The discovery problem that Silicon Valley — and tech hiring in general has — relates to an issue of finding the right pieces.
Right now, the methodology goes something like this. Somebody stumbles upon a good idea that gains traction. Hell, maybe it’s a bad idea that gets traction and succeeds. Investors like the gold rush flood in seeking to see if that market bears anymore gold or whether they need to seek out a new mountain. Sometimes, they find more gold. Other times, you have to go elsewhere.
Jigsaw puzzles are fine if you like doing them. Depending on how big, they can be a challenge. What happens when you’re about to complete a puzzle and you’re missing a piece? What do you do? Search for it? How long do you search before you give up? Even if you complete the puzzle, what is your next task? Either get a new puzzle to complete or dismantle the one you’ve put together and start again.
I think of tech hiring in a similar way.
We’re really comfortable putting together puzzles that are challenges, so long as all of the pieces are in the box where we need them.
Solving your culture problem
Organizations like to manufacture excitement because they don’t trust their own people to create it organically. We feel like we need to create events to bring people together without thinking about how people are already talking in the cubicles, in meetings and through their natural work together. In big organizations, all huge interactions do is create tension and anxiety. It’s akin to a musical chairs exercise where the favorites always have a seat at the table and the unfavorables are always scrambling to find one, jam their seat that the table and sit there awkwardly, hoping that someone will talk to them and that they can be part of the conversation too.
The myths of meritocracy
The One True Pairing of hiring.
“No one goes to the Golden Corral buffet to stuff themselves with lettuce and quinoa.”
― Ty Tashiro,
In fan-fiction circles, OTP is the ‘one true pairing‘. It’s your favorite characters that you think ought to be together. It’s apparent from job descriptions that companies think they’re going to find their own OTP.
Look, it’s important to communicate your culture and what makes your company stand out. The hottest job seekers can choose where they want to go and you’re trying to find them, so you want to use rhetoric that attracts them. But a quick scan of job descriptions
make a difference in an exciting industry; if you like the idea of developing clean, lean solutions to tackle problems that have never been solved before; if you love to learn, have a passion for your work, and enjoy being part of a small, family-oriented environment…help small businesses inspire the world to experience life-changing adventures…
Our people are technically exceptional, but more importantly – built to the core to wow our clients and coworkers as to how helpful we can be. If this is the sort of culture you look for in an organization we want you as a part of our team.
Are you a Mobile UX Superstar who wants to be on the ground floor of a startup focused on social change? If so, read on…
The OTP problem isn’t confined only to jobs. These days, it seems like everybody wants to be the VP of their own startup that simultaneously make them rich while enable them not to feel bad about it through a social mission or talking about how their work will “change the world.” I’ve advised people who only want to work at “the best” companies and find themselves shocked when those companies aren’t interested. We’re often focused on becoming, rather than being.
There is no perfect company. There are no perfect candidates. Keeping your expectations checked is a good way to avoid disappointment and yet, you have to start somewhere. Companies often do, as do people. It just seems there are better ways for us to match without feeling like we’re settling.
The Fallacy of Data Meritocracy
So hiring is hard. No revelation there, but how do we fix it? We can rely on data, right? Not if that means taking people’s ability to value what the firm needs out of the process.
In his provocative book, To Save Everything, Click Here, Evegeny Morozov has a chapter on algorithmic gatekeeping. There’s a theory in both hiring and college admissions that we can use algorithms to make decisions better than humans do.
“Being objective is hard work; it doesn’t just happen naturally once all the important work has been delegated to the algorithms.”
For decades, the highest level of college football relied on human polls of media members & coaches to select a national champion. Not surprisingly, this process came fraught with biases that often created mixed results — or several national champions — due to split opinions. A few years ago, they allowed computer rankings to be mixed with human polling. This created better results, but required tweaks every year to achieve a semblance of approval and ultimately scrapped in favor of a playoff that was decided by a panel of humans and no computers.
Having a pulse on the organization enables us to monitor what makes sense and what doesn’t. Paper applications, results and test scores might be an entry point to filtering candidates, but there are people arguing for entirely different methods to review candidates like this NYTimes op-ed from a UPenn professor explaining the assessment center method.
Hiring in flyover country
Flyover country startups have an additional challenge that their partners on the coasts lack. That’s in addition to finding a critical mass of talent, they have to compete with far more ‘desirable’ places to live to get people to settle in. They often pay less, but will tell you “how much cheaper it is to live,” and when you find the right cultural fits, using family as a draw, it can work.
I run across people for years who don’t fit the prototype. Maybe they didn’t graduate from the “right” schools,” perhaps they had families early and got into the tech game late. Whatever their reason, our processes are broken because they assume there’s an ideal candidate that fits a certain methodology and if we can just crack that code, we’ll find good people.
Whether our biases are geographic, we’re all too reliant on referrals. We want our friends, our colleagues or whoever else inhabits our circles to tell us who we should choose. These blinders cost us millions each year, because we’re failing to identify the right people and spend lots of money targeting the wrong candidates, hiring them and in the event we get lucky, paying them to leave us when they’ve reached their apex.
For years, I’ve been assembling teams for startups and even launched a conference based on the idea that so many off-the-beaten path places I’d go had these micro-communities surrounding their startup cultures, but nothing in the way of cohesiveness because people want to be in charge of their own destinies.
Making your puzzle work
Finding the right mix of a team is difficult work. Especially trying to move outside of your comfort zone or network to fill a team is a challenge. It’s still a worthwhile task that can have dividends on your bottom line.
1. Go beyond referrals in your immediate network.
It’s tempting to let people in your own world influence who you work with. After all, if we’re going to stake our work on somebody, we need to know they’re the goods. While this is useful, it assumes your company can’t benefit from outside perspectives well beyond the people you know. Be willing to give people a real shot at breaking through.
2. Test your own culture.
Let your people conduct the interviews. Watch them and see how they react. Do they speak the values of your firm without being coached? Is the way they approach the process consistent with how you’d do it? If not, why? The best ways to understand what people have learned is involving them in game-changing decisions involving outsiders and seeing how they perform. It’ll tell you more about your company than hiring a six-pack of management consultants.
3. Tear up your job descriptions.
Rather than hire for a specific role with lots of bullets of what you need, pair back the content and see what types of replies you get. Too often, we get caught up in envisioning an OTP that must exist for our firm, because the world is large and lots of people want jobs. The reality is, hiring is like dating and finding the right person is a mix of science with a heavy dose of luck. You have no idea who might apply under these conditions.