From determining your hiring needs, to interviewing, to extending offers, the process of hiring new employees is riddled with complexities. This section breaks down these issues and shares hiring best practices.
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I’ve always thought this was a great interview question. I’ve used it with founders of companies I’m looking at investing in, TechStars founders, and execs for early stage companies. Basically, anyone who I’m trying to understand what they are thinking about long term. The variety of answers is fascinating, often deeply personal, and occasionally very confusing to me. But they are always enlightening.
I don’t care where you went to school (I never have). I don’t care what your first job was. I don’t care what happened 15 years ago. I care what you did yesterday, and last month, and last quarter, and last year. That’s probably as deep as I want to go in the first five minutes of our interview.
Done right, [hiring] involves a huge investment in each and every position. So many startups cut corners on it because they simply don't have the time or the resources to do it right. I would encourage everyone to take a step back and think about the costs of not doing it right and commit themselves and their companies to doing it right. You will see the benefits in time. And they are large.
Your company of 10 people doesn’t need 5 that are like you. You don’t necessarily have to have a ying and yang c0-founder. But if not in your co-founder make sure that you think through all of the functional roles in your company: sales, marketing, finance, product management, customer support, technology and think about which ones match your strengths and where you need to plug holes.
There are people who tell startups that they should hire the most senior people that they can find. I’m not one of those. I believe that you should always hire people are are looking to “punch above their weight class,” which means to hire people who want to be one league above where they are today.