Hire top startup talent on a tight budget during the Grand Resignation – TechCrunch

The great resignation It hasn’t been shelled out by corporate media to sell ad impressions – if you’re looking to hire, the struggle is real.

Since the start of the pandemic, the percentage of workers who have left their jobs has reached its highest in the past 20 years, according to the United States Bureau of Labor Statistics.

A Pew Research study found that most workers leave for one of three reasons: they don’t earn enough, aren’t offered opportunities to advance, and perhaps most importantly, many feel disrespected.

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

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

To learn more about how founders can streamline the recruiting and hiring process, find and develop talent, and discover some best practices for closing candidates, I spoke to Glen Evans, a partner in Greylock’s core talent team, at TechCrunch Early Stage .

“The state of the job market is more competitive than it has ever seen,” said Evans, who has two decades of experience overseeing recruiting and team building at fast-growing companies including Slack, Facebook and Google. At Greylock, he leads a team that advises portfolio companies on talent recruitment and acquisition.

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

Create a structured and repeatable recruitment process (and keep it simple)

Before hiring staff, Evans said founders and hiring managers should first develop a process that can scale as the team grows.

“I’ve seen a lot of companies do it very roughly and that leads to a lot of problems along the way,” Evans said. “Create a structured, organized and repeatable process, where you have clear lanes and clear coverage areas for interviewers. Don’t make it too rigid, but have a structure so you can train new hires. “

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

“Scorecards will help you align with the signals, get the right questions, build a structure, and then communicate it to make sure people are following it,” Evans said. “They are not hiring by instinct – they have real facts that can link to why this person will be a good hiring.”

Foster a culture of recruiting and invest in it early

The slogan “always close” originated in a drama about high-pressure real estate sales tactics, but it is also a mantra for the founders early on in team building mode. Evans said team members need to take time out each week to recruit, meet candidates, and leverage their networks to find new hires.

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