Podcasts about criteria corp

Unlock the secrets to crafting a powerhouse team that can turbocharge your brand's trajectory! Is it time to stop going it alone and embrace the might of a diverse team? Our latest episode of Brand Fortress HQ Tactics Tuesday promises to reveal why the lone wolf strategy may be holding you back and how embracing specialized skills can lead to unprecedented growth. Drawing from our rich e-commerce and agency experiences, we explore how handing over tasks like PPC and catalog management to experts can free up your time to focus on strategic planning and innovation.We encourage you to "fire" yourself from roles that others can handle more effectively, enabling you to concentrate on the big picture. This episode is all about self-evaluation: determining the true value of your time and identifying which tasks can be delegated to talented individuals. Embrace the possibility of working with team members who might even surpass your skills in certain areas, ensuring your business thrives on their expertise. By strategically hiring and outsourcing, you can significantly enhance efficiency and success, allowing you to focus on expanding your market presence and nurturing a loyal customer base.Dive into the intricacies of the hiring process in the age of AI, where we navigate the fine line between automation and genuine skill evaluation. With insights into using tools like Criteria Corp, we share best practices for streamlining candidate assessments and aligning recruitment processes with compensation expectations. We discuss the benefits of structured hiring processes that go beyond basic qualifications, ensuring you bring on board people who fit your company's culture and future vision. Regular self-assessment is key to identifying tasks ripe for delegation, thereby freeing up your time for strategic growth. Tune in to discover how to build a team that propels your business forward!

"An investment in education gives the best returns” Benjamin FranklinTony Miller is managing director of Excolere Equity Partners, a private equity firm focused on the education space.  He holds a number of board roles including Apollo Education group, ACT, Criteria Corp and Go Guardian.  He was co-founder of the Vistria Group, a Chicago based private equity firm and prior to that was Deputy Secretary and Chief Operating Officer in the US Department of Education.  Our conversation traces his extensive career in education, including roles at McKinsey, Silver Lake, Vistria and the US Department of Education. He emphasizes the importance of deploying private capital in education to achieve significant impact at scale and highlights the need for innovative solutions that can be scaled across various educational sectors.  We turn then to the potential role of AI in transforming education, and how to align financial returns with educational outcomes. Miller underscores the significance of diversity and inclusion in education and shares personal reflections on career highs and lows. This podcast is kindly supported by GCM Grosvenor. GCM Grosvenor is a global alternative asset management firm with a longstanding commitment to supporting small, emerging, and diverse investment managers. For over 30 years, the firm has developed expertise in funding and guiding these managers as part of its broader activity across alternative investments.  With over $20 billion in AUM dedicated to small and emerging managers and $16 billion in AUM dedicated to diverse managers, GCM Grosvenor leverages its experienced team, broad network, and proprietary sourcing capabilities to support their success. Through the Small, Emerging, and Diverse Manager Program, the firm creates opportunities for investors to access a wide range of talent while seeking to drive strong returns and impact. For more information, visit www.gcmgrosvenor.com. 

In the latest episode of Success from Anywhere, Karen dives into the world of modern hiring strategies and the changing landscape of talent assessment. Her guest, Josh Millet, founder and CEO of Criteria Corp, brings a wealth of knowledge from his journey through entrepreneurship, hiring, and the innovative tools he's developed. In this engaging conversation, explore the evolution of recruitment, the impact of assessments, and the importance of transparency in the hiring process. Josh shares valuable insights into the traits and skills that truly matter in today's workforce, revealing the science-backed methods that drive better hiring decisions as well as the intriguing concept of talent mobility and its role in shaping the future of work. Tune in and gain a fresh perspective on hiring, talent development, and the keys to building a diverse and successful workforce! Powered by Robin  #SuccessFromAnywhere #Entrepreneurs #Criteria #CriteriaCorp #HiringStrategy #WorkplaceWellbeing #Entrepreneurship #InspirationAndInsights #RemoteWorkExpert #TalentAssessment #Resume #JoinTheConversation #CareerExploration #PersonalAutonomy #DreamBig #EmpowerTeams #TransformYourWorkLife  

In this episode host James Mackey discusses with Josh Millet, Founder and CEO at Criteria Corp, the many elements that are driving the rise of skill-based hiring.They also discuss the concept of filtering in people, as opposed to filtering out, and the need to remove bias and promote diversity, equity and inclusion (DEI) in hiring practices, as traditional tools have been shown to inject bias and not create good outcomes. Additionally, they address the labor supply problem in the US is becoming increasingly urgent as the workforce is expected to shrink in the next 10-20 years. As a result, there is a pressing need to find innovative solutions to this problem, including finding "hidden" workers to open up new talent pools. They highlight landmark studies, such as the "Hidden Workers: Untapped Talent" paper by Joseph B. Fuller, Professor of Management Practice at Harvard Business School, and colleagues, who estimate more than 27 million hidden workers in the US.HIDDEN WORKERS: UNTAPPED TALENT, paper here.SYSTEMIC DISCRIMINATION AMONG LARGE U.S. EMPLOYERS  study, here. Our host James Mackey, SecureVision CEO Listen to our full episode list here:https://www.talenttrends.io/Follow us:https://www.linkedin.com/company/82436841/Our YouTube channel:https://www.youtube.com/@securevision1677#1 Rated Embedded Recruitment Firm on G2!https://www.g2.com/products/securevision/reviewsThanks for listening!

Josh Millet is the founder and CEO of Criteria Corp, a leading provider of pre-employment assessment software. Learn more about your ad choices. Visit megaphone.fm/adchoices

Josh Hadley is the Founder and CEO of an eight-figure e-commerce business called Hadley Designs. Hadley Designs is an online graphic design boutique where customers can choose, design, download, and print home decor and invitations. Josh is also an e-commerce business consultant and the host of the eComm Breakthrough Podcast, which is dedicated to helping brands exceed eight-figure profits.  Before starting Hadley Designs and eComm Breakthrough, Josh graduated with an MBA from the Lassonde New Venture Development program at the University of Utah. Josh then took his talents to Dallas, where he honed his business, marketing, and project management skills as an executive for American Airlines. In this episode… In our second Thought Leadership episode, Josh Hadley discussed the five biggest mistakes he hopes entrepreneurs avoid. Josh also touched upon understanding the right time to hire and what roles need to be filled.  Now, Josh shares one of the main concerns he hears from other business owners, which is hiring reliable talent. If you're someone in a leadership role who's responsible for recruiting, you'll want to listen as Josh offers his seven-step hiring process. In this episode of Josh Hadley's eComm Breakthrough Podcast, Chad Franzen of Rise25 once again flips the script and interviews Josh in part three of their Thought Leadership discussion. Together, these well-versed B2B podcasters discuss effective strategies to hire high-performing talent, including Josh's recommended job advertising websites, his methodology for assessing potential candidates, his interviewing process, and more. Resources mentioned in this episode: Josh Hadley on LinkedIn eComm Breakthrough Consulting eComm Breakthrough Podcast Hadley Designs Hadley Designs on Amazon Email Josh: Josh@eCommBreakthrough.com Rise25 Chad Franzen on LinkedIn Upwork Indeed OnlineJobs.ph Criteria Corp

Jane Bianchini is the VP of Global Strategic Alliances at Criteria Corp, a talent success company that helps organizations make more objective, evidence-based talent decisions that reduce bias and drive outcomes. Before joining Criteria Corp, Jane was the Founder and CEO of Alcami Interactive, which she sold and morphed into Criteria Corp. Alcami Interactive was a digital video interviewing platform that replaced the early screening stage of the recruitment process with video. In this episode… Being a non-technical founder of a tech startup can be overwhelming on different fronts, from the struggle to recruit a technical director to the hassle of raising capital and convincing investors of your competence to lead the company. On top of that, it gets more challenging if you're a female founder. Fortunately, today's guest, Jane Bianchini, has been through the struggle, exited her company, and has a lot of insight to share. She even shares her secret strategy for retaining and keeping tech teams happy. Ready to learn more? Listen to this Inspired Insider Podcast episode with Dr. Jeremy Weisz featuring the VP of Global Strategic Alliances at Criteria Corp, Jane Bianchini. They discuss the gender disparity when raising capital, how female founders can turn the tide, how to recruit and keep tech talent, and more.

In this week's episode, we catch up with the winners of the Excellence in Diversity & Inclusion ITA 2021, Peter Szilagyi  - Strategic Sourcing Lead & Karly George - Principal Candidate Engagement & Recruitment Branding from BHP.When you set yourself ambitious diversity targets how do you succeed? How do you attract women into mining? Where do you reach Indigenous candidates? All questions and others are answered as we are ably supported by award sponsor Dudley Levell from Criteria Corp.Via the “Bold Talent Acquisition Strategy” Gender diversity hiring at BHP has increased from 30% in 2019 to over 50% in 2021 (and in the month of May 2021 reached 60%). Indigenous hiring rates have reached a peak of 14%. It's a fascinating listen.Thanks to VideoMyJob for your support for the month of June.

In this episode, Sumeru Operating Partner Ben Cox, hosts a conversation with two founder/CEOs that are helping companies build teams that scale while scaling their own teams: Nicole Alvino of Firstup, and Josh Millet of Criteria. Ben Cox is focused on driving growth across Sumeru's global portfolio of companies with particular emphasis on Product. “Ben was instrumental in helping us advance our product roadmap, make pricing and packaging decisions, and refine our strategic direction. He is also a pleasure to work with, as he is unassuming and humble, not afraid to roll up his sleeves, and has a vast inventory of dad jokes to lighten the mood.” Josh Millet, CEO of Criteria Corp

How does one evaluate a subject matter expert when you have limited knowledge or expertise in that discipline? Most individual technical/skills based interviews last about an hour. Where time is wasted quizzing on subject matter that may or may not be relevant to the actual role itself. Scratching the surface on the level of depth that is brought to the table. Consider another option. What I like to call a “working session”. Invite the person to collaborate on a real problem that is relevant to the opportunity. This gives you unbridled insight into how a person thinks, communicates and solves problems within the context of real life. This allows you to really drill down to gain evidence to support the hiring decision either way. Today we're going to discuss: Why should I care about a working session How to structure and execute a working session/ skills interview in your company Challenge today? Skills not matching up to what someone claimed (faker) Or... Claimed to be able to handle more than capable (over exaggerator)  Or… Just here for the perks & paycheck (freeloader) What's happening? Hiring Maintainers for builder or improver roles Testing  Outdated concepts - learned in college Focusing on irreverent problems How many quarters can fit in a VW van Smart is good, smart with people is much better Going too shallow Not knowing what to ask Not digging deeper to discover the truth Why is this important to the company? Too shallow conceals the truth Smart doesn't ensure success  Relevant skills give evidence of alignment  How do we solve the problem?  Build Interview Structure Only need one technical/skills based interview Timing 2 hours- ½ day Pay for their time (optional) Who's involved? Co-workers, direct team, anyone in close interaction Define the problem to be solved A current problem that needs to be solved (reason to compensate $) 3 components (key hires) Goals review- understand expectations of KPI's Data or Gap Analysis- how does the candidate interpret data/requirements/etc Collaboration- Review the details of the problem. Work to solve! Example Goals review - (5 minutes max)  Data Analysis / Gap Analysis - (10 minutes max)  Marketing Plan & Strategy (1: 45 minutes)  Let's discuss the marketing plan starting with what you feel is the best strategy  Really try to dig into the "Why" How would you bring this plan to life? Based on what you know, what would be your recommendations for reaching the goals? Why? What other angles can we take? What would be the priority? Why? Preparation for Candidate & Team Candidate Let them prepare. Send details in advance Set expectations and discuss next steps Team Coach to be open minded and bias free Ignore opinions, praise evidence Work true - how they act daily Execute to core values Everyone should act as to the standards of the company values Key Takeaways -Value: Build a working session for each role. Becomes really easy when you get used to doing it. Prepare the candidate for success Team collaboration & buy in based on evidence not “uncertain feelings” - bias Host Links: LinkedIn: https://www.linkedin.com/in/rick-girard-07722/ Company: https://www.stridesearch.com/ Podcast: https://www.stridesearch.com/hire-power-radio Authored: Healing Career Wounds (Amazon) https://www.amazon.com/dp/B094TL14CD/ref=dp-kindle-redirect?_encoding=UTF8&btkr=1 HireOS inquiry: rick@stridesearch.com   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/

Two people sit down in an interview. What happens next??? What happens is that, well, we have no idea what happens.  But the data suggests that a decision is made on behalf of the interviewer in the first 7 minutes of the conversation. The remainder of the time is used to confirm the decision.  There is no way that a person can extract enough evidence to support making a correct decision without bias or personal motives in an unstructured process.  A perfect breeding ground for Murphy's law- Anything that can go wrong, will go wrong How well a person aligns with the company's values, vision & purpose is the only way to ensure the success of the person you hire. Today we discuss: Why tying values to interview questions is the only way to eliminate bias How to build an  interview question for a company value Challenge today? Interviews are purely subjective Still ranking candidates - Scorecards Compare & contrast conversations Evaluate exclusively for Skills  Interviewer coordination  Different interviewers asking same questions Why is this important to the company? The wrong hire costs 3-10x annual salary Think of each person being worth $2M to the company. Perspective change? Wrong hire costs in employee morale & your credibility as a leader  People are the #1 reason for failure All your business problems are people problems in disguise  How do we solve the problem?  Define Core Values Define attributes for each core value (traits) Prioritize values (rank in order of importance) Measurables of each value  Agree on values (are they lived daily)    Dig Deeper (Committed, Expertise, Curious) Invest the time to fully comprehend the root of your challenges Listen to Understand, not to respond Build Interview Question Library Craft Behavioral questions (2-3) Determine **Knockouts Agree on questions Sample Question   Tell me about the most difficult customer interaction you encountered in your current role (Dig Deeper)  Tell me more… Walk me through that… What were the circumstances that led to the difficulty? What was the root of the customer issue? What solutions did you come up with? How were you able to calm them down? Break down the steps you took to resolve the problem Why was their view important to you? How were you able to deliver beyond their expectations?  How did the interaction end? Assign Questions to Interviewer Easier on the interviewerVery little prep time for interview Gathers concrete evidence Eliminates Bias & personal motives from the interview! Key Takeaways -Value: Break your Values down in measurable components to which you can evaluate a person's fit Interview questions must have sub questions to keep the conversation flowing. We want deep data from each interviewee! Host Links: LinkedIn: https://www.linkedin.com/in/rick-girard-07722/ Company: https://www.stridesearch.com/ Podcast: https://www.stridesearch.com/hire-power-radio Authored:  Healing Career Wounds (Amazon) https://www.amazon.com/dp/B094TL14CD/ HireOS inquiry: rick@stridesearch.com This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/

I sent out 63 inmails through linkedin a few weeks back and received only 2 responses. My mistake… I did not tailor my message to the individual. Now, 8 months ago those same messages were getting on average a 52% response rate, so what happened?   With all the noise fighting to get people's attention, It is easier than ever to get ignored. When the messaging you send seems way too common or anything at all like a templated message, you will fail. Now, more than ever, the language you use when reaching out to prospective employees matters. And thoughtful messaging designed to align with a person's personality style is the most effective way to win-win a response! Our guest today: Greg Skloot, Co-Founder & CEO of Crystal Knows. Crystal is the app that tells you anyone's personality. Using Artificial Intelligence, Crystal accurately identifies a person's motivations, communication style, and other behavioral traits.  Greg and his company have been featured in Inc, Fortune, CNN, Fast Company, MIT Technology Review, Wired, and the Guardian. He is the co-author of a book published by Wiley in 2019, Predicting Personality: Using AI to understand people and win more business. He was recognized by Forbes as 30 Under 30 in enterprise technology. Today we discuss: Why people are NOT responding to your outreach How to get people to pay attention to you when you reach out to them Challenge today? Tough to get people top of the funnel Cold writing, how to get someone to respond. Information overload Email not personalized Does Not speak to who they are Does Not communicate how they like to communicate Passive- no incentive to take action if the email feels like a templated email. Cold emails are really easy to disregard right now The same role needs to be marketed differently for different people Why is this important to the company? More important now due to the tightness of the labor market Difficult to get people into the top of the funnel Rick's Nuggets Messaging from 6 months ago is really not working right now Way too much noise “What's the opportunity?” How do we solve the problem?  Learn DISC Dominance, Influence, Compliance, Steadiness Free reading online Integrating disc within your culture Theory , knowledge & practice Behavior & characteristics that are most important for a role Know the Disc type of person you reaching out to Expectations for the role What the candidate's DISC profile is. Personality fit percentage Not supposed to be a disqualifier Adjust your communication style Communicate how the other person WANTS to be communicated with Rick's Nuggets Hit someone with the PAIN first Key Takeaways that the Audience can plug into their business today!  - Value: Use personality insights to break through the noise when emailing candidates cold Adjust how you pitch a role based on the candidate's personality Consider integrating DISC into how your organization thinks about communication in hiring, team building and selling Host Links: LinkedIn: https://www.linkedin.com/in/rick-girard-07722/ Company: https://www.stridesearch.com/ Podcast: https://www.hirepowerradio.com Authored:  "Healing Career Wounds"  https://amzn.to/3tGbtre HireOS inquiry: rick@stridesearch.com Guest Links: LinkedIn: https://www.linkedin.com/in/gregskloot/ Company: https://www.crystalknows.com/ LinkedIn:https://www.linkedin.com/company/crystal_knows/ Facebook: https://www.facebook.com/crystalknowsme/ Twitter: https://twitter.com/gregskloot Instagram: https://www.instagram.com/crystalknowsme/?hl=en YouTube: https://www.youtube.com/channel/UC9BjRz6BlFNdQE1WRpFGIDQ/videos ---------- Criteria Corp: https://www.criteriacorp.com/  

EPISODE SUMMARYIn this episode, SaaS-Story in the Making host Matt Wolach sat down with Founder and CEO of Criteria Corp, Josh Millet to discuss how science-based assessments are key to making better hiring decisions. Being around 15 years in the industry, Millet shares with us the importance of having objective and science-based assessments on hiring employees, how data can help support your decision-making process, and the importance of building a great team for your company's success. PODCAST-AT-A-GLANCEPodcast: SaaS-Story in the MakingEpisode: Episode No. 189, “How Science-Based Assessments Help You Make Better Hiring Decisions”Host: Matt Wolach, a B2B SaaS sales coach, Entrepreneur, and InvestorGuest: Josh Millet,  Founder, and CEO of Criteria Corp.TOP TIPS FROM THIS EPISODEWhat's more Important, Potential or Experience?Increase Hiring Success and Reduce Turnovers using Science-Based Talent AcquisitionApply the Moneyball ApproachEPISODE HIGHLIGHTSImportance of Data-Driven DecisionsThe Great Talent Migration and the Great ResignationMessage for the StartupsTOP QUOTESJosh Millet [14:37] ”Data has really transformed how we transact and think about our businesses in almost every area.” [16:01] ”What we're doing is arming them with the data to make more informed decisions. But ultimately, the decisions are still there.” [18:50] “I think that the problem with the way hiring works is that everyone thinks that the roles they're hiring for are highly specialized, where experience is an absolute must. And actually, the evidence suggests the contrary.” [20:08] “As humans, we do want to work with people we like and that's a real dynamic.”[20:48] “We want to focus on the objective things that we know predict outcomes, right?” [24:53] “Over investing in a product early on to the extent that you can is not a bad thing.”Matt Wolach[14:07] “They're making science-based decisions for their roadmap and for their marketing. Why not with your people as well.”[20:28] “In the hiring process, emotion is a huge part of it.” LEARN MORETo learn more about Josh Millet and Criteria Corp, visit: https://www.criteriacorp.com/ You can also find Josh Millet on LinkedIn at: https://www.linkedin.com/in/josh-millet-23ba192 For more about how host Matt Wolach helps software companies achieve maximum growth, visit https://mattwolach.com/.

We all have bought into the belief that following hiring best practices will ensure that we make the correct hiring decisions. Yet those best practices really do not produce consistent results. Why? First, “best practices” are guidelines that trickle down from the big name-brand companies who all have the advantage of a much fatter wallet… And they are Transactional! Second, what works for large companies does not work for startups. The truth is that you are needing to hire totally different people. Startup companies need “builders” to fuel company growth. And builders are not all about the $$money. They are about personal & professional growth.  This requires that you approach these people in a way that is counterintuitive to “best practices” and centered upon answering the question, “what's in it for me”. For those of you who are new to the show or don't know me yet: Cut my teeth as an Executive Recruiter for Tech Startups in the Silicon Valley Coached leaders, candidates & helped to build over 200 tech companies Black belt in BJJ,  F1 aficionado & adrenaline junkie Today we discuss: Why it is critical to break away from hiring best practices Process to create your Own “best practices” that crush your competitors Challenge today? Beliefs There really is NO right way to hire Hiring Fails are acceptable (50% success rate)  Cost of doing business Copy those who are already successful Google today is much different than Google at your stage. Evaluate for cultural fit… you evaluate for skills People from name brand companies are great hires They may be…. If they are builders Most people that are willing to leave big companies are not high performers High performers have “golden handcuffs” - best to rent More candidates give me a greater chance of success More candidates = time loss Target  1-3 people per position into the Interview process Focus Top of funnel Reliance on job boards  Execution Interview training How do we solve the problem?  What to believe Strong hires come from someone in your network Positioning before Skills Positioning is in a person's DNA Builder, Improver, Maintainer Only builders will help you grow the company Focus on the interview, not the funnel The Interview process is what wins hires, not the number of candidates Current best practices are: 10-15 minutes on a “screening call”  Selling the company Selling the job Gather requirements Schedule an interview Importance of the Discovery call Biggest time investment is to be made Determines a person's positioning (builder, improver, maintainer) Invaluable insight into a person's pain, what they desire Impact they have brought into their current organization (key indicator of a builder) Make Interviewing your strongest talent Solidify your process Timing  from first contact to offer acceptance Timing of each interview (45-1 hour) Rules Interviews start and end on time! No meandering Steps - Discovery call, Interview (video, onsite) -number of interviewers Content- pre determine & assign interview questions Questions must be designed to surface evidence of value alignment Not about asking questions but having conversations Broadcast your process Make it known that the interview is challenging Hire for Value Alignment first! Make it known that you foster growth for “builders” No Evidence, no vote Interviewers need to be trained! Roleplaying  Recording conversations Bias has no merit Either a “Hell Yes” or a no Decision must be supported by evidence Rick's Links: LinkedIn: https://www.linkedin.com/in/rick-girard-07722/ Company: https://www.stridesearch.com/ Podcast: https://www.stridesearch.com/hire-power-radio Authored:  Healing Career Wounds (Amazon) https://www.amazon.com/dp/B094TL14CD/ref=dp-kindle-redirect?_encoding=UTF8&btkr=1 HireOS inquiry: rick@stridesearch.com   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/  

Emotional Intelligence is defined as the capacity to be aware of, control, and express one's emotions, and to handle interpersonal relationships judiciously and empathetically. Over the past year, EQ has become less important to companies because of the NEED for someone to fill the seat. This is just creating more problems, as less care is invested into uncovering the fit into the organization.  We need to understand that high performers are taking their time to find the right opportunity. So this is your wake up call to SLOW down! Now, more than ever, it is critical to cultivate our own emotional intelligence & implement intelligent hiring practices into your organization.  Our guest today: Nada Nasserdeen, Founder of Rise Up For You With over 10 years of experience as a college professor and former top executive for an education corporation, Nada understands the importance of fusing education, empowerment, and leadership together as she works with her clients and speaks to audiences worldwide.  Her company, Rise Up For You has been featured and worked with brands such as CBS, Google Next 19, and various Fortune 500 companies as well as small businesses. Nada has been awarded 40 under 40 professionals in Orange County, California, and Women of Influence for Entrepreneurship in 2021. She is a #1 Best Selling Author on Amazon, Leadership and Career Confidence Coach, and 2x TEDx Motivational Speaker. Today we discuss: Emotional Intelligence and Why it needs to be front and center  How to activate emotional intelligence into your hiring process Challenge today? Building technology at such a fast rate Learning is not catching up Result: Huge gap in human skills Most values are human skills Not looking as values as a benchmark to hire Fostering the culture of human skills in the company so you can embrace  Social skills are creating problems for the organization Active values Why is this important to the company? Result  Executives who implement Emotional intelligence in hiring Practicing EI- when things opened up 87% of her team, others were at 12% Sales increase of 325% Rick's Nuggets Feeding frenzy from the company end  NOW is the time to SLOW down. Candidates are taking their time Easy to manage the timeline through communication Must progress through to conclusion How do we solve the problem?  Vales need to be activated around EQ Take each value 1 by 1 and figure out how to activate it in the culture. Steps to put values into action plan Create a value campaign Plan to execute the value Coach, train and provide development on these skills On going, not a 90 minute Enough training to be able to trainer, you no longer need a consulting company 6 month engagement Skills don't grow overnight Accurate company analysis Gauge on where the company is as far as strengths and weaknesses Can not make an impact unless you know the truth Survey to uncover where the work needs to be done Looking for evidence  Rick's Nuggets Making the values a language Decisions made by the north star Emotional intelligence needs to be tied directly to your values Key Takeaways that the Audience can plug into their business today!  - Value: Do an assessment - understand who and where your company is Reevaluate the values and create a strategic map around implementation Ongoing training around soft skills to build the muscles within your team   Guest Links: LinkedIn: https://www.linkedin.com/in/nadalena/ Company: https://www.riseupforyou.com/ LinkedIn: https://www.linkedin.com/company/riseupforyou/about/ Facebook: https://www.facebook.com/RiseUpForYou/ Twitter: :https://twitter.com/riseupforyou?lang=en Instagram:  https://www.instagram.com/riseupforyou/?hl=en YouTube: https://www.youtube.com/c/RiseUpForYou/featured FREEBIE: https://calendly.com/riseupforyou/freetraining   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/   Rick's Book - Healing Career Wounds:  https://www.amazon.com/dp/B094TL14CD/ref=dp-kindle-redirect?_encoding=UTF8&btkr=1  

How do you compete against a huge company like Amazon or even a really well funded startup?  If you are competing checkbook to checkbook, you will lose… Every time!  The only way to tilt the odds in your favor today is to really understand the career wounds of the person and to be able to connect the dots as to how your opportunity fulfills their desires.  This requires you to listen. Stop selling and start understanding what is important to the individual. This will allow you to stand out from the competition and allow the person you need to hire to see value above and beyond the paycheck. Our guest today: Michael Downing, Founding Partner of MDSV Fund  Michael is a Silicon Valley serial entrepreneur, has co-founded 6 software companies over a 28 year career, 3 of his companies were acquired and one had an IPO in 2006. For the last 3 years, Downing has focused on investing in promising early-stage tech companies via his venture capital fund MDSV. Michael has recruited, hired and managed hundreds of employees over the span of his career. Today we discuss: Why leading with the checkbook is a very bad idea How to win talent by NOT leading with the money Challenge today? People are getting paid crazy numbers People need to have a major passion of belief in the company Now this is a requirement Conviction & belief are the new requirement wild/ disruptive concepts draw in talent Without a big/bold vision you struggle- pirate ship opportunity- highly disruptive company Why is this important to the company? Key positions are being filled by people doing side hustles Full Time at companies like facebook Necessity for side hustles Rick's Nuggets People are jumping ship because they no longer align with the company values Too often big salaries = lot's of problems (attrition, toxic culture, bad leadership, undefined work)  If someone turns you down for a higher offer, you blew your hiring process.  “Rent gold before buying silver” - Steve Newcomb How do we solve the problem?  Be new, bold, unique, disruptive concept- big vision A new way to solve a problem, product in a totally different way Investor pitch- ½ people say “that's crazy”- your onto something Make believers in what you are doing Build an advisory board first Thoughtful about who the members are Translates to 6-12 contacts that can be team members Credibility Positioning Funding Rick's Nuggets Have a interviewing process (you are being judged too) People to take you seriously Key Takeaways that the Audience can plug into their business today!  - Value: Set Yourself Up For Hiring Success: It's got to be a Big, Bold, Kickass Vision Plant Your Roots Early: Your advisory board can be the single most valuable hiring resource in the earliest of days Don't Conform: Adapt Your Policies & Benefits to people's changing lifestyles Guest Links: LinkedIn: https://www.linkedin.com/in/michaeldowning/ Facebook: https://www.facebook.com/michael.downing.7161953 Twitter:  https://twitter.com/michaeldowning   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/

Asking for help as an entrepreneur is often a difficult thing to do. But it is the one thing you MUST do if you want to succeed.  I learned this from my friend, Lori Torres, the founder of Parcel Pending. Lori was able to grow the company from $0 to a $100M exit in six years … and the reason it was such a success is because she asked for help… a lot! Asking for help gets people engaged. It allows them to gain insight into the business and is critical in getting over the business humps. It also sets the stage to hire outstanding people. And guess what, people will do it because they want to help.  Our guest today: Vincent Kimura, Co-Founder of Smart Yields.  A Hawaii-based and globally recognized agriculture technology company that is revolutionizing the way small- and medium-scale farms operate. Vincent was named the 2016 Clean Tech/Ag Entrepreneur by the Hawaii Venture Capital Association and a 2016 finalist in the Pacific Business News Business Leadership Awards.  He was also named to the Pacific Business News 2016 40 Under 40 cohort, which recognizes outstanding young business professionals in Hawaii. He lives in Honolulu with his wife Lisa and their three children. Vincent faces the daily challenges of start-up life and is here to share his learnings.  Today we discuss: Why it is important to ask for help  How to get the help you need when hiring Challenge today? Asking for help to support your hiring process as a startup founder?  Understanding how a person is positioned How willing to take on risk Introductions- changing the dynamics to leverage more mentorship Passion for the mission of the company Concerned about the perception from the outside We end up hiring to fill a need vs. what the business needs Why is this important to the company? Wasn't able to grow in a natural way Fully driven by the CEO Passion might be there but  Less emphasis on trying people out vs. All in The team is the make or break Rick's Nuggets Big difference between people who want to do the work and those who do the work for the paycheck. Eliminate the Assumptions Hey Subscribers!  Keep an eye out for our newsletter as we are giving away 10 signed copies of Healing Career Wounds! Simply complete the linked survey and your name will be entered in the drawing.  You'll also be able to download a free chapter of the book just for participating! How do we solve the problem?  Define what the business needs Core values The business strategy & model What needs to be done & when Understand the person's desire Go Slow Identify builders… and Improvers Discovery call Builders will tell you they need to build (bored with the work) Eliminate the Assumptions Hire what the business needs Your ego, wants and assumptions Start with contractors Barter Letting go Stop doing everything yourself! Rick's Nuggets Help someone else's business while they help you build yours Expectations alignment document- will solidify a fit for your leadership team Business needs - support to grow Key Takeaways that the Audience can plug into their business today!  - Value:  Don't wing it….  Get help and plan it out…. Do your homework  Guest Links: LinkedIn: https://www.linkedin.com/in/vincentkimura/ Company: https://smartyields.com/ LinkedIn: https://www.linkedin.com/company/smartyields/ Facebook: https://www.facebook.com/smartyields Twitter: https://twitter.com/smartyields Instagram: https://www.instagram.com/smartyields/   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/ Rick's book - Healing Career Wounds (Amazon)

The reason we do this show every week is to dispel the commonly held belief that “there is no right way to hire”. Most entrepreneurs & investors believe that you just have to find the right skills and “trust your gut”. Hoping that the person works out.   The consequences of this thinking results in countless sleepless nights, missing project deadlines, unstable mental health, increased capital burn and ultimately company failure.  Which is NOT good for investors, leaders or the people who follow us.  Here's the truth... There is a right way to hire! It just requires that you learn from your peers who come on to share their hiring success. They all have developed a structure and a process that allows them to stand out from their competitors.    Lead a person through an impressive process that allows you to gain evidence of impact and you will build an amazing team.  Our guest today:  Darrian Mikell, Co-Founder & CEO of Qualifi, A SaaS platform that powers the fastest phone interview experience in the world and helps recruiting teams hire great candidates faster than ever before.  Darrian graduated from Indiana Wesleyan University in 2013 with a Bachelor's Degree in Entrepreneurship and Finance. Darrian was a 2-sport athlete in both Basketball and Track & Field and was a national champion in the Long Jump. He is based in the Indianapolis area and is a dedicated husband and father of 3. Darrian is building a ridiculously successful business because he already conquered his hiring challenges. Today we discuss: Why it is important to care about your interview structure  Two Components you need to successfully hire and sleep better at night Challenge today? Candidates have options Options are unlimited - a lot of remote options Workforce has expanded from local to global competition Why is this important to the company? Not hiring the right people limits growth Hiring the wrong people - Wrong people take you down the wrong path When people doesn't work out - back to the drawing board Case study- grew to 73, hired over 100 people and is now 21 people. $7mm wasted! Major money waste 25% hiring success rate Wrong leaders, wrong investors Rick's Nuggets You must stand out to draw people in How do we solve the problem?  Planning out hiring Proactive to get someone in the seat on time Gap analysis- Knowing the gaps on the team  Problems that need to be solved Structured approach to the hiring process Pre-planning your process and mechanics Use the Qualifi tool for screening Phone interviews Automated phone screen Pre-recorded, audio-based questions Every candidate gets same exact experience (makes the review process more consistent) Time is a huge factor in recruitment and efficiency can be an advantage First to candidate can be important factor Pre-scripted live interviews Assigned interview questions (round robin) Each person takes notes throughout the interview Real time feedback with the team to make a decision quickly Rick's Nuggets Phone screen (discovery call) is the biggest missed opportunity Opportunity to understand the person.  Critical - positioning (what the person desires) Interview- eliminate bias Consistent plug n play- same questions for every person Decisions made based on evidence, not opinion Key Takeaways that the Audience can plug into their business today!  -Value: Proactively plan Understand who you need to hire, when you need to hire them, and how long it will take Plan your strategy and what each step looks like Plan your interviews Create an interview script and get agreement on it with your team before the interview starts. Be prepared to iterate. Guest Links: LinkedIn: https://www.linkedin.com/in/darrianmikell/ Company: https://www.qualifi.hr/ LinkedIn: https://www.linkedin.com/company/qualifihr/ Facebook: https://www.facebook.com/qualifihr Twitter: https://twitter.com/DarrianMikell Instagram: https://www.instagram.com/darrianmikell/   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/

We are in full swing of this “Great Resignation” and a record 4.3 million people quit their jobs in August.  If you are one of the business leaders who have been losing people, please realize that it is not them, It is YOU! People are quitting because they no longer align themselves with your company values … especially the mandated policies in and around the pandemic.  Right now, there are much better options in the form of growth and career satisfaction. Which is why people are taking their time in locating the opportunity that they really want.  So, if you want to stop the attrition and be able to hire strong people, get solid on your values and focus on what each individual is desiring in terms of their personal career growth.  Today we are discussing exactly what you need to do to become an employer of choice to start winning great people! Our guest today:  Leilani Quiray, Founder & CEO of Be The Change HR A conscious company and social enterprise, providing  HR support for small-to-medium sized businesses in any facet of HR from pre-hire to post-term and everything else that happens in between. Her and her team also teach free job readiness courses and provide free coaching to individuals who've been trafficked, homeless and veterans in transition.  Her team is not only HR Pros, they are Life Changers.  Today we discuss: What people really want today from their careers in this great resignation The elements you need implemented in your company to successfully hire the strongest people Challenge today? Why employees REALLY are choosing new employers? How to become the employer of choice today? People think they know what people want, but they don't know Money  Benefits  Perks  Unrealistic vision (modeling google) What the owner wants (I like X so they'll like X) What is it that people REALLY want? “Experts stress that people are leaving their jobs as workers across the country are demanding higher pay, better employment conditions and critical support in their daily lives.” Data source Why is this important to the company? Companies need humans ethics/moral duty to have a healthy workforce  ROI More engagement = more profitable of a company Rick's Nuggets Flexibility: Personal freedom is a real issue! Attrition is happening due to continued company vaccine policies Both for and against “Don't want to be micromanaged”  What does not matter … as much Compensation Benefits & Perks How do we solve the problem?  Ask your people Needs are different Use buckets core values & data on why people choose companies/stay at companies Survey your people unanimously  Use data to make decisions Communicate back - low morale and distrust if you do not Job requirements reasonable? (also think DEI and diverse hires) Education and where (Harvard?) - biggest hurdle Opens the hiring pool to disadvantaged candidates Compensation Analysis Market Value Free tools BLS By demographics too Employer branding What do you look like publicly? Core values shine? How awesome you are should show! Evil Glassdoor (aka the Yelp for employers) Get ahead of the bad reviews by getting good ones Damage control and a look at ones own org if you already have bads ones Take a look at who you are hiring Core Value Work Do you have them? Assess them Tool? Book? Live them Weave them into everything We ask “are we living our core values?” Language within the company and how decisions are made Rick's Nuggets Are your values real? Job requirements need to be eliminated and replaced with performance metrics Form of conscious bias Performance Metrics = Accountability Interview for core value alignment Value alignment is the only true measure to ensure performance and tenure No reason to move when you provide everything a person desires Key Takeaways that the Audience can plug into their business today!  -Value: Do Pulse Check Surveys! Rethink your recruiting strategy: job requirements, your online presence, comp analysis LIVE your core values! Guest Links LinkedIn: https://www.linkedin.com/in/leilaniquiray/ Company: https://bethechangehr.org/ LinkedIn: https://www.linkedin.com/company/bethechangehr/ Facebook: https://www.facebook.com/bethechangehumanresources/ Twitter: https://twitter.com/bethechangehr Instagram: https://www.instagram.com/bethechangehr/ YouTube: https://www.youtube.com/channel/UCqsQa5CXid2I0xQwiVyE2nw/featured   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/

While everyone is chasing the same people, ie: those who work for competitors or the 3-7 year up-and-comers, there is a huge pool of talent that are on the sidelines waiting for a well positioned opportunity to present itself.  I'd like to challenge you to think about the concept that outstanding talent comes from the most unlikely places.  Last week we heard the story of a top sales performer at Swag.com who had no sales experience at all. But the Desire alignment was through the roof and now this person is absolutely thriving in their organization. The creativity & outside the box thinking is what sets the stage for success!  Today is all about hiring outstanding sales people in an environment that is ridiculously competitive.  Our guest today:  Chris Beall, CEO of ConnectAndSell For 30 years Chris Beall has led software start-ups as a founder or early-stage developer. He believes the most powerful part of a software system is the human being, and that the value key is to let the computer do what it does well — go fast without getting bored — in order to free up human potential.  Chris and his team provide a SaaS solution for sales teams to talk to more prospects, and hosts a podcast, Market Dominance Guys. Today we discuss: Why you are looking in the WRONG places for sales talent How to adapt your hiring model to uncover high performing sales people Challenge today in hiring sales people? Can't find people Everyone is chasing the same (wrong) people Get bid up (too expensive)  Takes forever to train  They bounce Not interested in the job Huge untapped pool of talent (over 40) Why is this important to the company? Adopting a 2 tier model you  Flow rate of meetings is a bottleneck of almost every company Always invest in the bottleneck Rick's Nuggets Value alignment within the organization is more important than ever before Connecting the dots between values & desire avoids bidding wars Creating value above and beyond the paycheck People do not leave when they are in alignment How do we solve the problem?  Change your model  Make SDR as a real professional job Look at different age demographics Identify people who come from the industry you sell to  Huge untapped pool of talent (over 40) Interview like you mean it Test people. Have them do some work Have 10 conversations Good voice Can you make people laugh Modulating your voice Listen to the conversation Coachable Length of time you keep people on a call Rick's Nuggets “Walk me through the process how you closed your last deal” Scripts are king! Align your interview process with your company values To properly assess people you need to be able to evaluate them for alignment Key Takeaways that the Audience can plug into their business today!  - Value: Take the SDR role seriously and not just as a stepping stone. (your company's bottleneck Embrace real management for sales- pay attention to process The only thing a SDR needs to do is sell a meeting… not the product. Guest Links: LinkedIn: https://www.linkedin.com/in/chris-beall-7859a4/# Company: https://connectandsell.com/ Twitter: https://twitter.com/chris8649 Blog: http://blog.connectandsell.com/ Podcast: https://www.marketdominanceguys.com/   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/  

Growing your company from 2 to 10 people is the most critical time in your company's life cycle. The reason for this is every single hire that is made can make or break the company.  Every founder I meet has a story of “we hired a person that we thought was going to be a rockstar and it turned out to be a disaster”.  So where do things go wrong when a bad hire is made?   The interview was run from a position of need;  where we focus on selling the opportunity. So excited to get this new rockstar on board that we totally forget to take the time to understand if the person aligns with the values of the organization. The good news is there is a solution to avoid these sometimes deadly mistakes and it just requires structure and developing your listening muscle.  Our guest today:  Jeremy Parker, Co-Founder and CEO of Swag.com Swag.com is the best place for companies to buy and distribute quality swag that people will actually want to keep. We work with 5,000+ companies including Facebook, Google, Amazon, Netflix, Spotify and Tik Tok. Jeremy was named to Crain's NY 40 under 40 (Class of 2020) and Swag is #218 on the Inc 500 (2020) and #368 (2021)- Fastest growing private companies Today we discuss: The importance of the first 10 hires Process to avoid making the wrong hire Challenge today? Hiring for the resume People who have done it in the past Not about the skills but the culture One bad hire can destroy a business Why is this important to the company? Story:  First 2 years just the founders. Then scaled quickly to 14 people Who you hire in the early days is super important.  Need to be the right fit, for the right time.  They could be a great person and extremely talented but if they are not the right fit for the time it can go sideways.   Up to 70 people now and everyone is ability is important, skills not as important, as culture How do we solve the problem?  Stop micromanaging Guide & teach & trust that people will get it Allow people who are hiring to do the job Right mentality & Right focus (embracing failure) Failure is ok Embrace it! 4 rounds of interviews First meet with Department Head.  If that goes well, meet with someone who is currently in that same position in the company, to make sure they feel this person can do the job well.  If that goes well, meet with the COO, if that goes well, meet with CEO. If the candidate gets through all rounds and everyone feels they could be a good fit, we get at least two reference checks.  Someone who they worked under and someone who they worked alongside.   Rick's Nuggets Evaluate everyone around your values Key Takeaways -Value: Being ok with failure! Nothing can go wrong when you are ok with it. Failure will get you where you need to go. Guest Links: LinkedIn: https://www.linkedin.com/in/jeremyianparker/ Company: https://swag.com/ LinkedIn: https://www.linkedin.com/company/swag.com/ Twitter:https://twitter.com/promotewithswag?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor Facebook: https://www.facebook.com/promotewithswag/ Instagram: https://www.instagram.com/swagdotcom/?fbclid=IwAR1TnFCOQ8kv-chtsiP5wKexliw55YISu2rESPCLGUu86tEynikmspBy9xc   This show is proudly sponsored by Criteria Corp  

4 Million Americans quit their jobs in July of 2021 , according to the U.S. Bureau of Labor Statistics. What this means is that you have a tremendous opportunity to upgrade your talent base in your organization.  The pandemic has magnified people's career wounds in a way that every business will be impacted.  While many reasons are given as to the cause of this mass exodus, the root of the fall out is that the people leaving are no longer in alignment with the company's values.  Value alignment is now more critical than ever to attract and hire people. Because when people align with the actual company values, they find meaning & discover their purpose.  And their purpose is far more important to them than your profits. Today is a special episode due to the massive number of requests from our audience about this little problem called the great resignation We discuss: Why it is critical to own your company values How to prosper in Hiring - TODAY! Challenge today? My people are getting poached! We have come to a point where people want meaning & purpose in their lives. Perks, compensation & benefits no longer matter People are questioning their “why” Imbalance Stress & heartache More flexibility is not the real issue Inc Article https://www.inc.com/jessica-stillman/great-resignation-work-meaning-esther-perel.html Demonstrating meaning & the company cares about them as “human beings” Why is this important to the company? Who's leaving? Mid- career employees have the highest resignation rates! (30-45) You are positioned to heal a person's career wounds.  When you align with values and provide a solution to heal, both parties WIN People are expecting win-win relationships with their employers The Great Opportunity! Easiest time in history to engage A-Players! Raise the performance bar in your organization 4 Steps to Win-Win Talent in this Great Resignation Get solid on your Values Key to attracting top performers Who you are how you lead how people act  Understand your Recruiting Process Recruiting is how you identify people & get people to talk to you. Just because you recruited someone great, doesn't mean you should hire them Or that they will even accept your job offer What is working today Target and Contact & Reconnect Do not sell, listen Understand your Hiring Process Start with an in depth Discovery call (phone screen) Does this person's desires align with the company  (correctly positioned) Not skills Vision for the environment in which they will excel Timed & structured Interview Values alignment first Skills second (working session) Nurture a proactive flow  - allow the person to have a voice in what happens next What would you like to do next? Heal the Career Wound Growth, Content of work, Management Value Alignment Progression, learning, flexibility If you cannot provide a path to the individual, don't hire Someone else will thrive in the role You will be just a paycheck (if the person joins)  Key Takeaways -Value: The “Great Resignation” is real and you need to be capitalizing on the opportunity that has been presented to us! Get tight on the company values… They are the key to a successful hire Don't confuse a recruiting process as a hiring process. They are two separate activities.  Rick's Links: LinkedIn: https://www.linkedin.com/in/rick-girard-07722/ Company: https://www.stridesearch.com/ Podcast: https://www.stridesearch.com/hire-power-radio Book: Healing Career Wounds -  https://www.amazon.com/Healing-Career-Wounds-Ridiculously-Successful/dp/173580360X   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/

Time and People are the most precious asset your company has on the road to success or failure.  As leaders, It is our responsibility to protect the time of our team to ensure that projects are delivered on time. It is also our responsibility to put processes in place that ensure that the strongest people are in the right seat! Shouldn't each step of the interview process have a purpose and save time for everyone involved?   Yet Interviewing is the single point of failure in almost every company.  Too long.  Too short.  No clear direction. Or riddled with boobytraps that repel strong people from even engaging with your company!  Our guest today:  Andrew Bartlow, Founder & Managing Partner of Series B Consulting. Which helps businesses to articulate their people strategy and accelerate their growth while navigating rapid change. He also founded the People Leader Accelerator, which is the foremost development program for HR leaders at startups. Andrew Bartlow has 25 years of Human Resources and Talent Management experience at organizations across a wide spectrum of sizes, maturity stages, and industries. He is the co-author of “Scaling for Success: People Priorities for High Growth Organizations,”  Andrew has worked with clients like MasterClass and many others to help them overcome obstacles in a hyper-growth phase.  Today we discuss: Why your timing kills hires How to Time out your process in the most effective manner Challenge today? Filling roles with good people with less of an internal organization tax Too many interviews, too much time - I'm out Over emphasis on consensus, 10-12 people over multiple rounds Giant time drag on a company   People fall out  Offer to close rate 60% is not good! Why is this important to the company? Time - interview time takes away from productivity Rapid growth is usually essential. Time burns cash runway, employee time and goodwill, and competitors keep coming.  Efficiency matters - particularly at the early growth stages Don't let perfect be the enemy of good. Should be able to make rapid hire / no-hire decisions, and fair/reasonable separation decisions without months of agony.  “Hire slow and fire fast?” I'd suggest looking for a goldilocks zone on both. Take the time necessary, but not one minute more than what is net value-adding to do both.  Rick's Nuggets All that is needed is: Discovery Call Value Alignment Interviews  Working Session (skills) 10 business days max How do we solve the problem?  Start by clearly defining the roles that you want to fill Source candidates in a scalable way Expand the pool Employer branding @ Series A should get beyond friends & family network Hire a dedicated recruiter Need a screen / filter before the manager sees the candidate Passive candidate magnet Check for compensation expectations & role interest; initial assessment of required skills, knowledge, and experiences Goal is that ZERO candidates make it to the hiring manager who have out-of-bounds pay or role expectations, and all of those candidates moving forward have experiences that reasonably match the role   Manager vetting before meeting the team One and done interview process ~30 minutes 1on1 via video Confirm that the candidate is interested in the role and the comp budgeted - preclose the candidate Ask for references here! A candidate shouldn't come meet with a team until / unless the hiring manager is a strong advocate to hire them. Don't waste the broader team's time. Work Product Sample (optional - often good for technical roles, but rarely for G&A) Give a real problem - don't spend a lot of time coming up with hypotheticals, too many variations which will change Faster / easier / more accurate to work on a real problem. Just get an NDA. Related alternatives - Can review Github rather than request a project. Can conduct a live shared-screen working session. Can ask for examples of prior work that demonstrates a good fit for the role. LOTS of candidates drop out at the project stage. Don't let this become a barrier! Team Screen One and done over video, with multiple people involved Cultural (watermelon @ Gusto) interviews have a risk of being counterproductive. To be effective it should be structured, interviews have good training, and the traits assessed should be really clear AND ALIGNED with the future needs of the org. Danger of holding onto the past - what got you here, won't get you there.  Decision After the team screen, there should be a hire / no-hire decision. Lots of organizations get hung up comparing candidates, not sure what they are looking for. You need to fill jobs with good people and KEEP MOVING. A hiring manager / hiring team which isn't sure what they are looking for is the single largest waste of time and energy in the company-building process. Can have a calibration meeting. Maybe the recruiter supports it, but really, the hiring manager should own the decision and have the most energy around moving forward. Offer & Candidate Closing Rick's Nuggets Reverse engineer the time to hire and set timelines for each stage Set process before you define roles Train your people on “how you hire” Gain commitment from interviewers for excellence Key Takeaways -Value: Streamline your process. Fill jobs with less time from the team. May or may not fill the role in fewer days, but can reduce total hours committed by the group from 100+ to closer to 10. Yes, this requires a bit more ownership and potentially a little more time (per candidate) from the HM, but should dramatically reduce the overall time by the team. Guest Links: LinkedIn: https://www.linkedin.com/in/bartlow/ Company: https://www.seriesbconsulting.com/ Speak On Podcasts: https://speakonpodcasts.com/andrew-bartlow/ People Leader Accelerator: https://www.peopleleaderaccelerator.com/   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/

Hire slow, fire fast is a motto we have all heard as startup founders. It makes logical sense but what really happens is quite the opposite. As entrepreneurs we shift into panic mode when we have a need and move quickly to fill the role. Completely missing all the evidence that this person will be a bad hire. Once the person is in the seat, the dread of having to refill a role often leads to concessions made to the detriment of the business.  Hiring Slow means investing the time to really make sure the person will be a strong hire. Therefore there should be no need to fire fast. Especially if you really understand who the person is and gain evidence of the value they add to the company.  Think of each person you hire as being worth $2 million dollars to the company. Changes your perspective, right? A lot more care and a higher talent bar would be prioritized over just “filling the seat”.  Our guest today: Joseph Fung, Founder & CEO of Uvaro A tech sales career accelerator, and of Kiite, a sales enablement platform purpose-built to provide sales teams with the information they need when they need it.  Joseph's a repeat Founder & CEO, and with multiple successful exits, and speaks frequently on the topics of sales leadership, diversity, and corporate social responsibility. Joseph is an expert in sales, startups and building scalable culture.  Today we discuss: Our mentality around hiring sales people How to effectively attract & hire high performers  Challenge today? Hiring for software skills rather than problem solving skills No internal training- want someone who already doing what you need done Rely on stereotypes and gut Need people who can speak to a bigger variety of customers Why is this important to the company? Fix the problem, you can triple the production of 1st year sales reps 8 months to ramp, average sales rep only achieves 60% of quota Ramp in ⅓ time and drive production to 80% - Training Churn & burn kills morale  Cash costs are immense on the back end How do we solve the problem and hire the strongest people every time?  Throw out your job description Translate ideal customer to sales job description Ideal Customer Profile- go granular Choosing what & who to hire Invest in Revops & sales enablement 50:1 ratio Rep to SE is a start => move to 20:1  Mindset Treating the organization with respect Thinking is you solve the problem by hiring more people Interview Culture fit interview - “Is this someone I want to have a beer with?” not Turn it into a behavioral interview - what behaviors demonstrate values alignment Rick's Nuggets Performance metrics are most critical component today for job descriptions today Accountability up front Understanding a person's positioning Transactional Sale VS. Enterprise/Solutions Sale Resources available  Builder, Improver, Maintainer Uncovering the impact that has been made in their current/former position Save time, increase revenue  Key Takeaways -Value: Throw out your job description . Copying others is just propagating bad habits Stop asking people to sell like the founders - it won't work Re-think your culture fit interviews...write behavioral questions  Guest Links LinkedIn: https://www.linkedin.com/in/josephfung/ Twitter: https://twitter.com/josephfung Instagram: https://www.instagram.com/josephfung/ Company: https://uvaro.com/ LinkedIn: https://www.linkedin.com/school/uvarolife/ Twitter: https://twitter.com/uvarolife Facebook: https://www.facebook.com/uvaro.life Instagram: https://www.instagram.com/uvaro.life/ YouTube: https://www.youtube.com/uvaro   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/

“There is work that needs to be done and I just need someone good to do the work” *** sigh *** This is what we tell ourselves when we decide to hire someone. But it is so much deeper than just getting a butt in the seat!  Growth is the most important factor here. So, we must start with the end in mind to avoid making HUGE hiring mistakes!  Yes, we need to get the work done but will this person really help your company grow? And more importantly, can your company provide the growth that the person you want to hire desperately desires? Our guest today: Mike Zani, CEO of The Predictive Index. Mike Zani, the Wall Street Journal best selling author of The Science of Dream Teams, is CEO of The Predictive Index, the leader in talent optimization. Prior to The Predictive Index, Mike served as president of LEDCO, a manufacturer of rugged computer peripherals. It was at LEDCO where Mike, a customer of The Predictive Index, developed his passion for the company's vital management tools.  An avid sailor, Mike began his career in marketing and sales with Vanguard Sailboats and was a coach for the 1996 U.S. Olympic Sailing Team. He holds a B.S. from Brown University and an MBA from Harvard. Today we discuss: Hiring for Talent optimization What is talent optimization How to hire for it Challenge today? How to you hire well within the context of time & risk What risk are you willing to take on bad hires? Systems in place to support the risk 30, 60, 90 day check ins to support  Do you just want t body in a seat Persona  A talent optimized system allows you to train & develop Need to develop the programs to support Why is this important to the company? We are 30 years behind sport in bringing analytics for hiring What is sport doing now? TA is the single most important function in the organization Need to take a maniacal approach to hiring. Fantasy league hiring takes more time than hiring to companies Data drives success Performance measurement Rick's Nuggets Getting the right person the the bus is FAR more important than getting work done If the work is that important, hire a contractor The mistake made is the optimism of the founder Assumptions Hire on their potential (assumed), bias (assumed) & need (get it off my plate) Zero time is taken to understand what the other person desires, other than a paycheck Consider this: The cost for every bad hire is $2M How do we solve the problem?  Top of funnel strategy Clear mission Hiring brand that attracts talent Palpable culture - Strong enough that it disqualifies people Great referral strategy - cash after 6 months, Bottom of funnel strategy Hiring systems Strong assessments -behavioral , cognitive, analytics Hiring process, structured interviewing Training- especially on cultural interview aspects interviewer grading, scoring, developing Remove people who are bad interviewers Post hire Strategy Benchmarks  Performance systems - 30,60,90 day Hire for buoyancy! Rick's Nuggets Mid Funnel Strategy The Interview Structured & timed Values aligned  Challenging Does the interview produce evidence to support the decision Is the evidence supported by the assessment? Key Takeaways -Value: Need a post-hire system!  Can take more risk  Need to have a feedback loop to add/subtract people from the interviewing process. Guest Links: LinkedIn: https://www.linkedin.com/in/mikezani/  Company: https://www.predictiveindex.com/ Twitter: https://twitter.com/predictiveindex?lang=en Facebook: https://www.facebook.com/predictiveindex/ Instagram: https://www.instagram.com/thepredictiveindex/?hl=en YouTube: https://www.youtube.com/channel/UCexehrVsBrP9SiNeBm4pY7Q   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/

The first time I was fired was when I was 16 years old and working at Numero Uno Pizza. It happened really strangely, I went in to pick up my paycheck and the manager let me know that this paycheck would be my last one as I was no longer employed there.  No warning and no explanation. Bewildered, I simply walked out the door, walked across the street and was hired by their competitor.  The way in which the whole experience went down, left me feeling embarrassed & resentful.  Never again did I eat at that restaurant because of the way they made me feel.  Our guest today: Lori Torres, Founder & Former CEO of Parcel Pending  The nation's leading provider of innovative package management solutions. Prior to Parcel Pending, Lori was SVP of property operations at The Irvine Company.  She has been recognized on multiple occasions for her leadership, including being named 2017 “Innovator of the Year” by the Orange County Business Journal and chosen as one of 13 entrepreneurs admitted into the EY Entrepreneurial Winning Women™ 2017 North America class. Lori worked to build a world class organization and is going to share her wisdom. Today we discuss: Making the difficult decision to part ways  How to fire a person in a way that leaves everyone feeling good about themselves Challenge today? When is the right time to make a change and terminate someone? Can you afford to do it, do you have the bandwidth Taking the time to really understand  Have an intervention- performance improvement plan, use to be successful Articulate to really improve the person's performance Everything possible to make sure they are successful Accountability tool &   Why is this important to the company? Benefits: often find someone better Help the person you are terminating to the world, Embrace the people management side of the business Termination is part of the evolution of the company Change needs to happen, This is the game we are playing, these are the rules, here's how we move forward What you need at $3mil is different at $10M   Rick's Nuggets Be proactive in your hiring Hiring for growth first - start with the end in mind “people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” - Maya Angelou How do we solve the problem?  Identify performance issues first Candid open, specific conversation Time frame to meet the expectations Check in: not meeting expectations,  Provide a performance improvement plan Whatree performance is now, when they are not meeting expectations, when we are going to convenience to review Termination Reason for termination: Labor attorney- worth the money to handle things properly Quick conversation : next step, it is not working Part ways with dignity!  Severance with a legal document release of liability & non-disparagement  Walk them out the door and wish them well Offer help to help them move forward Sample Termination Rick gets Fired! Rick's Nuggets Really take seriously the performance metrics that were set for your people in the job description Evidence to support the hire first! Key Takeaways -Value: Really spend the time to hire correct people. It's like dating, Interview a lot When the person is not performing, invest the time to  Have non-confrontational conversations with people Guest Links: LinkedIn:  https://www.linkedin.com/in/loritorres/ Company: https://www.parcelpending.com/ Twitter: https://twitter.com/ParcelPending Facebook: https://www.facebook.com/parcelpending Instagram: https://www.instagram.com/parcelpending/ YouTube: https://www.youtube.com/channel/UCFj7yh4kDC7Jx5CDUYnar7A   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/  

Game-based technologies are a transformational development in psychometric assessment. However, if psychologists do not do the required work in order to provide the scientific rigour of these methodologies, such as accumulated evidence on its reliability, validity, and measurement equivalence, its potential might be left as a fad. We are excited to speak with Dr Matthew Neale, Vice President of Assessment Products at Criteria Corp and expert on the scientific rigour required to develop game-based psychometric assessments.Dr Neale holds a PhD from Queensland University of Technology and is a practising industrial-organisational psychologist. He is the immediate past state chair of the APS College of Organisational Psychologists in Queensland, where he led the profession of Organisational Psychology in the state. He has a passion for people and organisational development projects informed by scientific research in industrial and organisational psychology.

Josh Millet, Founder and CEO at Criteria Corp, join us to discuss how to make hiring decisions that drive business

Josh Millet, Founder and CEO at Criteria Corp, join us to discuss how to make hiring decisions that drive business

Josh Millet, Founder and CEO at Criteria Corp, join us to discuss how to make hiring decisions that drive business outcomes. Welcome our next guest Josh MIllet to the podcast. We discuss how to make hiring decisions that drive business outcomes, what Criteria Corp does, and a lot more about the use of data. You […]

Answer: Linking Corporate Values into Your Interview Questions eliminates bias I posed the question to a room of over 400 corporate executives and the results shocked me when I first asked it. Now when I ask the question, the results just make me …. Sad. “Please raise your hand if you have had any formal interview training at any time in your career, other than what not to say in an interview”.  Three hands were raised. 3 out of over 400 people!  And we wonder why hiring is “hard”. Guess what, It is not so hard for companies like Amazon who, from the beginning, have structured and trained their people HOW to effectively interview people. This is why they have always been a talent magnet, and not because they pay well.  3 out of 400 people! This was a major a-ha moment for me and it should be one for you!  Imagine the impact your company will have on this planet when you and your people get really good at hiring. Today we discuss: The importance of linking values to interviewing How to set up and execute a values driven interview Challenge today? Talk about bias elimination  cannot happen until interview questions are designed to extract evidence The content of the interview cannot be left up to chance The fate of each interviewee is determined in the first 15 minutes at most. Sometimes in the first 5 minutes….. All based on bias  51% chance that your decision is wrong Unchallenging, unimpressive interviews only attract people who are there for the paycheck Talented people (A-players, change makers & high performers) do NOT want to work for yahoos!  Informal, unstructured & unprepared interviews make you look like a yahoo. Offer turn downs are at an all time high Why is this important to the company? One word: AMAZON Leadership principles (company values) are what drives decision making  Customer Obsession Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Hire and Develop the Best Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. https://www.amazon.jobs/en/principles Talent is drawn toward excellence How do we implement values driven interviewing?  Clearly write down your company values Founders- this is you & your values  As you ad people, reassess at least bi annual- especially before hiring ANYONE   Develop Values Clear definition of what the values means to the company What attributes characterize each value Measurables (how does a person live the value in their day to day life? Sample exercise Value #1 Dignity Definition: Treating yourself and others with respect & courtesy Attributes: CEO Co-founder Dept Head acceptance Self-respect self-confidence Non judgemental equality Respect for others Self esteem- elevation decency Stands tall empowered   Treat as equals                 Measurables: *** Empowering others *** Respect for others *** Non-Judgemental Build interview Question Library Behavioral questions designed to bring evidence of how people “show up” "Tell me about a time...." or “Describe a time when….” or “Outline a time where….” or  "Give me an example of..."  Questions must be Indirect & not obvious to the interviewee  Evidence to support Attributes  Support / follow up question flow Value #1 Dignity  Attributes:  *** Empowering others  *** Respect for others  *** Non-Judgmental  Tell me about a time you helped elevate the performance of one of your teammates (Empowering Others)  How did you learn of the issue?  What were the events that led to this performance being important to you?  How much time do you dedicate to the cause?  How do you feel you could make more of a difference?  What makes this important to you?   What was the outcome?  Give me an example of a time you stood up for a person you didn't know (Respect)  What steps did you take?  How did this affect the other person?  What made this action important to you?  Describe a really uncomfortable work situation that needed to be addressed that was personal to the other person? (Non-Judgmental)  What were you asked to do?  How did it make you feel?  Reinforcement & Training Live your values Make it a language by which decisions are made (like Amazon) Teach everyone who interviews, how to extract evidence Capture data - training & compliance purposes  Key Takeaways -Value: Invest the time to build out your corporate values - the Payoff will be HUGE  Take the next step and connect them to your interviewing Train your people! Part of their job is to other high performers so give them the tools to do so Rick's Links: LinkedIn: https://www.linkedin.com/in/rick-girard-07722/ Company: https://www.stridesearch.com/ Podcast: https://www.stridesearch.com/hire-power-radio Book: https://www.amazon.com/Healing-Career-Wounds-Ridiculously-Successful/dp/173580360X   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/

You are at the point in your business where the company is ready to hire the first person to head up a department (i.e.: sales, marketing, engineering). You are excited and terrified at the same time. You're thinking “I have to get this right”... and you are right, you do! How do you evaluate a person with an area of expertise that you are NOT familiar with?  The answer, my friends, is being prepared, digging deep and really listening! Step outside of your first impression and be aware of your tendency of confirmation bias.  Shift your focus on gathering concrete evidence and the outcome will be the correct decision every time.  Our guest today: Liam Rose, Founder of Catalina Seven Ventures. Liam is the founder of Catalina Seven Ventures, a Southern California consumer software startup. Before forming C7V, he managed the sales team for an Orange County-based entertainment startup. As a result of his own challenges trying to juggle health, academic obligations, and personal relationships while attending the University of Richmond, Liam created a new approach to life scheduling built to enable better balance. During his time at the Robins School of Business, he was selected as a 2019 Innovator Under 25. Catalina Seven Ventures' first product, HORUS Life Schedule, is now available for Beta testing on iOS and Android (access available through the company website)."  Today we discuss: How to effectively make your first departmental hire Challenge today? Hiring the first person within a department How do you make that hire How do we know if the person is good What's the barometer  First tech person, marketing, HR or finance person How do you know if the person is the best person do the job at the current stage Culture & environment fit Metrics & deliverables How well they can make the connections between metrics and the outcome Why is this important to the company? They will be the departmental cultural lead Top quality people hiring more top quality people The greatest impression people get is from the interview process itself Set the tone on how you are going to manage the person based on the interview process itself Improved interview process results in a higher level of talent  Demonstrates the ability to understand the individual Ignorance of the process Rick's Nuggets Every hire is critical at every stage of your start up! Hire slow, fire slower-er-er Firing fast is negligence & kills culture (reduces trust, increases anxiety) Cult creation- Steve Newcomb (https://medium.com/cult-creation/cult-creation-a44303564f21) Firing fast “kills innovation, ownership and trust”  How do we solve the problem?  Signaling - feel a unique attraction to our company  Job Advertisement Distributed via word of mouth/referrals first  The step beyond who we are. Bold- unapologetically ourselves Demonstration of understanding  Interview process Realistic expectations Show that people can succeed Difficult but not impossible Show professional empathy What is going to make you most happy?  What does the individual want? Communication preference, invest in every core operation of the company Calling the Hotline Advisor de-risk Outside influence to identify the obvious  Rick's Nuggets Prepare yourself by adopting process, engage in interview training & experience  Process: must have a flow and timing- Start on time, end on time Discovery call (45 minutes) Interview #1 Cultural (60 minutes)  Deeply tied to corporate values/principles/culture Interview #2 Working Session - judge skills (60 minutes - ½ day)  Live example of how we work together, problem solve, communicate  Interview Training Behavioral interviews produce EVIDENCE to uncover the TRUTH Assign interview questions to the individual interviewers Prepare the candidate for what to expect Experience (not yours, theirs) A-players are attracted to excellence Leave everyone feeling good about their time investment  Key Takeaways -Value: Their language, not your language  Gets you the people you want rather than the people you can get Use experience to de risk: everyone in your network. What you should avoid with absolute certainty Guest Links: LinkedIn: https://www.linkedin.com/in/liamwrose/ Company: http://catalina7ventures.com/ Twitter: https://twitter.com/c7vinc Instagram: https://www.instagram.com/catalina7ventures/   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/

Increasingly, job seekers need to pass a series of ‘tests' in the form of artificial intelligence games—just to be seen by a hiring manager. In this third, of a four-part miniseries on AI and hiring, we speak to someone who helped create these tests, we ask who might get left behind in the process and why there isn't more policy in place. We also try out some of these tools ourselves. We Meet: Matthew Neale, Vice President of Assessment Products, Criteria Corp.  Frida Polli, CEO, Pymetrics  Henry Claypool, Consultant and former Obama Administration Member, Commission on Long-Term Care Safe Hammad, CTO, Arctic Shores   Alexandra Reeve Givens, President and CEO, Center for Democracy and Technology Nathaniel Glasser, Employment Lawyer, Epstein Becker Green Keith Sonderling, Commissioner, Equal Employment Opportunity Commission (EEOC) We Talked To:  Aaron Rieke, Managing Director, Upturn Adam Forman, Employment Lawyer, Epstein Becker Green Brian Kropp, Vice President Research, Gartner Josh Bersin, Research Analyst Jonathan Kestenbaum, Co-Founder and Managing Director, Talent Tech Labs Frank Pasquale, Professor, Brooklyn Law School Patricia (Patti) Sanchez, Employment Manager, MacDonald Training Center  Matthew Neale, Vice President of Assessment Products, Criteria Corp.  Frida Polli, CEO, pymetrics  Henry Claypool, Consultant and former Obama Administration Member, Commission on Long-Term Care Safe Hammad, CTO, Arctic Shores   Alexandra Reeve Givens, President and CEO, Center for Democracy and Technology Nathaniel Glasser, Employment Lawyer, Epstein Becker Green Keith Sonderling, Commissioner, Equal Employment Opportunity Commission (EEOC) Sounds From: *Science 4-Hire, podcast *Matthew Kirkwold's cover of XTC's, Complicated Game, https://www.youtube.com/watch?v=tumM_6YYeXs Credits: This miniseries on hiring was reported by Hilke Schellmann and produced by Jennifer Strong, Emma Cillekens, Anthony Green and Karen Hao. We're edited by Michael Reilly.

Josh Millet, Founder and CEO of Criteria joins Ledge in a great discussion on the value of hiring the right people. Millet, a Ph.D. from Harvard, has founded two companies that focus on screening tools to make the right hire. His first company, Number2.com, was acquired by XAP in 2002. He founded Criteria in 2006 to take things to the next level.Hiring the best talent that fits your organization is a tried and tested formula for a company's success. It's easier said than done, however. Predicting the right hire has been left to resume screening and interviewing. The former is too reliant on experience—and in today's evolving business world, that may not be a relevant factor. The latter risks too much subjectivity and bias— never ideal for a right profile fit.Millet talks about using an algorithm to intake large amounts of data points in order to determine the right hire. These points are used to come up with assessments focusing on cognitive ability, behavioral personality, and emotional intelligence.The platform allows assessment tools to be deployed quickly and easily to applicants at home or on the move. Now all applicants can be screened with objective tests. The importance of this versus the old approach of only assessing a shortlist is significant. You get a larger data set to choose from and improve. You also have a higher likelihood of not missing out on the right hire.The cost of a hire that doesn't fit the role you envision can be high. Aside from rework and the time needed to correct a wrong hire, you also run the risk of eroding relationships and not fully maximizing your business. Business leaders looking to hire the best people for their team will find some great ideas in this episode. Hiring the right people is vital to every business's success.Resources:Website - criteriacorp.com This episode is brought to you by Content Allies.Content Allies helps B2B tech companies launch revenue-generating podcasts. Build relationships that drive revenue through podcast networking. We schedule interviews with your ideal prospects and strategic partners so that you can build relationships and grow your business. You show up and have conversations, we handle everything else. Learn more at ContentAllies.com

Season Three Episode ThreeGuest: Josh Millet, Founder & CEO at Criteria CorpJosh is the Founder and CEO of Criteria. He started the company in 2006 with a vision to create a SaaS-based pre-employment testing service that would make the highest quality employee assessment tools accessible to companies of all sizes. Prior to launching Criteria, Josh cofounded an online test preparation company, Number2.com, which was acquired by Xap Corp of Culver City, CA, in 2002. After the acquisition, Josh served as the President of Xap's test prep division. He has coauthored testing-related articles published in the Journal of Educational Computing and the American Psychological Society Observer. Josh holds a Ph.D. in history from Harvard University, where he was a Fulbright Scholar and a Mellon Fellow.You can learn more about Josh and reach out to him on LinkedIn here:https://www.linkedin.com/in/josh-millet-23ba192/About Criteria CorpCriteria is an assessment company dedicated to helping organizations make better talent decisions using objective, multidimensional data. By combining leading-edge data science with rigorous validation backed by I/O psychologists, we provide the most precise assessments available. Our suite of assessments is the most comprehensive on the market and covers aptitude, personality, emotional intelligence, and skills to provide the most robust picture of talent. Since launching in 2006, our assessments have been administered more than 20 million times through our user-friendly HireSelect® platform. Learn more about Criteria Corp here:https://www.criteriacorp.com/

This week on the Sales Hacker podcast, we speak with Amyra Rand, VP of Sales & Strategic Partnerships at Criteria Corp. Amyra is also a member of the Revenue Collective & the Chapter VP at the American Association of Inside Sales Professionals; she is an MBA from Pepperdine. We discuss how employee testing can improve retention, accelerate onboarding, and ensure qualified candidates reach the top of the applicant pool.

In this episode, I talk with Aaron O'Sullivan of Systems Culture Impact, in part one of a two-part series. Aaron starting selling private label products on Amazon in 2013. He was growing quickly, but in 2014 the brand started to plateau and then took a dive. He realized that he needed systems and teams in order to continue to grow, and so he began outsourcing.  Finding the right people to add to your team can free you up to take your Amazon business to the next level. We discuss why outsourcing is so valuable and the steps on how to expand your team the right way. Topics in the episode Benefits of outsourcing, and how that is reflected in your profits How to start the process of outsourcing: Start by hiring processes out to contractors Then develop a team that is full time for you Types of tasks that should be outsourced: Customer service is the first thing that comes to mind. Start small, and ramp up to tasks with more responsibility Outsourcing doesn't have to only pertain to business tasks. It can also be beneficial to outsource home and daily task. Services for daily tasks and outsourcing: Zipjet (https://www.zipjet.co.uk/) TaskRabbit (https://www.taskrabbit.com/) Magic (https://getmagic.com/) Airtasker (https://www.airtasker.com/) The critical step of time tracking: Will help you see the tasks you should outsource. Will also help clarify the role and desired outcomes of the person you hire https://toggl.com Value vs Cost of Outsourcing. Tactics of hiring: Clarity Scorecard Job Posting Questions within the Application One and done tasks Hiring Process, which should result in 2-3 candidates: Job posting Personality and aptitude tests (Criteria Corp.: https://www.criteriacorp.com/) 15-minute interview 1 hour tandem interview (with 2-3 team members) Transcript Ladies and gentlemen, welcome to the show the is Michael Veazey of the tank, a collective and I'm going to be delighted to welcome Aaron O'Sullivan of systems culture impact to the show, Aaron deals with outsourcing, which is a very important thing for people wanting to go from a certain level where you still got stuck. And you can even find your revenue going backwards if you're focusing on the wrong things. And at that point, you definitely need to be thinking about outsourcing. So Aaron, welcome to the show. Very important topic. Aaron O'Sullivan 1:23 Hey, Michael, thanks so much for having me on board. Really excited about today's session Michael Veazey 1:26 there. And my pleasure, good to have you back. And it's an important topic, as we said, For for people who are and got the growing pains, and they can actually become a real barrier. So tell us a little bit about yourself, first of all, your background personally, or as an Amazon seller as well. Aaron O'Sullivan 1:40 Absolutely. So um, I started in 2013, selling our own brands, private label brands, on Amazon, and things that were really good. And, you know, I was like a kid in a candy shop, started launching new products and open up new marketplaces. And, you know, went a bit crazy in 2014, because I had so much on my plate. Now the brand started taking a bit of a plateau and then a bit of a dive. And I was freaking out, I kind of didn't know what to do. You know, it took me a while to kind of join the dots, but you need systems and you need team in place for you to continue to grow. And that really came to me that insight came to me through working with some large teams and help them build large teams in the Philippines. You know, it's my job to build all the systems and processes and in kind of nurturing a team culture to drive forward now 10 or so brands. So that was how I got my kind of start in systems and team and, and implementing them to get things off people's plates. Yeah, we just been working with seven-figure sellers,