Hiring Humans, Not Resources
Eventually we learned from our mistakes and failures that we could improve our hiring results in two ways: 1) by always being crisp and clear on exactly what kind of person we were looking for, and 2) by developing our vocabulary for and means of evaluating people’s abilities at a much more granular level.
Ray Dalio • Principles: Life and Work
Here’s a quick outline of some of the things I’ve encountered: 1. Hiring T-shaped people versus specialists2. Try to get doers3. More candidate flow solves a lot of problems4. Interview for the actual work you’ll be doing, not skillset trivia5. Raw intelligence is just one factor – don’t overestimate it.
Andrew Chen • Building the initial team for seed stage startups at andrewchen
Everything I Wish I Knew About Hiring
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What if organizations weren’t machines needing parts, but living systems seeking nutrients? To recruit for a role is to fill a predefined slot—an act rooted in a mechanistic, industrial-age logic where efficiency and control dominate. The individual is a functionary, the job a fixed point, the relationship extractive and static. But to recruit for ... See more
What if instead of recruiting for roles, we recruited for contribution?
“The majority of companies don’t work in the way we do, which leads to fewer people with these kinds of skills. A conventional interview process, often modeled by large companies, doesn’t account for this. It’s challenging to assess in interviews if someone is truly a builder, has good taste and judgment, can take initiative, and approaches problem... See more