How to Scale Talent With Jobbio, Homebell and Glovo

By April 23, 2018 ScaleUp

How to Scale Talent With Jobbio, Homebell and Glovo

Ep.6 of ScaleUp Heroes | #Topic: Scaling Talent

“We bring the best minds with the best real-life experiences when it comes to scaling up businesses. These are the heroes who took on the difficult odds and lived to tell the tale”

Watch full episodes of showtime HERE

Host: Randy Cantrell
Moderator: Miguel Dias, Co-founder & CEO at ScaleUp Academy
Panelist: Aimee O Mahoney, Human Resources & Talent Manager at Jobbio
Panelist: Alexander Kootstra, Head of Recruitment at Homebell
Panelist: Utsav Agarwal, Head of Expansion EMEA + APAC at Glovo

How do you assure you have the best people joining you and synchronizing with your corporate culture?

Ensure you have an applicant tracking system. Always market at the major talent aggregators like LinkedIn and so on. You also need an exceptional employer brand. People that work for you need to vocalize their positive experiences when working for you.

Direct messaging and referrals are still a great way to reach out to talent. Many people incidentally make career choices based on moving locations and are looking to find work that connects them into the local talent pool.

The Pitch to the employees needs to be crystal clear. What’s in it for them? Are there stock options involved? There is a war for talent and people have numerous options. Recruiters must deliver with impact. The startup life is grueling and your passion for your product should be infectious enough for people to view the remunerations as fringe benefits. Hiring people with the drive to further themselves and the product is essential and it usually comes about by hiring people with average credentials.

To launch into a market, green light hire into a market by tapping into the local startup ecosystem. When hiring the local talent, have them share the company’s brand among their peers.

Try a local search then broaden it to other countries. Use Linkedin recruiter as much as possible. For tech hires, they are well worth the visa hassle.

When on-boarding, have your new talents see the entire operations. For a tech hire, on day zero throw him or her into a problem and see what they come up with for a solution. Its natural for them to feel overwhelmed.

At some point in time, talent can outgrow their current positions so it’s important to discuss role changes and make an effort to create the opportunities for their growth. Some employees need clear direction and others need minimal oversight and the liberty to create new direction. All line managers need to adapt to either employee.

Retaining talent during a startup roadblock is never easy. Employees prefer to work in a rapidly growing company that seems secure. A sinking ship never inspires confidence. There is no real answer as to how to proceed.

Teams should not be more than 8 people. Hierarchies should be avoided. Stepping on toes should be encouraged, as long as there is honest feedback. The best employee is never always the best manager. They can burn out if you push them to lead.