Really interesting! One part that really resonates with me is "hire people who give a shit". It's way underrated.
The tough part is that as you grow your brand grows and becomes more attractive, notably because you tend to spend more on brand/awareness. This can attract scores of mercenaries/people who are here for the brand. Should you keep a stealth employer brand in a sense? I remember attending a training on a personal topic last year, that I really loved and had a huge impact on me. I was amazed at how hard it was to hear about it. The organizer told me it was designed this way, to ensure only people who really care about it found it.
I loved the Reid Hoffman Masters of scale and read the transcript of the whole interview- I thought this piece was also very impressive:
ENGLISH: A lot of times you'll say, "What is their weakness?" But that tends to get
bullshit answers. And so what I'll say is, " If I do get the chance to work with Reid, tell me
something I should focus on to make sure I'm a good manager for him. What do I need
to do to make him stronger?" It's another way of asking, "What's Reid's weaknesses?"
And when you ask it the way I just said, you tend to get an honest response.
The idea, as he says, bullshit questions get bullshit answers- although I suppose if you're talking to the head of Linkedin it never hurts to say how you use it in your recruiting process!!
Very interesting.
The more so when the person selecting and commenting these articles is indeed in a situation to match words and deeds.
Résumé un peu en mode punchline de ce que j'en pense/retiens :
1) Il faut recruter les gens pour ce qu'ils sont, pas ce qu'ils savent. (l'un s'apprend, pas l'autre)
2) un bon entretien de recrutement est un entretien au cours duquel chacun a donné envie à l'autre de travailler avec lui.
3) le salaire est déterminant pour faire venir quelqu'un, mais ce n'est pas ce qui le fera rester, c'est la confiance.
Really interesting! One part that really resonates with me is "hire people who give a shit". It's way underrated.
The tough part is that as you grow your brand grows and becomes more attractive, notably because you tend to spend more on brand/awareness. This can attract scores of mercenaries/people who are here for the brand. Should you keep a stealth employer brand in a sense? I remember attending a training on a personal topic last year, that I really loved and had a huge impact on me. I was amazed at how hard it was to hear about it. The organizer told me it was designed this way, to ensure only people who really care about it found it.
I loved the Reid Hoffman Masters of scale and read the transcript of the whole interview- I thought this piece was also very impressive:
ENGLISH: A lot of times you'll say, "What is their weakness?" But that tends to get
bullshit answers. And so what I'll say is, " If I do get the chance to work with Reid, tell me
something I should focus on to make sure I'm a good manager for him. What do I need
to do to make him stronger?" It's another way of asking, "What's Reid's weaknesses?"
And when you ask it the way I just said, you tend to get an honest response.
The idea, as he says, bullshit questions get bullshit answers- although I suppose if you're talking to the head of Linkedin it never hurts to say how you use it in your recruiting process!!