Stark HR Magazine Jan/19 - Page 7

startups is this constant evolution, or as some founders call it “keeping up with their own company”. While it can be fairly simple to assess a candidate’s current skills rating their potential is less so. Look for people coming into their professional prime. The past is a good guide, so take into account lifetime achievements whether they’re jobs, schools or hobbies. With few exceptions, smart, decisive and hard working people usually manage to go to a great college and do well in exams they care about. Look for high achievers.

PRO TIP: Include pre-interview assignments in the hiring process. Those who bother to go the extra mile will prevail.

4) The culture fit

This can be hard to pin down but it’s almost always important. It has its roots in an unfashionable word “congruence” -- the fit between personality and organization. It means that you need to assess people on their behavior, mentality and match to the values of your organization.

At a startup, staffing needs change frequently, along with the company’s direction, products and goals. Let prospective employees in on all this.

PRO TIP: A solid Employee Handbook tells your candidate a lot about who you are .

Be transparent about your needs (and how they may change)

Build positive relationships with all candidates.

07

HIRING

As a recruiter at an early-stage startup seeking exceptional talent, you need to develop the firm's reputation as an organization that everyone wants to work for. If a candidate turns out to be a terrible fit for your business, write off the lost time and salvage the situation by turning that person into a brand advocate.