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A guide to
HIRING
FOR YOUR
STARTUPYevgeniy Brikman
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What is the most important
part of a startup?
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a) The idea
b) The technology
c) The sales and marketing
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a) The idea
b) The technology
c) The sales and marketing
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People are the most
important part of a startup
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Differences between
people are massive
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Therefore, hiring is the most
important thing you do
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Best piece of startup
hiring advice:
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Don’t do it
(yet)
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Stay small as
long as you
can
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Build a culture
of leverage and
efficiency
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Eventually, you’ll
need help
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Founders spend >25% of
their time on hiring
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You must spend this
time wisely
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I’m
Yevgeniy
Brikman
ybrikman.com
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I wrote
a book
about
startups
hello-startup.net
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based on my
experiences at
LinkedIn &
TripAdvisor
hello-startup.net
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as well as
interviews with
developers from
many startups:
hello-startup.net
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Google, Twitter,
Facebook, Stripe,
Pinterest, Quora,
Coursera, GitHub,
and many others.
hello-startup.net
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Here’s what I
learned about hiring
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1. Who to hire
2. Where to look
3. How to interview
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1. Who to hirea. Co-founders
b. Early hires
c. Later hires
d. What to look for
2. Where to look
3.How to interview
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1. Who to hirea. Co-founders
b. Early hires
c. Later hires
d. What to look for
2. Where to look
3.How to interview
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You need a co-founder
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to fill in your weaknesses
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to talk you out of bad ideas
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to share the work load
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Two or three founders
works best
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Building a successful
startup takes 10 years
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So be careful when
picking a co-founder
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Look for someone
you’ve worked with before
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College classmates &
former co-workers are ideal
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Split the equity evenly
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Make sure everyone
is on a vesting schedule
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Remember, a successful
startup takes 10 years
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You need everyone to be
bought in for the long term
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1. Who to hirea. Co-founders
b. Early hires
c. Later hires
d. What to look for
2. Where to look
3.How to interview
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Early hires are
like bringing
new DNA into
your company
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Choose the first
10 employees
very carefully...
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...as they
determine the
next 100
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Airbnb CEO Brian Chesky
would ask early candidates:
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“If you had a year left to live,
would you take this job?”
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Early on,
prefer
generalists
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In the early
days,
everyone
has to do
everything
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“You don't want
someone
saying
that's not
my job”
- Julia Grace
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1. Who to hirea. Co-founders
b. Early hires
c. Later hires
d. What to look for
2. Where to look
3.How to interview
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Later stage startups
can hire more specialists
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Prefer “T-shaped People”
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Experts at one discipline (vertical leg of T)
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Broadly skilled at others (horizontal leg of T)
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1. Who to hirea. Co-founders
b. Early hires
c. Later hires
d. What to look for
2. Where to look
3.How to interview
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Smart and
gets things
done
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Smart
because you
constantly
have to
learn
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Gets things
done
because you
must ship
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Good communication skills
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Can you converse with them?
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Can you understand their
writing?
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Can they explain
complicated concepts?
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A good culture fit
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Similar tastes & appearance
is NOT culture fit
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It’s discrimination
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Real culture fit is
about shared values
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E.g. at Zappos, providing amazing
customer service is a core value
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Everyone who is hired
answers customer calls
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That’s culture fit.
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1. Who to hire
2. Where to looka. Use your network
b. Employer branding
c. Job boards
d. Premature optimization
3.How to interview
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1. Who to hire
2. Where to looka. Use your network
b. Employer branding
c. Job boards
d. Premature optimization
3.How to interview
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The majority
of startup
hiring is via
referrals
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Referrals
fill jobs
faster
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Referrals
have the
highest
retention
rate
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Referrals
are the
highest
quality hires
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1. Who to hire
2. Where to looka. Use your network
b. Employer branding
c. Job boards
d. Premature optimization
3.How to interview
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Employer
branding is
attracting
candidates
to your
company
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You do this by
sharing
valuable
content and
teaching
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Blogs,
meetups,
hackathons,
conferences,
open source,
etc
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1. Who to hire
2. Where to looka. Use your network
b. Employer branding
c. Job boards
d. Premature optimization
3.How to interview
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No one likes job postings
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“Results oriented”
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“Has at least 12 years of iOS
experience”
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Only active job seekers look
at job postings
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If you just
“post and
pray”, you
only reach
1 out of 5
candidates
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If you’re going to post jobs,
get creative
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And post
them in
the right
places
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Better yet, reach
out to candidates directly
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1. Who to hire
2. Where to looka. Use your network
b. Employer branding
c. Job boards
d. Premature optimization
3.How to interview
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Old joke:
the boss
takes half
the resumes,
throws them
in the trash
and says...
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“I don’t
hire
unlucky
people.”
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You’re
throwing
away
resumes
if you:
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reject
someone
for typos
in their
resume
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reject
someone
for not
having a
particular
degree or GPA
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reject
someone
for not being
a “bro” or
a “ninja”
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Instead of
looking for
reasons to
reject a resume...
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“Look for
something
that shines”
- Gayle
Laakmann
McDowell
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1. Who to hire
2. Where to look
3. How to interviewa. Interviewing is hard
b. Basic interview process
c. Interview questions
d. Making an offer
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1. Who to hire
2. Where to look
3. How to interviewa. Interviewing is hard
b. Basic interview process
c. Interview questions
d. Making an offer
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You get an hour to make a
decision that lasts for years
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1970’s orchestras:
5% of members are female
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1990’s orchestras:
35% of members are female
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The difference?
Blind auditions.
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Interviewers will be wrong.
Err on the side of no.
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1. Who to hire
2. Where to look
3. How to interviewa. Interviewing is hard
b. Basic interview process
c. Interview questions
d. Making an offer
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Email, phone, in-person.
Get them interested.
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Step 2: phone screen
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On-site interviews
are expensive
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Use a phone
screen as a filter
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Step 3: on-site interview
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Aim for 4-8 interviewers,
each with a different focus:
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communication, culture fit,
job-specific skills, closer.
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Don’t confuse
interviews with
interrogations
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Your goal is
learning, not a
confession.
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Make sure the
interviewers
are good
representatives
of your company
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1. Who to hire
2. Where to look
3. How to interviewa. Interviewing is hard
b. Basic interview process
c. Interview questions
d. Making an offer
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Puzzles and
brain teasers
are terrible
interview
questions
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Whiteboard
coding is a
terrible
interview
practice
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There are much
better
alternatives
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Work on real-
world problems
(GitHub,
Jawbone)
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Give a talk
(Peopleware)
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Take home
problems
(Pinterest)
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BYOL: Bring
Your Own
Laptop
(Coursera)
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Go through a
real workday
(Typesafe)
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1. Who to hire
2. Where to look
3. How to interviewa. Interviewing is hard
b. Basic interview process
c. Interview questions
d. Making an offer
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First, check references
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What has this person
accomplished?
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What was it like working with
this person?
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If the
reference checks are good,
make the offer personally
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Then follow up in writing
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An offer has
four parts
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Part 1:
the
opportunity
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There's work and there's your life's work.
The kind of work that has your fingerprints all over it. The kind
of work that you'd never compromise on. That you'd sacrifice a
weekend for. You can do that kind of work at Apple. People
don't come here to play it safe. They come here to swim in the
deep end.
They want their work to add up to something.
Something big. Something that couldn't happen anywhere else.
Welcome to Apple.
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Part 2: the salary
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Be fair and transparent
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Use a formulahello-startup.net/resources/salary/
Salary = (job type x seniority x experience) +
(location + salary choice)
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Seniority Salary
Executive $150,000
Senior $125,000
Junior $100,000
Use a tablehello-startup.net/resources/salary/
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Part 3: the equity
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Be fair and transparent
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Equity = (i - 1) / i
Use a formulahello-startup.net/resources/equity/
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Employee Equity
Hire #1 2-3%
Hire #2 - 5 1-2%
Hire #6 - 15 0.5-1%
Use a tablehello-startup.net/resources/equity/
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Part 4:
the benefits
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Listen to
the candidate
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$1 in benefits can be worth a
lot more than $1 in salary
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Time off,
classes,
outings,
commute,
hackathons,
remote work, etc.
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People are the most
important part of a startup
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Founders spend >25%
of their time on hiring
Page 147
Use your
network
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Build a
strong brand
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Be thoughtful
about how
you interview
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Make an offer
they can’t refuse
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Check out
Hello, Startup
for more info
hello-startup.net
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Slide 1, Road: Bec Brown
Slide 2, Business plan: Heisenberg Media
Slide 5, People: Heisenberg Media
Slide 8, Four buildings: Davide Ragus
Slide 11, Ant: US Dept of Argriculture
Slide 13, Helping Hand: Tomas Sobek
Slide 21, Handshake: Flazingo Photos
Slide 22, Road: Joshua Tree National Park
Slide 25, Jobs & Wozniak: Revol Web
Slide 29, Schmidt, Brin, Page: Joi Ito
Slide 32, Classmates, Travis Rigel Lukas Hornung
Slide 34, Scale: Bob Miller
Slide 39, DNA: EnzymLogic
Slide 42, Brian Chesky: Official Le Web Photos
Slide 44, Swiss Army Knife: Wikimedia
Slide 48, Tools: Lachland Donald
Slide 49, T-shaped person: Valve
Slide 53, Brain: Allan Ajifo
Slide 56, Tin Cans: Sebastien Wierz
Slide 60, Scrabble value: Got Credit
Slide 69, InMap: Ali Imam
Slide 74, Honey: Thien Gretchen
Slide 78, Flyers: Joel Kramer
Slide 82, Passive candidates: LinkedIn
Slide 83, Billboard: Google Blog
Slide 87, Trash can: Sebastien Wiertz
Slide 97, Office interview: Weltbild Verlag GmbH
Slide 103, Keyboard typing: iloque
Slide 105, Phone call: NEC Corporation of America
Slide 108, Office: Robert Couse-Baker
Slide 111, Chair: Paul Kehrer
Slide 115, Puzzle question mark: Horia Varlan
Slide 116, Whiteboard: Doc Searls
Slide 117, Light bulb: R. Nial Bradshaw
Slide 124, Reference call: Martin Cathrae
Slide 129, Letter: Bearstache
Slide 132, Money: Ervins Strauhmanis
Slide 136, Stock certificate: Wystan
Slide 140, Ear: Travis Isaacs
Slide 152, Questions: Derek Bridges
Photo credits