ve ever seen, so it’s really important for people to think about how to stand out. Glen Evans

To learn more about how founders can streamline the hiring and hiring process, find and develop talent, and reveal some best practices for closing applicants, I spoke with Glen Evans, Greylock Core Recruiting Team Partner, at TechCrunch Early Stage.

“The state of the job market is more competitive than I’ve ever seen,” said Evans, who has twenty years of experience overseeing recruiting and team building at high-growth companies including Slack, Facebook and Google. At Greylock, he leads a team that advises portfolio companies on recruiting and acquiring talent.

“There’s a very limited supply of talent and probably the biggest demand I’ve ever seen, so it’s really important for people to think about how to differentiate and build foundations and habits to find talent the right way in the early days,” he said. . “It’s not rocket science.”

Create a structured, reproducible hiring process (and keep it simple)

Before hiring, founders and hiring managers must first develop a process that can scale as the team grows, Evans says.

“I’ve seen a lot of companies doing this very sloppy and it leads to a lot of problems down the road,” Evans said. “Create a structured, organized, and reproducible process where you have clear lanes and clear coverage areas for interviewers. Don’t make it too rigid, but create some structure so you can train new hires.”

Each person involved should have a clearly defined role, but it’s also important that every aspect of the hiring process aligns with the marketing, branding, product value, and overall mission of the company. To promote cohesion, educate employees on basic interview best practices and create scorecards that highlight desired criteria.

“Scorecards will help you match the signals, ask the right questions, create some structure, and then communicate it to make sure people follow it,” Evans said. “They don’t hire instinctively – they have real facts they can relate to why this person would be a good candidate.”

Encourage a recruiting culture and invest in it as early as possible

catchphrase “always close” originated in a drama about high-pressure real estate sales tactics, but it’s also the mantra for early stage founders in team building mode. Evans said team members need to set aside time each week to recruit, meet with candidates, and use their networks to find new hires.


Credit: techcrunch.com /

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