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19 results for “talent acquisition”
Topic10 mentions across episodes
Talent acquisition
...talent? I think talent acquisition management is the cornerstone of investment management because ours is a human capital business. Your assets ride the elevator every day, so to speak, and so getting it right is essential. And the hardest part is no
20:10 / 21:20
from transcript20:10 – 21:20
...acquisition? And also, what are some of the biggest mistakes you made on hiring? The first thing on talent is just really caring about it, which sounds kind of obvious, but we had a great early investor and advisor, Hadi Partovi, who was also an earl
27:35 / 29:49
from transcript27:35 – 29:49
...talent acquisition, but you created a core competency in that. I wanna be a business of the 35 year old killer. The person that has all the tools, but they need people in their corner.
29:03 / 30:17
from transcript29:03 – 30:17
...aware of all the talent out there or what they need. You know, you need a good partner, whether it's a cofounder, whether it's a recruiter, whether it's your VC. You need someone to bounce these ideas off that can help you think through creative ways
15:41 / 16:47
from transcript15:41 – 16:47
...talent to begin with. So really talented people are highly uneven.
17:07 / 18:18
from transcript17:07 – 18:18
...a talent acquisition and retention strategy because if you fail at sources of capital, if you fail at finding the deals that should be yours, or if you fail at finding the right people that you should be working with, then you're gonna fail at all th
11:19 / 12:21
from transcript11:19 – 12:21
...talent, and you can typically look at the companies and the quality of people as you interview and meet the people at the company. You can assess, does this does this company have a high talent bar or not? And the best people, unfortunately, for new
9:00 / 10:07
from transcript9:00 – 10:07
...We have talent acquisition, and then we have HR as well as organizational development, OD. We are from the land of fruit and nuts and touchy feely in San Francisco, and we practice on ourselves, personal and professional development, and our companie
2:18 / 3:20
from transcript2:18 – 3:20
...teams, not just talent. You can have 50 top performers, the best 50 people out there, But if they can't collaborate and they can't work together, you're going to get bottlenecked and stuck. So the most simplistic way to think about hiring teams is to
5:54 / 7:03
from transcript5:54 – 7:03
...versus talent? I think experience can be a negative thing in some cases. You often want people who are super ambitious. They have a lot to prove. They are more open minded towards how how you should work together in a team. For many roles, I I think,
6:42 / 7:45
from transcript6:42 – 7:45
It's like hiring. Everyone fucks up hiring, if we're honest. I mean, I don't know if I've had any company that's just nailed hiring. What's your hiring process and how has it changed? My hiring process is very complex. So starting with sourcing, I'm
18:45 / 19:45
from transcript18:45 – 19:45
...to your own environment and expect it to thrive. Before we go on, it's worth defining what it means to thrive in your work. A big part of that is letting people bring their full selves to what they do. A founder by default brings their entire self to
5:16 / 6:17
from transcript5:16 – 6:17
...job with their talent management, and sometimes
19:58 / 21:32
from transcript19:58 – 21:32
...with talent, and you can typically look at the companies and the quality of people as you interview and meet the people at the company. You can assess, does this does this company have a high talent bar or not?
8:15 / 9:18
from transcript8:15 – 9:18
...their talent management, and sometimes they're hiring based on who's available at the time, who knows whom, etcetera, versus actually knowing what's the right sort of characteristics that you need for a person in that job. So I think we've become ver
20:44 / 22:20
from transcript20:44 – 22:20
...for talent and retain it? Great talent, in my experience, wants three things. They want to become great investors. Mhmm. They want great compensation, and then they wanna work in a awesome culture, like entrepreneurial culture. Mhmm. I started this f
11:46 / 13:05
from transcript11:46 – 13:05
Their skills, their roles, and culture all need to fit together because trust and collaboration matter just as much as individual excellence. And then finally, and maybe most importantly, and one of the hardest things to do, especially in hypergrowth
6:38 / 8:02
from transcript6:38 – 8:02
a bet through other people. I feel like that's a distinct skill set. And so retired hedge fund managers who were pretty high EQ are probably a pretty good pool. If you could make it feel like it's their money. Either lend them money or they put half
44:59 / 46:02
from transcript44:59 – 46:02
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