The Secrets To HIRING Your 1st (Or 100th) Employee

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Welcome to the ten minute MBA, I'm yourhost Scott de Clary on the ten minute NBA, I give you actionable insightstrategies, tools, techniques that you can use tomorrow to start scale growten X, Your Business. Today, I'm going to be walking you through some of thebasics of hiring the right employee, I'm not going to get two into the weeds.I want to give you some things to think about when you're hiring your firstemployee, your Hundreth, employee, whatever it may be, these things mayseem like common sense when I read them out to you, but common sense isn'talways comment. So I took down a list of some of the things that, over mycareer, I found to be some of the highest indicators of an employeessuccess. So it may not always be job specific and it may not require thefifteen years of that person's life has been dedicated to the specific taskthat you're going to be hiring for, and that may come as a surprise to manypeople that are listening to this right...

...now, because I know that the generalconsensus, or perhaps maybe the legacy consensus on how to hire, is to findsomebody who's done the job for a very long time and then hire that person.But I am here to tell you that there are other ways that you can hire andthere are other ways that you can hire successfully and find incredible peoplethat can do much more with much less supervision or much less instructionbecause of the personality that they bring to the table that a person who'sbeen doing a job for the past. Ten fifteen years would probably think todo I'm going to teach you to find people that have the characteristicsthat will make them successful, regardless of where they're coming fromon yeah we're not talking about you're hiring somebody who's coming from onebackground and then putting them into a medical role that requires a degree orcertification. Let's not get ridiculous here we're talking about people that,for example, if they are a sales rep in one industry, we can transplant themfrom one industry to another or we're talking to you about a reallyproficient marketer or really...

...proficient financial, individual orexecutive. Somebody who's worked in one industry who is looking to make anindustry change or even a slight career change. That's fine! We can move frommarketing to sales or sales to marketing and help read people reinventtheir career, but these are the types of things that somebody has to have tobe successful in a transition like this or even if they aren't transitioninginto a net new career and they're, just looking for a promotion, more responsibility, newcompany, for a variety of reasons. These are things that you should stillbe looking for, so, firstly, you have to have an actual process, so have ahiring process. First, don't just shoot from the HIP and hope that you're goingto land, the perfect employee so put a little bit of thought into your hiringprocess and the easiest way to do that is to have some sort of score card.Where you know what great looks like, and you have questions that you want toask and you're scoring candidates against those questions and you'vewaited those questions based on what...

...you've seen good look like with otherpeople that you've hired in your company and, if you're doing the firsthirer you're hiring the person for the first time, then just make a reallygood guess and iterate on that process and improve on that score card, buthave a score card and not just a score card for the questions, but have ascore card for questions that you're going to ask. In the first interviewyou're going to ask in the second interview, perhaps in a team interviewwhatever that process looks like and also have a process. So is it oneinterview that hired? Is it one interview with yourself one interviewwith another individual in your organization? One interview with theteam then hired. Is it record a short introduction? Video do a desk profileassessment interview with you, then you're hired? What is your process andthere's pros and cons to a multitude of processes out there, but you have tohave one so make sure before you hire somebody map out those steps and holdyourself to those steps, because it will not only help you properly hire anindividual because you'll know and you'll be able to check off whichquestions or which tasks this person...

...has done so that every candidate hasthe same interview. Experience you'll also be able to understand howefficient your hiring process is. How successful your hiring processes andthe only way to improve something, is to have a process in the first place,so have an actual interview process and write it down codify it and use that,and once you have a n t, you actually have a hiring process. What should youlook for? What are the most important things? So my personal opinion, ofcourse skills are important. Formal education, if required, is important,but the number one indicator of success for me is curiosity, so curiosity inhaving a problem and figuring out a solution without any mentorship orguidance, and it's not to say that you shouldn't help and give mentorship orguidance, but the ability for somebody to have the confidence to go out andfind potential solutions to problems is a godsend as a hiring manager or as afounder or an executive, because if somebody thinks outside the box andfigures out solutions, that means that...

...you don't have to so. Of course youhave to have those those hard skills and that's fine, but you want to findpeople that are curious. So how do you actually do this? Give them problemswell, first of all, two way: Number one give them problems so give them aproblem that they have definitely never encountered in their current career andunderstand their analytical skills, their investigative skills and theirproblem solving skills and get them to solve a problem that they've neversolved ever before in their career and let them know make them feelcomfortable that they're there are. They aren't expected to know the exactsteps to solve this problem, but you want to test their ability to becurious and to figure stuff out and if they can figure stuff out, especiallyin an interview context is a good chance. They can figure stuff out whenthey're actually in their job, so curious is important and then also notonly can you give them a problem to solve in the actual interview, but youcan also ask them to walk through a past circumstance where they had tosolve a problem that they didn't have all the information about and what orit couldn't it may be, was perhaps...

...outside the context of what they werenormally used to doing in their job. So nothing routine. Something that wastruly outside the box and ask them to walk through that process of okay. Sowhat are the actual steps that you took to solve the problem and speak in inspecifics? So not high level and not wes and like what did you exactly do so?What was a problem and reverse engineer the solution and get them to speakthrough every single action that they took to figure that out and if they canspeak to every single action that they took and they can speak to their ownactions that they took to solve a problem, even if it's as part of alarger team that will be indicative of them actually doing the action to solvethe problem, and it wasn't just a team effort where five or ten people solvethe problem. I want to understand exactly what they did: What research,what process, what insight they garnered from figuring out this problemthat they didn't previously have an answer to so that problem. Solvingcuriosity mindset, I think, is...

...incredibly important. Secondly, youwant people that can have a passion for something, so it can be for theircareer. It can be for money, it can be for advancement in an organization. Itcan be for job title. It can be for a variety of things, but if they have apassion and a commitment to get somewhere, it is your job as themanager or the leader or the founder to tie their personal professional goalsto the job that they're actually doing and then help facilitate unlocking thatpassion with the work they're doing in a day today. Environment. So if theyhave a passion for something and if they have a goal, that's the mostimportant and then it's on you to figure out how to tie that goal to thework that they're doing so that they're going to end up where they want to be,because when you can align those two things when an employes passion makingsure they have a passion when it employs passion or vision or goal, itcan grow with the organizations, vision or goal. That's when the employeesucceeds, the organization succeeds and you get a hundred and ten percent outof that person so find out if they have...

...a passion or if they have a goal, askthem if they have a one, three or five year plan for their personal lives.Where do they want to end up? Because if you know where they want to end up,it is now your job, like, I said to a line where they want to end up withwhat you need to accomplish by hiring that person and that's when those twogoals are aligned. That's when you get everything out of that employee andlastly, I want you to understand what your culture, your company's Culture is,and I want you to understand that, instead of thinking as to whether ornot that employee would fit quote unquote into a company's culture whichis the older, Dag, that's what you generally are focused on. Will thisemploye fit with the company culture? I want you to instead think about howthat employee can add to the company's culture in a net positive way. So, ofcourse, yes getting along with the team, is important, but try to find a valuein the employee that they can bring. They can offer a different way ofthinking a different way of doing...

...things, copying and pacing. Yourexisting company's culture is not a great thing to do, and it's notbeneficial to use an organization. Okay people may get along because they havethe same pastimes or hobbies or what not but realistically you're, notchallenging your organization. You're, not forcing your organization to thinkdifferently. If you hire a copy paste version of you or your team, so try andhire people that add perspective at insight fulfill the requirements of thejob, but perhaps look at the job through a different Lens than the wayyou would look at that job and when you can find people that add to yourcompany's culture versus just copy pace replicated that's when your companybecomes that much more effective, impactful forward thinking, and it willtake a little bit of testing and experimenting to understand howsomebody can truly add to a culture. But if they, for example, are highlycurious, have goals have a vision as an...

...individual as and also a professionalgoal and vision, and they check all the boxes in terms of doing the job and theexperience that you would require to have to do the job start to look forpeople that can add on to your company's culture and that's where youwill find the most effective, most impactful employees, employees that dotheir job better than you could ever think of doing their job, because atthe end of the day, that's really. The goal right is to hire people that aresmarter than you that can figure things out that you can't figure out, becauseif you can do that well, that's when you have a company that just absolutelytakes off it's not by hiring people that aren't curious. Only listen, onlyfollow don't have passion, don't have vision and are just rep because of whatyour company already has. That's not going to take a company to the nextlevel, but the three things that I mentioned. If you take those intoconsideration, when you're hiring there's a good chance that those hireswill provide value far outside the exact job, description and jobrequisition, that they've originally...

...signed up for anyways, some of thethings that you should think about when you're hiring candidates that are morehigh level I'll, definitely do a few of these for more practical whichquestions to ask. But I thought this was a good start for founders, earlystage companies or potentially, first time manager that are looking to hiretheir first few employees. anyways that's been another ten minute, NBA Anybusiness problems. You have don't worry, I got you have a great day I'll see youtomorrow. I have a great day I'll, see you tomorrow, a.

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