Recruiting. It is the bane of every startup's existence because it takes up so much time, and it is so competitive to sign people. Plus it feels like unproductive time because it's not moving the ball forward on product, engineering, sales, marketing, biz dev, fund raising. It consumes time and energy, and the payoff doesn't come for a while.
But of course, great teams build great companies. And great startup leaders know that they must always be recruiting.
Yet most startup companies I've ever worked with or observed make one crucial mistake: They assume that their recruitment process for a candidate is over when that person accepts his or her offer. The truth is the process isn't over until after the employee starts with the company, updates her LinkedIn profile and emails all her friends.
In fact, it's worse than that. The moment your future head of sales, marketing, product or even junior developer says "yes" is the moment you're most vulnerable of losing them. I've written about this before relating to any sales process--You're Most Vulnerable After You've Won a Deal--and the same is true in recruiting.
Recruitment is war and the enemy (people competing for talent) won't accept defeat easily. Don't fight 90 percent of the war. You must win.
Here's specifically what happens:
- The employee gives you a verbal commitment, an email accept or in some cases even a signed offer letter.
- You high-five your team for all the hard work, the hard fought persuasion and the new superstar that will soon come help solve your problems.
- If they are as good as you think, it is highly likely her existing employer will work hard to keep her. So the moment she notifies her boss is the moment that the other side is pursuing a full-court press while you are celebrating and getting back to work.
- If the person knew she was going to leave her employer and was talking to multiple companies to be sure the next company was the right fit, the moment she notifies the other companies that she's not accepting their offer they, too, will begin an assault of persuasion.
So ironically, the moment it seems everything is all sunshine for you, that is the moment you're completely vulnerable.
So what to do?
1. Acknowledge that recruiting doesn't stop until the employee has joined your company
2. The moment you get an "accept" you should have all of your key employees email, call or even grab lunch/drinks/coffee with the new recruit to welcome her to the team. Your goal is to create emotional bonds with the company and also to think twice about the perception that will be formed of her for accepting and then backing out (which in case you didn't know is more common than it should be)
3. I like to create an even stronger emotional tie by making public announcements where possible. I'd want to secure permission from the employee to issue a press release. It's a combination of the pride you take in this new recruit and it's a way to lower the odds that they bail on you. Yes, you could get egg on your face if she still backs out afterwards, but you've now massively lowered the risk she backs out. The candidate will look worse for backing out than you will. Obviously press releases only work if the employee isn't junior. But it doesn't really matter if the press wasn't big enough for TechCrunch. It just matters that it's in the public sphere and gets amplified through social channels.
4. I also like to give some evening homework to the new employees. To the extent she starts problem solving on your behalf and working as part of your team, she will feel more commitment to you, more excitement about the new role and, again, a stronger emotional bond to not backing out.
5. Finally, if possible get your investors involved if it's a reasonably senior position. Set up calls for VCs to welcome her to the team. The more people she has spoken with about joining, the more emotional bond and the less likely of her backing out.
Recruiting is brutal. If you put in a Herculean effort to get employees and then lose them after you've crossed the finish line, you will waste enormous energy. It's a shame that you have to launch a welcoming committee to bear hug your incoming hire and to run an external communication plan because an acceptance should be final but reality is reality. Trust me--I've seen it happen time again.
You're never done till you're done.
And follow on reading. You're really not even done then. If you don't look out for your top people they, too, stay in jeopardy. It's why I remind people--never roll out the red carpet when your best employees are on their way out the door.
What tactics do you use to make sure employees don't bail after the offer?
This article was originally published on Mark Suster's blog, Both Sides of the Table.