The company's chief human resources officer explains how they did it.
Go Daddy may be best known for its racy Super Bowl commercials, but after having added more than 1,400 new employees in three years, the domain registration and hosting company has also made a name for itself as one of the nation's top job creators.
Lane Jarvis, Go Daddy's chief human resources officer, describes her main recruiting strategies.
1. Recognize the importance of each new hire.
At the outset of the hiring process, Jarvis says it is important to keep in mind just how important it is to hire the right candidates. "Your customers are your most vital resource and you work really hard to get them," she says. "Remember that every employee is going to touch a customer in some way, so you are putting your customers at risk by hiring a bad candidate."
2. Be completely honest with job candidates.
"It can be difficult when you are bringing on a large number of employees, but the most important thing for us is to identify individuals who will be the right fit for our culture," says Jarvis.
In order to do that, Go Daddy doesn't sugarcoat the requirements for open positions. "We give candidates a very realistic job preview, so that they know the things that we value and the things that will be expected of them. Some people choose to drop out. But there are others who get a twinkle in their eye and you can tell they are passionate about the opportunity."
3. Forecast your hiring needs early.
Jarvis says it can be difficult to balance Go Daddy's slow hiring approach with the company's need to rapidly bring on a large number of employees. One way the company accomplishes this is by forecasting hiring needs early.
"Our talent acquisition works closely with each business department to forecast their hiring needs throughout the year," Jarvis says.
"We try to stay as far out in front of it as we can. Even at times when our hiring volume is at its peak, we hope that we've already generated a pipeline of pre-screened, pre-qualified candidates that are ready when those positions become available."
4. Give employees the opportunity to advance.
Employees will join a company for one position, but they'll only stay at that company if they have the chance to advance to other positions with more responsibility. Go Daddy has internal training programs and mentoring available to employees who are looking to move forward in their careers. "We fill about 80% of our positions internally," says Jarvis. "We've really embraced promoting from within. Our employees realize that they are not just there for one job, they can stay here and have several different career options."
5. Make it fun.
Go Daddy's founder and chairman, Bob Parsons, is known for reciting this maxim: "We're not here for a long time, we're here for a good time."
That philosophy is embraced in the company's approach towards employees. Go Daddy rewards its top performers with shopping sprees at Costco, time spent in a cash-grab machine, or the chance to spin a prize wheel. (That prize wheel doled out more than $750,000 in prizes to employees last year.)
Last updated: Dec 7, 2012
Staff editor KASEY WEHRUM has written for Inc. magazine on subjects ranging from the businesses behind professional bull riding to gadget inventor and father of the infomercial, Ron Popeil. His work has appeared in the New York Times, Worth, Budget Travel, and on MSNBC.com. He lives in Brooklyn.