Our great panel included Richard Shepherd, Global Head of Product at JUST EAT, Michelle Coventry, Talent & People Advisor at Kindred Capital VC, and Jack Tang, Co-founder & CEO at Urban, who between them have hired hundreds, even thousands, of startup employees.
"One of the biggest challenges for Startups has always been hiring."
Amy quizzed them on their best tips on hiring and sustaining teams, whilst managing the ever-changing demands of a scaling company.
We’ve put together a selection of the panel’s best advice from the night to help you!
As Michelle said: “I think the product is really important, and I would say the ambition is second. We don't see enough ambitious companies in Europe, so if you are ambitious, then be bold and tell people about it. We're really bad in this country at being humble, but you can still be ambitious and humble. You should try that.”
“I think the product is really important, and I would say the ambition is second. We don't see enough ambitious companies in Europe, so if you are ambitious, then be bold and tell people about it. We're really bad in this country at being humble, but you can still be ambitious and humble. You should try that.”
"Share your vulnerability and true motivations with the people you interview"
Speaking on the interview process Jack added: “Whenever we bring in a candidate near-final stage, we always get them to meet the people they’ll be working closely with — and we get the managers out of the room, so they can ask genuine questions like, ‘What’s it like to work here?’. That really drives conviction.”
Richard had this to say: “So, I can't think of many examples where after the first round interview where you don't have a pretty strong sense. And then the challenge is to deliberately try and challenge your bias at that point. So normally I feel very strongly, positively or negatively, I have to then allow other people within my team to interview somebody with me not there, and not sharing my biases with them, and then have some way of collecting that feedback anonymously.”
As Michelle said: I think hiring slow, at pace if you can do that, but firing faster than you're hiring is important. But it doesn't have to be about experience to let someone go because it's often a relief. It really is a relief and a release, and that goes back to being honest.
Jack explained: “It's like...this particular beautician or therapist, how many bookings did they do in a particular time frame?... People just started really looking forward to it, and there was a nice buzz, and it's become something of a ritual in the company. So I think it's these small, humble things go really, really far.
Lastly, when it comes to finding quality candidates to interview, Richard Shepherd said:
“I just partner with Few and Far, and the best candidates come straight through the front door.” - Thanks mate! ????????