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Hiring top startup talent on a budget during the Great Resignation –

Great resignation It did not raise corporate media to sell advertising views – if you are trying to hire them, the struggle is real.

Since the onset of the disease, the percentage of workers leaving their jobs has reached a 20-year high, according to the U.S. Bureau of Labor Statistics.

Pew Research It has been found that most employees leave for one of three reasons: They do not make enough money, are not given opportunities to improve, and perhaps most importantly, many feel respected.

These points mean that startups cannot compete with wages and benefits alone. Instead, recruitment managers should convince future employers to join a supportive culture where they can expand their skills by contributing (and contributing) to the success of the company.

There is a very limited supply of capacity which is probably the greatest need I have ever seen, so it is really important that people think about how to differentiate. Glen Evans

To learn more about how founders can improve their recruitment and recruitment process, acquire and develop competencies, and discover some of the best ways to close candidates, I spoke to Glen Evans, a partner in the basic talent team. of Greylock, the first stage of TechCrunch.

“The labor market situation is more competitive than I have ever seen,” said Evans, who has over 20 years of experience overseeing recruitment and team building for fast-growing companies including Slack, Facebook and Google. Graylock, leads a consulting firm on file writing and acquisition capabilities.

“There is a very limited supply of resources which is probably the greatest need I have ever seen, so it is really important for people to think about how to sort and build foundations and habits to get the right quality in the early days, “he said. . “It’s not missile science.”

Create a streamlined, repetitive writing process (and make it easier)

Before hiring, Evans said founders and recruitment managers should first develop a measurement system as the team grows.

“I’ve seen a lot of companies doing this loosely, and it causes a lot of problems along the way,” Evans said. “Create a structured, organized and repetitive process, where you have clear lanes and clear spaces covering the interviewers. Do not make it difficult, but create a structure to train new staff.

Everyone involved should have a clearly defined role, but it is also key that every aspect of the recruitment process involves marketing, branding, product pricing and overall company goals. To promote cohesion, train staff on the best basic methods of interviews and make score cards that show the requirements.

“Scorecards will help you keep up with the signs, have the right questions, create a structure and then contact to make sure people are following,” Evans said. “They don’t employ gut feelings – they have real facts that they can link to why this person is going to be a good employee.”

Develop a writing culture, and invest early

The statement “always shut up” Originally a drama about high-pressure home sales strategies, but it is also a mantra for founders in the early stages of team building. Evans said team members need to schedule time each week to recruit, meet candidates and use their networks to recruit new staff.