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1、PlaybookRefining Recruitment for Startupsin partnership withTABLE OF CONTENTSI.PREPARATIONII.START THE SEARCHIII.MAKE THE DECISIONIV.ONBOARDINGV.ONGOING ENGAGEMENTVIA TEAM BUILDINGThe following hiring processframework is based on acombination of experience,insights,and discussionsshared with the tal
2、entacquisition experts atAC Ventures and our partnersat Egon Zehnder Jakarta.The recommendations and action plan below are designedto serve as a basic guideline in the startup recruitmentprocess.Engagements with potential candidates are to becarried out with the utmost professional conduct,andcarefu
3、l management of expectations and timeline.Outgoing documents and emails should be based uponpreapproved templates.In 2022,ACV embarked on a bold mission to providehands-on guidance and support to its portfoliocompanies across Indonesia.ACV Value Creationteam believes in partnering with portfolio com
4、paniesby equipping them with the right tools to build greatcompanies.The underlying idea is that if ACV canhelp its portfolio companies achieve operationalexcellence in their early days(including finding theright talent),startups can then go on to raisesubsequent funding rounds with less trouble,and
5、ultimately find meaningful exit scenarios later on.Running an early-stage company is challenging andgetting the best-fit talent is one of the biggesthurdles,especially in emerging markets likeSoutheast Asia.This playbook for founders titled,“Refining Recruitment for Startups,”produced indirect partn
6、ership with global managementconsulting and executive search firm Egon Zehnder,is designed to serve as a roadmap for founders whoneed to equip themselves for the end-to-endrecruiting process.FOREWORDI.PREPARATIONEvery organization faces unique recruiting challenges.For some groups,these hurdles can
7、be hard to overcome,especially when a team is notfully aligned on what the challenges actually are and how to addressthem.As such,its essential to clearly and collaboratively define thechallenges and tasks with your team,as a group.Decide upfront on keycomponents such as(i)workforce planning,(ii)bud
8、geting,(iii)paystructure,as well as(iv)compensation and benefits.This is essentially looking at the current people in the company andfiguring out how many more are needed based on company objectives.The purpose of this is to make sure youre hiring the right people at theright time.Workforce planning
9、When considering the companys objectives,ask the following:1.What are the challenges we are facing and objectives we are trying toachieve?2.Are these challenges specific to certain teams?3.What is the urgency to address these challenges and objectives?Ifthere are several,how can we best prioritize t
10、hem?4.How many people do we have now?5.What skills are needed to address these challenges?6.How many people do we need in order to execute?7.What will happen if a role is kept vacant?DETERMINE THE TEAMS SPECIFIC NEEDSAND CHALLENGES Hiring expenses often include posting job ads,conducting assessments
11、,and paying recruitment vendors.Make sure the overall cost is alignedwith the companys current financial situation.When calculating,werecommend the following:1.Factor in whether the company subscribes to HR tools such as anApplicant Tracking System(ATS),HRIS,or a payroll system 2.Understand whether
12、your company already has third-party vendorson retainer.3.Be mindful and try to not hire beyond the scope of your workforce plan.That said,be realistic and flexible by anticipating a slightly higherheadcount by the end of the process.Determine your budgetIs the compensation that employees get based
13、on their level in a teamshierarchy?Each members salary must align with your companys uniquestrategy,purpose,and culture.Determining a pay structure can vary.Often,it is based on industry benchmarks.Other times,it is based on ateam members unique expertise.Regardless,always try to strike abalance bet
14、ween the companys financial growth and the teamsfinancial needs.The timeline for hiring should be based on an individualchallenge/objectives urgency.Before deciding to hire a new individual,analyze people in the organization who can be promoted or transferredto fill vacant positions.Be clear on whet
15、her you are hiring for a full-time or project-based role.What will be the benefits for the new hire in each case?Determine the pay structureThe job description is a way to communicate your expectations by layingout details about requirements and responsibilities.Believe it or not,candidates can sens
16、e a companys culture by reading the job ad.Assuch,you should keep it easy to read,short,and sweet but avoidoversharing.Studies also show that 52%of job seekers say the quality ofa job description is“very”or“extremely”influential on their decision toapply or not.Wages and salariesResource allocationB
17、onuses and incentivesPerformance evaluationsRefer to the actual monetary and non-monetary benefits passed on by acompany to its team members.One of the best ways to decide onemployee benefits is by simply being up-to-date with currentbenchmarks.Be sure to do your homework on:Determine compensation a
18、nd benefitsIdentify a candidates idealrequirements for the roleCreate a job description to share withcandidates(ideally a two-pager)Pedigree(such as education,type of experience)Seniority(such as years of experience)Leadership skills(such as previous team size)Industry exposure(such as geography,cul
19、ture,demographics,markets)These may include:Company profile:offer a compelling but concise description of theorganizations history,mission,and critical programs.Convey whyexactly the company is so exciting.Role objectives:give a summary of the importance the successfulcandidate will have to the orga
20、nizations overall success.Responsibilities:Add a well-constructed and organized list of keyresponsibilities;highlight the appealing aspects of the position,suchas decision-making authority,participation in strategic planning,etc.-Insert template for referenceRequired skills:A list of technical and l
21、eadership qualifications thatthe candidate needs to have.Reporting line(or organizational structure):Who will this person beworking closely with?Provide leadership matrix/chain of commandinfographics.Culture:offer a statement describing your company as an equalopportunity employer.Specifications sho
22、uld includeCollaborate with hiring managers to assess whether a candidatesbackground fits the companys needs.Create a job description to share withcandidates(ideally a two-pager)IntroductioncallFirstinterviewTechnicaltestSecondinterviewOfferingFirstinterviewwith HRSecondinterviewwith UserCaseStudyCa
23、se StudyPresentationwithFoundersFinalinterviewwith oneFounderOfferingEstablish the recruitment process and phasesORThink about how different types of recruitment process and interviewswill be carried out according to employee levels as it will require differentapproaches.For example,some levels may
24、require a technical test orcase study presentation.Make sure that the steps and timeline are clear.We need to differentiate between an introductory call and firstinterview which constitutes the start of the formal recruitment process.Introduction call:Generally,once a potential candidate is identifi
25、ed,anintroduction call is conducted by an assigned team member.Shouldthere be an alignment of interest,skills,competency,and other factors,they will be asked to proceed to the formal recruitment process.Formal recruitment process:You can start the formal recruitmentprocess as previously determined b
26、y your team.You need to make surethat the candidate has good experience throughout the process,as thiswill reflect your employer branding and company culture.Avoid takingtoo many rounds of interviews because candidates may find the lengthyprocess discouraging.Also,the company could be perceived to h
27、avetrouble making decisions internally.We also dont believe in hiring fast.We believe inhiring well.To hire a lot of people means we needto talk to even more people during screening.Weare aware of this and put it into practice.-Vincent Tjendra,Co-founder&CEOASTRO When we look for candidates,there ar
28、e four things that we evaluate.The first one is about their competencies.For example,we dont wantpeople to come in and say things like“why is this person here?”Thesecond is the culture fit,whether we like the person or not.The third one is their leadership ability.They may not have been leadingpeopl
29、e before,but one of the proxies we look for is their self-awarenessand growth mindset.This becomes the proxy of their potential tobecome leaders.Lastly,we also run due diligence,such as background checks,to see ifthere are any red flags.Key Points:1.Its important to take a step back before starting
30、the hiring process byclearly defining your companys specific hiring needs.2.Four essential components to decide upfront are workforce planning,budgeting,compensation structure,and salary and benefits.3.Establishing a clear and high-quality job description is crucial toattract candidates to apply.II.
31、START THE SEARCHDetermine your search strategyUse various channels and strategies to create various talent pools andpipelines for your startup.Some strategies we can implement areinternal hiring and external hiring:Review internal talent you can potentially promote or transfer beforedeciding to hire
32、 externally.This can serve as a double-win,as it maylower your employee churn rate and help you retain excellent talent.Should you decide to hire externally,there are several ways to findcandidates:Create Job Ads:Broaden the search by posting on job portals andsocial media.Set a clear expiration dat
33、e to avoid getting too manyunderqualified candidates.It is more effective to list openings onvarious employment boards.As such,approach strategicallywhere your target audience lives and works.Referral program:Get recommended candidates by approachinghigh-impact team members.Manage and cultivate rela
34、tionshipswith hiring managers and get great referrals.Ifapplicable/possible,create an in-house referral rewards programby offering perks for attracting talent to the startup.Sourcing contacts:Use your startups network and connections tofind candidates.Actively source from an Applicants TrackingSyste
35、m,Linkedin,and other job platforms For some roles,namelysenior and highly specialized ones,simply browsing on places likeLinkedIn is the best way forward.If you use Recruiter Lite,thesearch can be as detailed as past occupation,skills mentioned,and year of graduation.Outbound approaches:Candidate ou
36、treach is when you contacta prospective candidate about a role you feel may be well-suitedfor(even if theyre currently employed).Reaching out may involvepersonalized emails or tailoring messages to appeal to someonebased on their skills or background.Internal hiringExternal hiringEngage a recruiting
37、 firm:You may also engage with recruiting firmsto help you with your external hiring needs.Please make sure thatyou check first whether your company has already been engagingwith a recruiting firm,to avoid redundancy.Also,make sure that youengage with the right type of search firms according to your
38、 needs.Some search firms may specialize in executive/senior levelrecruitment and some may specialize in entry level or mid-levelsearches.You can also consider implementing creative hiring strategies such asjoining job fairs,IT Bootcamps,running an open house hiring sessionand optimizing social media
39、.Consider doing outbound approaches by sending cold emails,texts,and calls.Use an approved template to initiate contact withcandidates.Lead with greetings that catch their attention Introduce your organization briefly Personalize the message(be a human!)Invite them to have a conversationShorlist can
40、didatesBegin resume screening to target candidates with the experience thatare relevant for the role.Be discerning to narrow down applicants andmake the process less overwhelming.Remember:shortlisted candidatesare those you actually want to talk to.Make sure to also track rejectedcandidates and the
41、reason why,for future references.Initiate contact and introduction callAfter shortlisting the candidates,you may proceed to reach out to themto arrange for an introduction call.Make sure you give a personalizedmessage by using a pre-approved template.If you find the candidatefits the criteria,then y
42、ou can move forward with the formal recruitmentprocess.Determine your candidates must-have traits.Perhaps these are acombination of relevant education,work experience,technicalskills,personality,etc.Deciding which ones are essential to makethe screening process efficient.Figure out your ideal number
43、 of shortlisted candidates.As thename implies,a“shortlist”means keeping the list to a few/smallnumber.As a rule of thumb,try to get around four to sixcandidates shortlisted for each role you aim to fill.Based on what you need,create a scorecard to help you sortthrough each candidates qualifications.
44、You dont have to hire thebest-scoring candidate automatically,but ranking them in asystematic way can help identify the best potential matches forfurther screening.Recommended ways to shortlist:InterviewThe interview is a pivotal part of the recruitment process.Every HR andhiring manager must know h
45、ow to conduct a meaningful interview.Theprocess can be broken up into multiple parts over several days.It maybegin with a screening interview,followed by a skill set consultation,thena culture fit exploration,and a final interview.It is recommended to havethe hiring manager to plan ahead and earmark
46、 sufficient time forcandidates to prepare for each part of the process.State interest in the candidate and express gratitude for his/her time.Thepurpose of an interview is to get to know the candidate personally andprofessionally.This is a conversation to assess with interest and comfort.Also,try to
47、 craft specific questions that go beyond the surface of theirresume.Subtly signal the depth to which you hope the conversation will go.Payclose attention to what they say so you can ask thoughtful follow-upquestions.Remember,you are selling the role to the candidate.Thereshould be a natural give and
48、 take in the conversation,but the focusshould always be on the candidate.Make sure you write down and ask questions that directly relate to thejobs responsibilities.You can also ask questions designed to give you anidea of how the person behaves in certain situations.Open-endedquestions will allow c
49、andidates to explain past experiences,giving you abetter idea of what theyd be like to work with in the future.Welcome the candidate with a general introduction ofyourself and the companyLead the dialogue and allow them to share about theirjourney.Ask questions about the potential role,scope of work
50、,and candidatesinterestStructure the interview based on the criteria youve already identifiedand be sure to always do the following:At the end of the conversation,let the candidate know what the nextsteps in the process look like,including when they can anticipate hearingback(share a clear timeline)
51、.It will help them know what they shouldexpect and anticipate going forward.During the early stages of a startup,it is essential to keep the end-to-end recruiting process efficient.Convey the next stepsWhat attracts you most to this position and company?What was the best thing about your last job?Te
52、ll me about a time you had a complex working relationship with acolleague.What was the challenge,how did you address thesituation,and what did you learn from the experience?/Take methrough the process when you What development area or gap have you overcome or improved inyour career?How was that iden
53、tified,and what did you do toimprove?What are two of the most satisfying accomplishments in your career?Tell me about each.Find some references for interview questions and curate or improvisethem based on your needs.Here are some examples:Key Points:1.Hiring strategies to explore:internal hiring,ref
54、erral program,externalhiring,candidate outreach,sourcing contacts,and initiate contact togenerate interest.2.Actively source candidates from an Applicants Tracking System,Linkedin,and other job platforms.3.Before starting the recruiting process,figure out the candidates must-have traits.This will im
55、prove the overall screening process.4.Screening an interview should be followed by a skill set consultation,cultural fit exploration,and a final interview.5.When conducting an interview,be sure to always have a structuredinterview process and let the candidate know what the next steps in theprocess
56、look like at the end of the interview.III.MAKE THE DECISIONAfter running through the process and carefully considering yourcandidates,it now comes time to decide which one youll hire.It can bedone by the hiring manager or might involve several team members.If the choice comes down to two or three ca
57、ndidates,each with differentstrengths,it is important to revisit your needs,resources,and scorecard.If you have found the perfect candidate,always conduct abackground/reference check and make sure to have a backup.Set the stage for success before making a hiring decision.Here are threetips that will
58、 help you make the right hiring decision:Keep your expectations realistic.Ask a colleague who is familiar with theposition for feedback on your ideal candidate if you are unsure.The halo effect,anchor bias,confirmation bias,and other commoncognitive biases can affect your hiring decisions.Check thes
59、e biasesbefore you reject a candidate.Ask yourself:do I have tangible,job-related reasons to reject them?Would I have made the same decision ifthat person did not have a specific characteristic?Remember:somecharacteristics are protected by law,so be sure they are not involved inyour hiring decision-
60、making.Structured interviewsInterview scorecardsAssessmentsTaking notesTo make sure you have all the correct information on a candidate,consider these methods:Reaffirm what you are looking forWork to overcome your biasesUse objective hiring methodsBackground and reference checks-A background check i
61、simportant because it determines whether a candidate isunderqualified due to a criminal record or misinterpretation ofpast work.Ask your finalists for a couple of references that youcan reach out to via phone or email.Once you have made your decision,here are a few tipson delivering the news:NO-Send
62、 rejection emails.A rejection letter provides closurewhile acknowledging and thanking the candidates for theirtime.You can create a template rejection letter with thereasons for your decision.If you want to go the extra mile,addpersonalized feedback.YES-Follow up within a certain number of days with
63、 a call oremail expressing interest and clarifying the next steps,anotherround of interviews,a technical test,a case study,or an offeringstage.Compensation discussion and negotiations-There aremany ways a company can recognize hard work.It can bedone through promotions or even special rewards for a
64、jobwell done.Always check on current pay trends in the marketbefore offering a compensation package.It is also best to askabout a candidates pay expectations before making an offer.An agreed start date-Ask the candidate about their noticeperiod and when they can start.State and confirm thestarting d
65、ate for the role.Try to be as human as possible here,if we push them too hard,too soon,the person may get coldfeet.Key Points:1.Four tips to help you make the right hiring decision:(i)reaffirm whatyou are looking for,(ii)work to overcome your biases,and(iii)useobjective hiring methods.2.Once decisio
66、n is made,set up a call/email to express interest andshare the next steps with the candidate about how the next step will go,conduct check references,discuss compensation and benefits,informthe ideal starting date and mutually agree on timing,and proceed tooffer letter and agreement.3.If you decide
67、to reject a candidate,send them a rejection email whichcontains closure and thanking them for their time.Wish them well in theirfuture endeavors,sending an email with a clear message that you havedecided NOT to continue/proceed with candidate OR decided to hireinternally,etc.Offer letter and agreeme
68、ntA well-written offer letter must include important notices,suchas the job title,starting date,work schedule,reporting location,supervisor,salary,benefits,termination conditions,and privacypolicies.The direction for our team is that our recruiters need to beable to really understand the role theyre
69、 hiring for.They needto be akin to experts in the specific roles that they are in chargeof.They need to have strong opinions about what makes agood and healthy candidate.-Wellson Lo,Co-founder&CPOStockbit(Bibit)IV.ONBOARDINGThe onboarding process is of the utmost importance.It must bedesigned strate
70、gically,with an end goal in mind.Attempting to speed upknowledge transfer by skipping the onboarding process can negativelyimpact a new hires first experience in the organization.Here are a few things you can do:Preparing the office for the new hire and coordinating with keycolleagues is essential(e
71、.g.workstation,laptop,ID card,etc).You mayenlist the help of others to decorate the new teammates desk,organizeone-on-one welcome meetings,or schedule an orientation session.Planning a welcome announcement followed by plenty of personalmeetings with new coworkers can make their first day feel organi
72、cinstead of over-planned.Company policies and materials:provide videos,web pages,training orother documentation with leadership presentations,your companysculture,vision,mission,history,and other stories that bring yourorganization to life.Integration and transition:Give a proper introduction of new
73、 employeesto the team.Let them feel as though they can easily interact with others.If possible,having a handover session with the previous person in chargeof their new role will help understand their daily tasks/responsibilities.Prepare office and team for the arrival of a new member Welcome announc
74、ementOrientation Key Points:1.The onboarding process must be designed strategically,as it becomesthe first impression of your company.2.A well-structured onboarding process is essential and will increaseemployees commitment and sharpen their focus.3.On their first day,a few things you can do for a n
75、ew member:preparethe office and team for the arrival of a new member,organize one-on-one welcome meetings,and schedule an orientation session.One-on-one discussions:Being a newbie can be challenging.A one-on-one meeting with peers or a manager can provide uninterrupted time todiscuss projects,remove
76、 blockers,and support progress in familiarityand adaptation.In addition,these two-way feedback sessions can alsogive valuable observations from fresh eyes that may lead to ideas onhow one can improve the onboarding process.Buddy system:For the first few weeks,assign a peer to frequently checkin with
77、 newcomers to support their adjustment to the new environment.The little things:give new members a welcome kit full of branded swag,such as apparel and office supplies,customized with your companyslogo and colors.V.ONGOING ENGAGEMENTVIA TEAM BUILDINGIt needs to be a casual setting where everyone,in
78、a way,relaxes,and we all know the purpose and the goal and what weneed to do.If there are issues,we need to know who to go toand how to solve them.We can do it together ifwe dont have the answer.Teamwork is very important in our culture.-Wellson Lo,Co-founder&CPOStockbit(Bibit)We want a high-perform
79、ing team while having a friendlyand positive environment.You need to be able tocommunicate freely and sometimes on an ad-hoc basis.Itshouldnt be too formalThis is a practice that is central to a healthy company culture.Itinvolves bringing people together by letting them collaborate.Here are some ins
80、ights on how team building creates betteremployee engagement.As values may vary across companies,careful deliberation of your mission statement and how yourfirm wants to serve its employees,clients,and communityshould be clearly established.Excellent company culture begins with a discussion to ident
81、ifyvalues that will challenge and develop the team,while alsobeing conducive to tangible business objectives.For example,Google demonstrates its commitment to user-centric productsthrough one of its ten value statements:“focus on the user,andall else will follow.”Socializing with othersTeamworkInnov
82、ation and collaborationBetter bondingBetter problem-solving abilitiesCompany cultureIf the environment promotes a friendly and social atmosphere,it wouldlikely encourage employees to stay engaged and feel good about theenergy and work at hand,which may lead to higher productivity.*Team members to as
83、k newbie to connect over coffee or lunch(for thefirst few weeks)Through team-building activities,trust and acceptance are developed.Employees will feel comfortable working together and stay longer at thecompany.Team-building via fun activities brings people closer;as a result,theytend to be more cre
84、ative and encourages them to work diligently and bemore productive overall.With outbound team-building exercises,employees will get to know oneanother in a casual setting.The relationships that form will bind theworkers to the company.Problem-solving exercises can be a great source of entertainment
85、whenorganized as part of team-building outside the workplace.Employee development is a program to improve an individualscompetencies and support business growth via professional training.Such programs involve upskilling current employees instead of hiringnew people.We try to adapt and combine differ
86、ent working cultures here.I would say we are in between corporate culture and startupculture,meaning that we are implementing a structuredorganization.For example,we are strict in terms of financialreporting.This is something I like about corporate culture.On the other hand,we are still adopting a s
87、tartup culturewhere people can talk and discuss freely with their superiors.-Adi Wahyu Rahadi,Co-founder&CEOMajooSteps for employee development:1.Consider business growth2.Talk to your team3.Assess their potential and readiness4.Align with real business objectives5.Know your desired outcomes Last ye
88、ar,we conducted a survey asking how long ouremployees wanted to work at ALAMI.Most of them said this willbe their final career destination because they believe ALAMIsmission is also their mission in life.At ALAMI,we show our appreciation in various ways,like givinggifts on Mothers Day.Even though it
89、 might not be expensive,they still feel appreciated and are glad to be part of the team.-Dima Djani,Chief Executive OfficerALAMI Key Points:1.To build an excellent company culture,you can start byidentifying values that will challenge and satisfy the team,while also being conducive to tangible busin
90、ess objectives.2.Help your company benefit from good company culture.Have employees stay engaged with each other.Foster betterteamwork.Drive innovation and collaboration.Facilitate betterbonding and better problem-solving.3.Building an employee development program is a great wayto upskill current employees instead of hiring new people.Produced by