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Brooklyn, New York, United States
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Amir Savar
Syelo invests exclusively in early stage companies building recruiting software (not to be confused for HR tooling). Every company we have reviewed is building for internal recruiting teams never external. Why? With respect, the complexities, nuances, strategy, and day-to-day tasks are entirely different from one another. An internal teams core value is to systematize and uphold processes that scale. An external team is focused on filling head count. Recruiting Agencies have a TAM of $47b. Recruiting Software has a TAM of $300m. So why are so many founders hyper fixated on building software for companies? Pain. It is a lot harder to sell to agencies. A recruiting agency needs very little software/tooling to be effective and what currently exists works. They also have really tough margins (at scale) so convincing them that a product will 10x their output needs to be clear and effective. Businesses building recruiting departments have a variety of needs and nuances that complicates standardized processes so niche products/solutions find a fit in an already saturated market. In our humble opinion if you are looking to build a next generation company in the TA space you should be building for external recruiters first and foremost.
327 Comments -
Benjamin Sesser
I was fortunate enough to attend a great Talentful and HIGHER Community event on the state of TA in New York, a few takeaway 👇 - Still some uncertainty, many teams aren't planning HC very far out - Knowing talent inside org is just as key for hiring plan and staffing, but truly getting a handle on this is still a hard nut to crack for many large orgs - There's a growing conversation about tapping into fractional talent, at least amongst growth-stage companies, one panelist noted how Hollywood movies are an interesting source of inspo on assembling great talent for a project - Talent density & QoH is a big focus, but 53% of co's don’t have a way to measure them — those that do most commonly rely on periodic reviews - Jessica Z. mentioned a really interesting take on the above, a Q posed to hiring managers: “If you could go back in time would you pay 100% of the persons salary to keep them, 50%, or cut ties altogether” - Although 87% of orgs think TA is at or under capacity, 75% of orgs aren’t planning to hire recruiters, big discussion is AI and how it impacts staffing - Overall panel felt like AI was a copilot that’ll change roles, but people will re-skill and find new areas of focus in their roles - DEI fallen off since 2023 (aligns to BrightHire data) but it’s still up dramatically from pre-pandemic levels, but there was a big discussion about how DEI leaders won't have impact w/out the power to make real biz change Thanks so much Talentful HIGHER Community Chris Abbass Jessica Z. for the lively discussion!
618 Comments -
Ashley C.
When I joined a early stage startup company as their Head of People, I knew we had the potential to build something truly special. Many early-stage startups often overlook the importance of investing in culture from the get-go, but I was fortunate to work with a leadership team that trusted me to prioritize this crucial aspect. One of the first initiatives I introduced was the creation of our Culture Club Committee. We focused on three key areas: Communication & Transparency: We ensured everyone felt informed and included, breaking down silos and fostering open dialogue across all levels . Recognition & Appreciation: Celebrating wins, big and small, became a cornerstone of our culture, making sure everyone felt valued and seen. Well-being & Growth: From professional development opportunities to mental health support, we invested in our people’s holistic growth. The impact was profound. Employees frequently shared how much they appreciated the inclusive environment, the regular updates, and the genuine recognition they received. Our efforts paid off with higher engagement scores, lower turnover rates, and a vibrant, collaborative atmosphere. One piece of feedback that particularly stood out to me was from an engineer who said, “I’ve never worked anywhere that cared so deeply about my personal and professional growth. It makes me want to give my best every day.” Culture is the heartbeat of any organization, and it’s especially vital in the early stages of a startup. Investing in culture early on isn’t just beneficial—it’s essential. To all the startup leaders out there: How are you investing in your company’s culture? What’s one initiative you’ve found particularly effective? 💬👇 #StartupCulture #HR #Leadership #PeopleFirst #EmployeeEngagement #CultureMatters
91 Comment -
Sam Hogan
Startups need to understand their customer, and where they reside. For example, NYC is the perfect launchpad for Hirebird due to... High demand for hourly workers: NYC's diverse economy relies heavily on flexible labor. Diverse talent pool: NYC attracts a wide range of skilled individuals seeking hourly employment. Early adopter culture: New Yorkers are known for embracing new technologies. Innovation hub: NYC fosters collaboration and provides access to resources. Thriving gig economy: Hirebird aligns with the growing trend of flexible work arrangements. To succeed as a start-up, you need to get your hands dirty. Immerse yourself in your city's culture, understand the specific needs of your ICP, and tailor your product/tool accordingly. Use this example as an exercise to understand your company's ICP and where to find them! #Startup #Startups #ICP #Marketing #TargetMarket #TAM
203 Comments -
Andrew Wilkinson
The #1 question I get asked is: “How do I hire a CEO?” (How to hire, incentivize, and manage a CEO) I created a guide with all my learnings from hiring ~40+ CEOs and leaders across Tiny (and many epic fuck ups along the way). Topics I cover include: Is hiring a CEO the right choice for you? When to hire a CEO? How to find the right CEO? Should you invest in a recruiter? What to look for in your CEO? How to diligence candidates? How to ensure a culture fit? How to negotiate & structure compensation? How to transition from founder to owner? How to relinquish control? How to determine CEO success? When to replace the CEO? Book Recommendations * A cheatsheet is included with key points from all sections. Get my guide for free → https://bit.ly/4bSTeUY Enjoy!
494 Comments -
Kartik Rao
Long before the current fiasco about Great Place to Work's CEO getting fired (especially the way) became a hot topic, 1 have been publically speaking about the soul less vanity metric it has been for a very long time. I have myself been on the team and later led the team that worked and won multiple years before I could reflect and decide that it's an hollow employer branding excercise. While the whole thought would have been noble and even companies that start on this journey want to be a part of a project that helps them know about where they stand as a workplace, very soon you can figure how this whole thing becomes a rat race to get a better rank. Recency effect is leveraged, dialing up engagement and events, employees are told about how their employability will be better if they are part of a GPTW and hence important for mutual benefit that they give good scores. Employees are given gifts if the company comes up in the rank. Reward for good feedback reinforcing loop for the next year. Culture Audit documents are vetted by absolutely unqualified people (most of them barely with 2 years of experience), and the depth and richness of the process is ludicrous. Doing it close to 7 years, got to know few internal folks at GPTW India well, and they themselves spoke about how the backend process is a sham. Mind you, these are people who were insiders conducting the culture audit. I am sure there are companies doing genuinely a lot to make sure they make a Great Place to work (we did too with the insights) however that would reflect in the metrics that really matter. Attrition, Productivity, Quality of talent they are able to attract and overall health of the company. This is something everyone knows but rarely is spoken in the open. Rank became the reason rather than being the outcome. Micro/Inferior version of this is answer 3 questions on LinkedIn to get a Top Voice Badge.
36634 Comments -
Dor Mezuman
Hey! NY HR professionals and recruiting agencies hiring for strategy, ops, bizdev roles in tech - this one is for you! ******** As part of NY Tech Week, we have nearly 300 registrations (and counting) of high caliber professionals from top consulting companies looking to get into tech. If you’re hiring for Strategy and Ops roles in tech, come join! We’ll make sure you’re approved on time for the event. If you need more info, feel free to drop me a private message on linkedin. For more information and to RSVP, visit: https://lu.ma/7nks6kk7 If you're seeing this post, don’t shy away - share/comment for visibility. We’re helping professionals transition from top consulting firms (Big 4, MBB, and other leading consultancies) into the tech industry. __________ FYI- if you’re looking to sponsor - whether recruitment agencies, HR tech companies, other tech companies, and MBA institutes - feel free to drop me a note as well #Networking #TechWeek #HR #Recruitment #Big4 #Strategy #Operations #NYTechWeek
142 Comments -
Adam G.
Through helping our founders with their initial hires, it's great to see mandating an in-person work culture and requiring relocation for candidates living in another city. Here's my hot-take on why an in-person work culture is best for company success: (1) The 'green dot' on Slack shows your online which doesn't equate to commitment. Inevitably, the people showing up everyday in-office start to question/resent those that do not. That resentment calcifies and erodes culture. (2) It's way faster to know if somebody is a good / bad fit for your company when seeing them everyday: conviction, temperament, camaraderie, effort, etc... (3) Before PMF is reached, communication and iteration amongst the team is crucial to accelerate this milestone. Insights and information are simply missed when not present. Curious if other founders agree and have seen any of these come to fruition through their in-person work culture....
145 Comments -
Hari Raghavan
For product-minded eng people out there, our call to action is simple. People Ops software shapes the experience of talented people (due to performance management, compensation, mobility, etc) to an extraordinary extent... Not to mention building something amazing for managers and leaders to run their teams better. What if we could build something as delightful as Linear to shape this experience?
211 Comment -
Eric Guidice
5 Reasons why I don't like putting requisitions "on hold" 1) Unclear financial projections - If the start date is undefined, or indefinitely pushed back, those salary dollars can't be put anywhere else in the business. 2) Candidate Experience - Direct correlation between on-hold status and time in stage for jobs already posted. It's also tremendously laborious and difficult to keep active candidates engaged, often leading to ghosting 3) Reduced Recruiting Capacity - Recruiters have to manage/engage these pipelines regardless of a fill-- especially if candidate experience scores are factored into their performance management. 4) Mismanaged hiring manager expectations - Hiring managers have jobs to do and often dislike these holds as much as the recruiting teams. Once the req is "released" its difficult to manage their expectations of time to fill--- especially if the role was active before posting. 5) Impacted data for future projections: If my time to fill/time to hire is impacted by an on hold status--- most ATS systems don't account for this data outlier. When I project future performance, this data impacts credibility on reliably producing hires on time
173 Comments -
Alex Pavlou
Starting the week with 5 big wins from last week 🎉: (Shoutout to our amazing team!) 1. Neil and Chelsea collaborated to place a Technical Product Manager at a late-stage travel startup. Fantastic teamwork! 2. Jared onboarded several new roles for founding designers. Kudos! 3. Chelsea and Alicia started searches for several agency clients looking for senior strategists and strategy directors. 4. Gigi reported significant progress for researchers and strategists at various agencies. 5. Personal highlight: moving office to Flatiron and having John rejoin the team! While we celebrate these wins, we’re also noticing some challenges as the market heats up: → GTM and Design talent demand is growing fast. → Demand for talent is up MoM but requirements are still very specific - we are starting to dip back into a talent-driven market. → With strong demand means talent retention is going to be center stage. Incredibly grateful to have a team who impresses me every week. I'm certain we'll be able to tackle upcoming challenges head-on. Here's to the new week ahead! Excited to see what it brings. Happy upcoming week, team and everyone else!
243 Comments -
Manan Shah
Imagine you’re faced with a choice between two recruiting businesses launched 2 years ago — both generating $1 million in revenue and boasting $200k in EBITDA. Now, here’s the catch: you can invest in only one of them and you’re allowed to inquire about just one metric. Take a moment and think — what would that metric be? The metric I’d pick? Retention — specifically, the percentage of this year’s revenue coming from existing clients. That’s because achieving the gold standard of around 80% revenue retention places you in the top 10%ile of recruiting businesses. We looked at many such characteristics over journeys of thousands of customers to see what are the defining qualities of successful recruiting businesses that scale vs those that don’t! https://lnkd.in/ga4MWDe3
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Charlie Franklin
A standard approach to new hire equity for public tech companies is a new hire grant ~2x the refresh grant, followed by annual refreshes, all with 4-year standard vest. The problem with this approach is the big drop off in vesting in Year 5 — in effect, you’re signaling to employees that’s the time to leave. How can we avoid this cliff? A simple way to accomplish this goal is with the combination of a front-loaded new hire grant and ratable refreshes. The key drivers to make this program work are: Front-loading the NH grant — this helps eliminate the cliff in year 5 Reducing the NH grant multiple — this also reduces the cliff, and lowers total spend Moving to 3-year vests — this pulls more vesting value forward Notice this actually saves the company money too. When we lower our new hire multiple from 2.0x to 1.5x, should we be worried it’s less attractive to the candidate? I think no, for a very specific reason: people rationally discount future value. Check out my full post below. 👇 And this isn't the only solution - how else can you adapt your stock comp design to minimize cliffs? #compensation #totalrewards
13723 Comments -
John Kim
🎉 Nina Issa, an excellent independent recruiter on Paraform, placed engineering talent at an exciting early-stage startup based LA in just 2 weeks. Nina started her career as an AE at Yelp and then pivoted into recruiting working at an agency before moving in-house at Snap and Facebook. In 2021, she took the leap of faith and started freelancing. She's great at what she does, and this eventually became an independent recruiting business, Growth League. Here's what she said about the client she worked with on Paraform: “Working with them was such a breath of fresh air. Not only is the company doing some great work, but the internal process with Paraform was straightforward and the communication line remained open. I was able to find an amazing engineer who genuinely loved the space they were in and interviewed quickly to get started within two weeks. Such a streamlined process — 10 out of 10!” Are you an independent/freelance recruiter or thinking of starting your recruiting business? Check out Nina's story in the comments below 👇
526 Comments -
Matt Birnbaum
We shared this blogpost and equity calculator last week to provide founders with a tool to model what Peter Walker talks about here. We also provide an easy way for founders to input their own variables (like options pool size and number of hires) to come up with equity numbers that work for them. While benchmarking data is helpful, there’s not a common formula founders use to calculate equity grants for their first 10 hires. This means, there’s not a ton of “fairness” or consistency to how these numbers are calculated. This is one of the reasons why the drop off in equity is so aggressive and so little of the total pool is spent in the data Peter shares. Interestingly enough, we land at very similar number for Hire #1 (assuming they’re a senior technical hire). https://lnkd.in/gji_pU6s
394 Comments -
Brady Harris
Headline: CEO includes himself in layoffs/ a RIF. After an amazing 3.5 years at Dwolla, I made the difficult decision to put my role in last week's RIF as we redesigned our org chart around a strategic pivot to the recently announced "Connect" product. While the right strategic decision for the business, it was incredibly painful to see so many talented Dwollans impacted through the RIF. I've never had so much confidence and optimism in the future of Dwolla, and will consider my time there as one of the highlights of my career. To past and present Dwollans, I love you and can't thank you enough for the trust, loyalty, hard work and friendship. Y'all flipping killed it 🤘. I am a better person and leader because of each of you. I've got your back now and forever and will be cheering you on. Can't thank everybody enough for their support (clients, investors, bankers, board members, etc.), and consider myself lucky to have been part of this journey with you. I'll be heading to Costa Rica for a few weeks to 🏄♂️, meditate, journal and get my six- pack back, before slowly working on "what's next." No doubt there will be some board roles that I've been putting off, and looking at some cool FinTechs/SaaS/Payments companies. I feel incredibly blessed to be able to take some time, and know many (most) people don't have that luxury. To all impacted by the brutal layoffs and RIFs the last 24 months in tech, hang in there. I know the pressures and stress can feel crippling at times as you find yourself suddenly back in the market. Being impacted in no way reflects your value as a human being, I see you, am cheering you on, and am in spirit with you 👊. One last one, on me. https://lnkd.in/gBWWyfz
30355 Comments -
Zoey Weaver
When considering joining an AI company after spending 8+ years in HR tech, I had to think a lot about what this meant from an equitability standpoint (and definitely leaned on some very talented HR friends to make that decision). With AI coming up left and right in HR, it doesn't always mean that it's done well or fairly. At Humanly (humanly.io) I'm lucky to report that we're not only growing, but also choose to be regularly audited to ensure fair and equitable processes with our AI solution. AKA- streamlined processes that also consider 100% of candidates fairly and quickly, which most high-volume recruiting teams can't do today. Super excited that Teamable joined us to do so! https://lnkd.in/gmXeyDRe
803 Comments -
David Hanrahan
I have done a lot of advising and really enjoyed each of the founders I've worked with in past advisor roles. So the following has never happened in those past relationships but.... 👇 I think it's shady for any arrangement to be pitched where it's like: "come be an advisor for my company and in return I'll give you stock in my company BUT your company has to purchase our product / service as part of that." If your company already is a client? Fine. If the client relationship happens later and no pressure / explicit requirement (eg. someone else is making those decisions i.e. no conflict of interest)? Also fine. It could also be shady in the reverse i.e. someone pitches a founder to be an advisor but pressures them to give the product / service to their company for free. IMO, the advising relationship should remove as much potential conflict as possible for it to be mutually valuable 👀
365 Comments -
Tamas Varkonyi
I've made countless posts about why People Leaders should mention equity earlier in the hiring process. But here's why I believe most of them aren't doing it… 1️⃣ 𝗧𝗵𝗲𝘆'𝗿𝗲 𝘀𝗰𝗮𝗿𝗲𝗱 𝘁𝗼 𝗴𝗶𝘃𝗲 𝗮𝘄𝗮𝘆 𝘁𝗼𝗼 𝗺𝘂𝗰�� 𝘁𝗼𝗼 𝘀𝗼𝗼𝗻. This usually comes from higher orders, but most people assume that the only way to discuss equity grants (and their value) is to share confidential information like the company's valuation history with candidates. Actually, this isn't true. There are plenty of ways to effectively communicate the value of your equity scheme 𝘸𝘪𝘵𝘩𝘰𝘶𝘵 giving away uncomfortable details. (DM me if you'd like some ideas!). 2️⃣ 𝗧𝗵𝗲𝘆 𝗹𝗮𝗰𝗸 𝘁𝗵𝗲 𝗰𝗼𝗻𝗳𝗶𝗱𝗲𝗻𝗰𝗲 𝘁𝗼 𝗮𝗻𝘀𝘄𝗲𝗿 𝗲𝗾𝘂𝗶𝘁𝘆-𝗿𝗲𝗹𝗮𝘁𝗲𝗱 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝘀. Most People Leaders need more equity education from higher up. Sometimes, this happens because they're buried in a never-ending heap of priorities, but sometimes, Senior Leaders lack equity education, too. Without sufficient background knowledge, they're understandably afraid to talk about equity with candidates who may ask tough questions. If this happens, they fear they might look unprofessional or lose great talent by seeming 'unprepared'. The easiest solution is to educate Senior Leaders and People Leaders about equity and teach everyone how to answer candidate FAQs. Then, they need to put it into practice. They might feel uncomfortable, but talking to candidates about equity is the best way to practice "selling" the company's equity philosophy and scheme. In doing so, they'll gain confidence, which will also help them discuss equity more effectively with existing employees. (Plus, I've never heard of a company losing a top candidate because their People Leader responded to an equity-related question with: "Great question! Let me double-check the answer with the relevant team members and I'll get back to you ASAP!") If you're struggling to talk about equity during your hiring process, are unsure when to mention it, how much to give away, or how to give your People team the equity education they deserve, feel free to drop me a message - we're here to help! #EmployeeEquity #HR #HiringProcess #PeoplePeople #ESOPs #OptionScheme
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