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20 results for “hiring philosophy”
Topic4 mentions across episodes
hiring
...hiring this, interviewing this person and make our own decision. And there's some stats that show that even HR professionals in many cases within seconds,
51:00 / 52:02
from transcript51:00 – 52:02
...philosophy of don't don't allow the person who's most desperate to add someone to their team, be the decision maker on the person, I think is a pretty important philosophy. Another one that's pretty important to me is what I call, actually, maybe I'l
6:39 / 7:45
from transcript6:39 – 7:45
...job on the whole hiring process. They're just very random. Another big thing we need to talk about is what is your philosophy on this? Would you rather hire, say, university graduates and develop them into the kind of people you need? Or do you say,
29:12 / 30:15
from transcript29:12 – 30:15
...at hiring and then really good at firing, my work is done. That impact is gonna be far greater than me bringing in Joe Schmo. He was at Google for twenty years. He must be the best. I'm not saying if you're at Google for twenty years, you aren't gonn
50:58 / 52:26
from transcript50:58 – 52:26
...hiring a new editor for the pod. We arranged and we rearranged our entire production team, and they quit on the first day. Ugh. It wasn't a match. We should have trusted LinkedIn jobs, and we did. And now we have a great editor who is dialed in. So h
10:29 / 11:31
from transcript10:29 – 11:31
...you hiring, you know, bringing on to the team. When we were just, you know, eight people and then eventually 12 is kind of what we had right before a big AI launch. You know, that was sort of the core team. All 12 are still with the company today. Yo
17:38 / 19:11
from transcript17:38 – 19:11
...on hiring that's most important. If you decide, for whatever reason, you're gonna hire junior people, then the worst thing you can do is do that and not have somebody in place to develop them. If you just hire junior people and they have no coaching
29:59 / 31:05
from transcript29:59 – 31:05
“Your first 40 hires will make or break your entire company culture”
...hiring people to those values, I think, is so critical. If you get that wrong, you end up with a culture that is is not not right.
18:13 / 18:36
tactical advice18:13 – 18:36
When I was coming up, I had these long lists of things I needed people to have done in order to even be eligible for the job. And what I found more and more was if I'm willing to invest the time, I can teach people a lot of what they need to know. An
38:55 / 40:07
from transcript38:55 – 40:07
...hiring, you're looking for, again, is this person in low beta or not? That's going to be For sure. I mean, it's really quite a useful way. You know, when you meet a candidate and you I mean, my modus operandi, and I think, you know, with talk about h
34:10 / 35:32
from transcript34:10 – 35:32
...you're hiring a recruiter and it's the recruiter's job to like hire for you. But the recruiter doesn't really get what you want because you don't know what you want. And so I think the best hires will come from like super active involvement by the hi
17:59 / 19:03
from transcript17:59 – 19:03
...into hiring too. You know, really understanding what people have done in the past and why. And then I think you can also test for specific skills in the hiring process. I mean, I think you wanna understand why you wanna hire someone, and then I think
1:02:10 / 1:03:16
from transcript1:02:10 – 1:03:16
...hiring decision. They could override or they could in either direction. At Google, it was all done by committee, and it was intentionally a committee of people that were not, involved. But in in all in Amazon, they use a a tool called Bar Raisers tha
5:56 / 7:02
from transcript5:56 – 7:02
...hiring that person in Kiev and their other option
23:57 / 25:16
from transcript23:57 – 25:16
...is the highest leverage thing that you can do, and great companies will always have great people. But for us, it wasn't just about finding the great people. It was about finding and hiring the right people. So let's look at three key principles that
5:14 / 6:24
from transcript5:14 – 6:24
...the wrong person not only wastes a ton of your valuable time, but it's gonna impact morale at your company. You know that. They become a total drain on the entire team. We spent weeks hiring a new editor for the pod. We arranged and we rearranged our
9:45 / 11:19
from transcript9:45 – 11:19
...hiring and what you're hiring for, what the expectations are. So if they come to work, what's gonna be the mark of success at your ninety days? What do you expect them to have achieved? And at the end of one year, where do you expect them to be? And
51:40 / 52:51
from transcript51:40 – 52:51
is hiring. It's just such a competitive market. If you're trying to hire the creme de la creme, if you're trying to hire the best engineers in the world, which we are, you know, a a good engineer or I should say a great engineer has total optionality
6:38 / 7:47
from transcript6:38 – 7:47
...hiring. Yeah. We we have, we have six people at the moment. So really recently small team. You know, I think with hiring, it's funny, man. Like, there's so much hiring advice online and you read it and you're like, yeah, this is super obvious. And th
59:14 / 1:00:22
from transcript59:14 – 1:00:22
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