It’s amazing how many tech entrepreneurs/ intrapreneurs I meet playing ultimate frisbee. My friend Sean Evans and I started playing ultimate together while he was building the massive Canadiantire.ca (Canadian Tire’s online division) as their G.M. He’s since moved on to become Rogers Ventures‘ VentureBase Know-It-All (aka Director of Operations), via Points.com. We’ve both injured ourselves recently, so we’re spending a lot more time at work than on the field. Here’s what Sean’s doing
Rogers Ventures is backed by Rogers Communications, Canada’s largest wireless company. There are 7 employees in Rogers Ventures and 40+ in portfolio companies; all under the same roof, across the road from the mothership.
As Sean describes it, they invest in technology startups and entrepreneurs. Their intention is to not only provide much needed capital to fledging companies, but also to leverage their expertise and strategic partnerships to accelerate the growth of their portfolio companies.
EMployee screening should be for talent, not simply skills, knowledge, experience, intelligence, or determination. Skills and knowledge are the “how-to” of a role and can be taught. Talent is distinctly different – it is the hard-wiring that dictates a person’s behaviour and patterns of thought. Every job in every organization requires talent, from sales to administration to janitorial services – make sure to figure out what is required for each role. (For more about this, check out Marcus Buckingham’s First, Break All The Rules.)
2) What’s the most effective job interview question you’ve ever used … and what was the outcome from using it?
There are a lot of excellent interview questions and some are dependent on the role, but my favourite and the one I have the most fun with is, “Design me an elevator.” Very quickly I can get a sense for what the person is like and their underlying talents, especially under pressure. For example, I’ve used this when interviewing for analysts that are accountable for building business and technical requirements. The most successful candidates take the time to ask questions, develop assumptions and create logical, thoughtful answers. Those who did poorly came up with the answers with little interaction (despite often prompting that I would be happy to answer any questions they have). It’s not a perfect screen, but as another filter, who would you rather have on your team?
3) When it comes to finding employees, what is the best time/money-saving tip you know? Can you quantify your savings?
Take the time to build bench strength at all times, even when you are not in the market to hire. Develop your network, get to know people in the industry and have a roster of talent that you can call on when needed. Waiting to hunt for employees when you need them can be costly, time consuming and incredibly frustrating.
4) What’s your best advice for avoiding hiring mistakes? Why?
First and foremost, have a very clear idea of the role you are trying to fill. Be as precise and close to reality as possible. Knowing what you want, and why, will more often than not result in finding the right person with the right experience and the right fit.
Second, don’t fill a position just because you are desperate. Make sure to find the right person (with the right talent) for the role. Taking on someone who is “good enough” is like gambling the future away – sometimes you will be surprised and come out a winner, but often you lose both time and money, and have to start over again.
5) Which source of job candidates has proven the best for you from which to find employees? Why do you think it’s the best source?
My networks, my colleagues’ networks, my friends’ networks … and make sure everyone is an evangelist.
6) What question about hiring employees am I missing from this list, and what’s your answer to it?
Q: What do you do if you happen to make a hiring mistake? (Nobody’s perfect.)
A: Fail fast, cut your losses, and start over as soon as possible. It’s like tearing off a Band-Aid – painful at first, but brings great relief once it’s done.
