tofi august 24, 2015 team: silagadze
TRANSCRIPT
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We make teaching fun and
eective
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Top Hat
• Education technology startup
• Founded 2009
• $20M VC raised
• $15M in revenue
• 120 employees
Have made every mistae in the!oo"
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Hiring: your secret weapon
#ast the initial stage your netor is going torun out
%&ter that the success o& your company is goingto entirely depend on ho you hire
'eing a!le to !ring in top talent pays dividendsin une(pected ays
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Given a 60 minuteconversation do you think
that you can determine ifsomeone is going tosucceed at your startup?
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You suck at hiring
Most people thin they)re great at intervieingand evaluating potential candidates* %lmost all
o& them are rong
+tudy !y Fran 'ernieri at ,niversity o& -oledo. /udgments using 0 second intervie clips
ere identical to hour long intervies
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You suck at hiring
hat does this tell us
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You suck at hiring
hat does this tell us
-he rong anser3#eople are surprisingly good at maing
accurate /udgments 4uicly !ased on instinct
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You suck at hiring
hat does this tell us
-he rong anser3#eople are surprisingly good at maing
accurate /udgments 4uicly !ased on instinct
-he right anser3Most people mae ar!itrary snap /udgments
!ased on rst impressions and minimal data .and these choice are o&ten orse than random
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What is the best measure
of potentia success in aroe?
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!redictors of success
1* 6ntelligence78ohn E Hunter "ognitive abiity# cognitive aptitudes# $ob knowedge# and $ob
performance 8ournal o& Vocational 'ehavior:
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!redictors of success
1* 6ntelligence78ohn E Hunter "ognitive abiity# cognitive aptitudes# $ob knowedge# and $ob
performance 8ournal o& Vocational 'ehavior:
2* +tructured intervies7Murray ; 'arric The big %ve personaity dimensions and $ob performance: a meta&anaysis #ersonnel #sychology:
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!redictors of success
1* 6ntelligence78ohn E Hunter "ognitive abiity# cognitive aptitudes# $ob knowedge# and $ob
performance 8ournal o& Vocational 'ehavior:
2* +tructured intervies7Murray ; 'arric The big %ve personaity dimensions and $ob performance: a meta&anaysis #ersonnel #sychology:
* 6ntegrity< Conscientiousness78ohn E Hunter -he validity and utility o& selection methods in personnel
psychology #sychological 'ulletin:
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' (ormua for Hiring
-his taes years o& practice to!ecome even moderately good
6& you &ollo this method you ill!e success&ul and it ill
massively increase your chanceso& success
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SellingInterviewsAssessmentSourcing
' (ormua for Hiring
1* rite a scorecard
2* +ource candidates
* =uali&ying assessment>* +tructured intervies
5* +elling the candidate
Scorecard
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)* +corecard: e,ampeRole:
V# 6nside +ales
Mission: -he goal o& the role is to run a multi?tiered sales process ith high?volume transactionalsales hich serves as lead gen &or comple( enterprise sales* -o !e the liaison ithmareting and engineering in order to help ith product strategy* -o increase revenuesto $50M in year one and hit revenue targets as they)re set &or the &olloing years*
Outcomes:1 month3
• 'uild out cold calling script demo script• Esta!lish metrics and daily management
cadence• #ut together commission plan &or %@ team
months3• Help hire 15 %@ reps and ensure at least A5B
success rate• Hit $25M revenue target &or campaign
months3• Dn trac to hit $50M revenue target &or the
year•
Ensure 0B o& reps are hitting 0B o& 4uota
Competencies:• Drganied• Metrics driven• E(pert in sales tactics• E(perience ith +aa+
sales•
ell connected and canhelp ith recruitment• ,nderstands territory
management• Gnos education spaceSellingInterviewsAssessmentSourcingScorecard
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-* +ourcing candidates
• 8o! posts suc . use as last resort
• 6n order o& eectiveness3
1* ;e&errals2* #roactive outreach
* EventsIin!ound candidates
>* 8o! postings
SellingInterviewsAssessmentSourcingScorecard
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.* /uaifying 'ssessments
• 6= . e*g* onderlic
• +ills assessments . e*g* Hacer;an • #ersonality tests . aste o& time
7e*g* Myers?'riggs @6+C:
SellingInterviewsAssessmentSourcingScorecard
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* +tructured interviews
1* +creening intervie
2* -opgrading intervie
* Focused intervies
Notes:• Jou don)t need to do the complete process
on every candidate . that taes ees 7ormore:
• -he more senior the role the more o& theprocess you need to do
SellingInterviewsAssessmentSourcingScorecard
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1s this a good interview
2uestion?
K6magine one o& your colleagues ishaving a conLict ith a co?orer ho
ould you handle that
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1s this a good interview
2uestion?
K6& you had an innite supply o& aterand a 5 liter and liter !ucet ho
ould you measure e(actly > liters
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* +tructured interviews:
What doesn3t work • Chit?chat intervie style
•
Many unstructured intervies• Nogic pules and Ktrics
• +ituational 4uestions
• Out &eelSellingInterviewsAssessmentSourcingScorecard
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* +tructured interviews:
What does work
•
-rac record 7i*e* data:
• -est &or actual /o! tass
SellingInterviewsAssessmentSourcingScorecard
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* +tructured interviews:
(urther reading
ho3 -he % Method &or Hiring'y Oeo +mart and ;andy +treet
SellingInterviewsAssessmentSourcingScorecard
-opgrading'y 'rad&ord +mart
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4* +eing the candidate
• Find hat their values are . &amilymoney adventure
• Focus selling to their values
• ,se third parties to validate theopportunity
•
'e &air and honest a!out role
SellingInterviewsAssessmentSourcingScorecard
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5eview: ' (ormua forHiring
1* rite a scorecard . role description and measures o&
success
2* +ource candidates . re&errals and poaching
* =uali&ying assessment . 6= < sills tests
>* +tructured intervies3
1* +creening call . are they orth taling to
2* -opgrading intervie . gather data
* Focused intervie7s: . assess specic sills < t
5* +elling the candidate . gure out hat they value
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Thank you