The dilemma of start-up companies: senior people or not recruit

Shakespeare has a statement: to being or not to being, which is a question. This question, for the start-up company, perhaps is: senior person, recruit, or not recruit, this is a problem. The advantage of senior people for startups is that they can speed up the growth trajectory of the company, and the danger is that a little carelessness will not only destroy the company's own culture, but it will even degenerate to death. Ben Horowitz, a famous tech entrepreneur, recently made his point on his blog, "Old arranges": The company you just started is doing well and business is expanding, and just then you hear a sensible person say, "You should hire the senior, the real." Executives who have done these things to help you take the company to the next stage. "Just, really?" Is this the right time? If so, where do you need to start? After hiring them, what do you need to do to them? What criteria do you use to judge the performance of their work? Perhaps you should first ask the question: "Why should I hire these senior people?" Are their fashion dresses, their political ambitions, and their habit of going home to their families, all of which will not destroy the company's culture? "To some extent, the answer to such questions may be positive, and that is why this question deserves serious consideration." However, no matter how, at the right time, whether the introduction of the right talent, the company's future development impact, may be poor. Let's go back to the original question-why should we hire senior people? The simplest and most obvious answer is: time. As a science and technology start-up company, from the start of the day, until you die, is a race in the same time process. No start-up company can have a long time to explore the market. Even the best ideas, when viewed at intervals, can be bad. Imagine what it would be if Mark Zuckerberg started Facebook last week. In Netscape, it took us only 15 months to go public. If we are six months late, we may face competition from 37 other browser companies. Take a step back, even if no one can do a positive battle with you, in the company founded five or six years later, most employees will lose the original dream, no matter how big the pie you give them, the dream of how brilliant. So hiring someone who has experience with what you're trying to do will fundamentally accelerate your success. But CEOs should be aware that hiring these senior people into your entrepreneurial team is like an athlete taking doping for grades. If everything works well, you can quickly achieve an unprecedented goal, and if it is self-defeating, you may degenerate to death. To make things go well, startups should not let your demands on these seniors become abstract and vague. If you have a vague position about who you really want to find,Failure is conceivable. The most correct motivation for hiring a senior person is to gain knowledge and experience in a particular area of expertise. For example, a founder of technical origins may not understand how to build a global sales channel, create and maintain an invincible brand. Bringing in a world-class expert can help the company succeed in a specific way quickly. For a particular position, whether it is waizhao or internal promotion, the most important thing is to understand whether this position requires external knowledge or internal knowledge. For example, for a project manager position, first you need to have basic programming skills, a very deep understanding of technology, and you need to know how to run a large engineering team, so you may be more interested in knowledge from within the company than from outside. Similarly, if a company wants to recruit a sales person for a large company, the standard of consideration will be more from external experience. Such salespeople are more important than your knowledge of the company to understand what the target audience is thinking about, to see their trends, to be familiar with their cultural leanings, and to maximize their sales in a specific number of people. This, too, is why project managers are usually promoted internally, and the reason that sales directors usually recruit from outside. The question you need to ask yourself is: "Do I need more external knowledge or more internal knowledge for my job?" "This question will also help you to consider the senior people who have been recruited. After you recruit people, how to get them to work efficiently is also a very difficult problem. These senior people have a few problems: the culture they already have-the habits and the style of their behaviour-are rooted in the company they used to serve, and it's impossible to match your company's culture exactly. They know how the whole system works-because senior practitioners often come from a larger environment, so their usual skills and efficiency are learned from past experience. These habits may be more political and a little more abrupt for new startups. What you don't understand, they know--in fact, that's why you need to hire them. So how do startups measure whether their performance is good enough? All these issues need to be considered in order to prevent the entrepreneurial culture changes brought about by the recruitment of senior people. First, you need to make strict demands on your company's culture and rules. Someone with the culture of another company, that's fine. Sometimes these exotic cultures are more valuable than startups ' own culture. Just, the creation of a start-up company, itself will form their own unique culture and style, if you want to incorporate new ideas, so that enterprises more diversified, this is no problem, but, it is noteworthy, must not because of these foreign personnel, change their core culture and values. Second, beware of politically motivated acts, which should be tolerated in 0. MoreIt is important to set a high and clear standard when reviewing employee performance. If you want to have a world-class company, you have to make sure that your employees-both old and new-must be world-class. It's not enough to just hire someone who's better than you, because you're not good at it-and that's exactly why you want to recruit them. Never set a very low standard for this job because you are not good at doing it. For example, I know a very young CEO who just listens to a few moving stories at lunch and is confident about the company's marketing and PR. Anyone can write a beautiful report on a good company, which is not a world-class PR job. World-class PR should have the ability to reverse the decline, and when necessary, they can say chicken poop as salad dressing. This ability needs to be built on a long-term and trusting relationship, and requires a very deep understanding of the functions and skills of PR, as well as confidence when applied. These abilities are not available to a PR rookie. As for what is the highest standard, an effective way is to interview the top people in the industry. Find out what their standards are, and then put that standard, draw it over for you. And once the standard is set, even if you do not know how to achieve this standard, in the implementation process, you must strictly abide by. It's not for you to think about how to create a valuable brand, how to take advantage in a level playing field, or how to achieve a seemingly impossible sales target--that's what the value of recruiting senior people is. In the end, the senior person you need to recruit is not limited to a target performer, he also needs to be part of the team. My friend Bill Campbell has a very good methodology for this, and he uses the following four parts to measure the performance of these incoming executives: goal VS Results-once you set a high standard, you can measure the performance of executives directly through this standard. Management-even if these seniors do a good job, it doesn't mean they can build an efficient and loyal team. Even if they can accomplish their goals very well, you need to know how they manage. Innovation-sometimes this group of senior people ignore future planning because they are preoccupied with immediate goals. For example, for an engineering manager, he might just be able to do what he has to do in a predetermined period of time, instead of managing the overall architecture, and the result may be that the final product does not support the next version. That's why you need to see not only the final sausage (products), but also the sausage processing workshops to find out how they are produced. Working with co-workers-this may not be easy to notice at first, but executives have to make sure they can communicate effectively with their employees, support each other, and help the team get the resources they need. This is also an important measure of their performance. Oh, honey, you sold your spirit.When you first hire a veteran, you may have the feeling of selling your soul. carelessly, you may lose the soul of the whole company. But if you want to make a point out of nothing, you have to take the risk and win the race against time. In other words, you have to hire people who are experienced, knowledgeable, and experienced--even if hiring them may bring a lot of problems that arise from age diversity. Original address: http://www.36kr.com/p/200463.html