Talent Attraction Techniques

Louder for the people at the back 🎤 Many organisations today seem to have shifted from being institutions that develop great talent to those that primarily seek ready-made talent. This trend overlooks the immense value of individuals who, despite lacking experience, possess a great attitude, commitment, and a team-oriented mindset. These qualities often outweigh the drawbacks of hiring experienced individuals with a fixed and toxic mindset. The best organisations attract talent with their best years ahead of them, focusing on potential rather than past achievements. Let’s be clear this is more about mindset and willingness to learn and unlearn as apposed to age. To realise the incredible potential return, organisations must commit to creating an environment where continuous development is possible. This requires a multi-faceted approach: 1. Robust Training Programmes: Employers should invest in comprehensive training programmes that equip employees with the necessary skills for their roles. This includes on-the-job training, mentorship programmes, online courses, and workshops. 2. Redefining Hiring Criteria: Organisations should revise their hiring criteria to focus more on candidates’ potential and willingness to learn rather than solely on prior experience or formal qualifications. Behavioural interviews, aptitude tests, and probationary periods can help assess a candidate's ability to learn and adapt. 3. Partnerships with Educational Institutions: Companies can collaborate with educational institutions to design curricula that align with industry needs. Apprenticeship programmes, internships, and cooperative education can bridge the gap between academic learning and practical job skills. 4. Lifelong Learning Culture: Encouraging a culture of lifelong learning within organisations is crucial. Employers should provide ongoing education opportunities and support for professional development. This includes continuous skills assessment and access to resources for upskilling and reskilling. 5. Inclusive Recruitment Practices: Employers should implement inclusive recruitment practices that remove biases and barriers. Blind recruitment, diversity quotas, and targeted outreach programmes can help ensure that diverse candidates are given a fair chance. By implementing these measures, organisations can develop a workforce that is adaptable, innovative, and resilient, ensuring sustainable success and growth.

The best founders do one thing brilliantly... Hire. Here’s how we think about finding & attracting A-players for our portfolio companies: Most owners hire like they're running a restaurant. They think more cooks = faster service. Instead, they get a kitchen full of people bumping into each other, burning food, and blaming everyone else. That’s why hiring isn’t a numbers game. You don't need more people. You need the RIGHT people. It’s impossible to build a worthwhile business with mediocre talent. Over the years, we've developed a framework to find, attract, and close the top 0.001%. I call it the 4 C's to Top-Level Talent: 1. CURATE Start hiring before you start hiring. Follow smart people in your niche on Twitter. Connect on LinkedIn. Bookmark stuff that makes you say, "Damn, I wish I wrote that." Treat talent like a portfolio. Study first, invest later. The best hires happen when you're NOT desperately hiring. 1. CULTIVATE Engage without being weird. Compliment their stuff. Comment. Ask smart questions. Send them ideas. The best talent moves when THEY'RE ready, not when you need them. Plant seeds early. Water them consistently. 3. CLOSE When it's time to close the sale, go HARD. Fly them in. Meet their spouse. Pay more than you're comfortable with. I wasn't even looking for a company President when I met Marc. I wanted a CRO. But after one conversation, I knew he was our guy. So I changed the org to fit HIM. That's how good hires work. They change you. Don't squeeze top talent into your current structure. Bend your business around exceptional people. 4. CONTINUE Top performers won't always stay forever. That's okay. Even when they leave, keep them close. My old Head of Content now runs a 7-figure business. We still trade notes. They send better talent than any recruiter ever could. As someone who’s hired 100s of people, take it from me: Your best hires won't walk in the door with a resume in hand. They're already working somewhere else, crushing it. It’s your job to go find them. Hiring the right people is one of the most powerful growth levers for any business. If you want to see exactly how we attract and retain top-tier talent across our portfolio, I’ll be breaking it all down in an upcoming workshop (tomorrow). This is just one of several proven scaling strategies we’ll cover— more info here: https://lnkd.in/emd63SuT

🌠𝗛𝗢𝗪 𝗧𝗢 𝗛𝗜𝗥𝗘: 𝟴 𝗪𝗮𝘆𝘀 𝘁𝗼 𝗥𝗲𝗰𝗼𝗴𝗻𝗶𝘇𝗲 𝗮𝗻 𝗔-𝗣𝗹𝗮𝘆𝗲𝗿 🌠— I've led more than 500 hiring interviews in the past 5 years. Here are my core clues for identifying top talent: (1) They Seek to Understand, Not Just Know.💡 Curiosity is key. Look for candidates who ask deep, meaningful questions to truly understand your business instead of gathering surface-level info. 𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗮𝗹 𝗲𝘅𝗮𝗺𝗽𝗹𝗲: Give them the chance to follow up with questions — and see if they do. (2) They Are Predictable.🤝 Reliability is crucial. They deliver on promises, follow up as announced, show up on time, and come well-prepared. They make you feel like you can trust them. 𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗮𝗹 𝗲𝘅𝗮𝗺𝗽𝗹𝗲: Give hints on what you’d like them to share & see if they if they pick up on your direction and follow up. (3) They Handle Feedback Exceptionally Well — In Both Directions. 📬 They are optimizers who, even during recruiting, can suggest 2-3 improvements for your hiring process, product, or a recent discussion. 𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗮𝗹 𝗲𝘅𝗮𝗺𝗽𝗹𝗲: Ask for feedback at the end of every single interview. (4) They Encourage Reference Calls. 🗣️ They provide access to genuine, varied references who offer a realistic assessment, not just praise. 𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗮𝗹 𝗲𝘅𝗮𝗺𝗽𝗹𝗲: if a reference has nothing constructive to say, see it as a flag. (5) They Visualize Themselves in Your Company.💭 And then ask critical, detailed questions about them fitting into your company’s setting, team, and business. They challenge whether or not a collaboration would be a win-win. 𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗮𝗹 𝗲𝘅𝗮𝗺𝗽𝗹𝗲: Ask them what their biggest question mark around joining your company is — and how they would verbalize their doubt to their best friend? (6) They Challenge You for Change.🔀 They push for necessary changes while respecting your existing culture and achievements. They don't aim to change everything to make their mark but analyze what really needs to change & whats good to keep. 𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗮𝗹 𝗲𝘅𝗮𝗺𝗽𝗹𝗲: ask them about 2 things they would change and 1 thing they would keep, if they got the job. (7) They Point Out Blind Spots. 🚫 Look for independent thinkers who challenge your perspectives and highlight things you hadn’t considered yet. 𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗮𝗹 𝗲𝘅𝗮𝗺𝗽𝗹𝗲: Let them perform a mini-audit of a certain area of your business. (8) They Bring the Fun.🥳 There’s mutual energy and enthusiasm. You should feel genuinely excited about spending time with them! 𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗮𝗹 𝗲𝘅𝗮𝗺𝗽𝗹𝗲: invest in spending quality time together during recruiting — dinner, sports, a walk — and make it your mission to know something new and personal about them by the end. 🌠 𝗪𝗵𝗮𝘁 𝗶𝘀 𝘆𝗼𝘂𝗿 𝘀𝘁𝗿𝗼𝗻𝗴𝗲𝘀𝘁 𝘀𝗶𝗴𝗻 𝘁𝗵𝗮𝘁 𝘆𝗼𝘂’𝘃𝗲 𝗳𝗼𝘂𝗻𝗱 𝗮 𝗯𝗮𝗿-𝗿𝗮𝗶𝘀𝗲𝗿? 📸 Lina Retzlaff (big big love!) #hiring #startup #recruiting #companyculture #femalefounder

Top talent will NEVER join a company with a mediocre recruiting process. They assume the rest of your company matches that experience. Yet most leaders treat their recruiters like transactional rubber stampers — then wonder why they can't hire A-players. The reality: how you treat your recruiters gets reflected in your recruiting process. Treat them like cogs in a machine? That's EXACTLY how they'll treat your candidates. Here are 8 ways treating recruiters as strategic partners transforms your hiring: 1. Give them a seat at leadership meetings A biz recruiter pitched "we need an implementation specialist" for months. Candidates weren’t biting. Then she learned this hire would unlock a $2M contract. Changed her pitch to "we need this role to hit Q3 revenue." Filled in 2 weeks. 2. Make recruiting metrics visible company-wide When engineering managers check recruiting dashboards daily, magic happens. One team went from "where's my hire?" to "I see 3 strong candidates entering final rounds." Transparency turns recruiting from blame game to team sport. 3. Let them push back on unrealistic demands A recruiter shared w/ me why she quit her last role: "I was tired of smiling when they wanted senior engineers for junior salaries." Smart companies empower recruiters to say, "that's unrealistic." The rest lose their best recruiters. 4. Include them in offer strategy, not delivery Watched a startup land their dream candidate in 48 hours — beating higher cash offers — because their recruiter could negotiate on the spot. Most make recruiters deliver pre-baked offers like pizza. 5. Invest in their tools like engineering Teams tracking candidates in Google Sheets wonder why they can't compete. Companies investing in real recruiting tools see 4x productivity gains. Your engineers get the latest MacBooks. Why make recruiters work in spreadsheets? 6. Give them time to build relationships One Gem customer filled 70% of roles in 3 weeks. How? They maintained relationships with past candidates for YEARS. Most measure recruiters on this month’s roles they need to fill. So they spam everyone and start from zero next quarter. 7. Empower them with data "Trust me, the market's tough" doesn't move executives. "Your salary range is 25th percentile — here's the data" does. Give recruiters access to data and industry benchmarks. Watch them become business partners overnight. 8. Celebrate their wins like revenue That top 1% engineer who chose you over FAANG only happened thanks to your recruiter — celebrate them like AEs winning deals. Ring the gong. Most companies only notice recruiters when hiring stops. TAKEAWAY In this market — 2.7x more applications, 90% unqualified — the difference isn't headcount. It's whether you treat recruiters as strategic partners or paper pushers. Your recruiters are interviewing for new jobs right now. Still think they're just order-takers?

4 elite talent attracting strategies for startups: (without relying on bigger salaries) Startups can’t match large, profitable companies’ talent offers. So, what do you do? You excel where they’re weak. Here’s 4 strategies for startups to compete with the big boys (without just throwing more salary at the problem): 1. Don't win at pay. Win at pay practices. Transparency is a low bar but still rare, especially among large orgs scared to implement. Younger, startup-oriented talent increasingly values clarity over ambiguity. Share your salary bands, be upfront about pay progression, and make equity meaningful. 2. Double down on mission Why does your company exist? People want to solve meaningful problems and have a meaningful impact on your mission. Whatever your company is tackling, make it central to your pitch. Driven talent will follow. 3. Highlight development opportunities Startups are boot camps for growth. They’re fast-paced, challenging, and expose employees to a variety of experiences. Frame this as a selling point for ambitious learners looking to level up quickly. 4. Focus on Ownership Make employees feel like true owners. Equity can be powerful, but only if it’s worth something. Communicate its value clearly and tie it to the company’s success. Big companies can offer comfort. But startups offer something unique: • Purpose • Growth • A chance to create something extraordinary Don’t throw more money at it. In 5 words or less, what advice would you give a startup to attract top talent?

“We’ll hire when we need someone.” 🤦🏻♀️ I'm sorry, that’s not a Talent Acquisition strategy. That’s a reaction. And reacting too late is one of the most expensive mistakes a business can make. If you want to grow sustainably, hire top talent and stay competitive, you need a Talent Acquisition strategy that’s not just a hiring plan, but a business lever. So, what does that actually include? Here are 5 core pillars every company should consider: 1️⃣ Workforce planning: → What roles will you need in 6–12–18 months? → Where are the skill gaps? → How do your hiring needs align with business growth? 2️⃣ Employer Branding and Candidate Experience (CX): → Do the right people know who you are and why they should work for you? → What do candidates say about their experience with you, especially the rejected ones? 3️⃣ Sourcing Strategy: → Are you relying only on inbound? → Do you know where your ideal candidates actually are and how to reach them? 4️⃣ Diversity, Equity & Inclusion: → Are your job descriptions, processes and interview panels inclusive? → Are you building teams with different perspectives and backgrounds? 5️⃣ Recruiting Infrastructure & Data: → Do you measure time-to-hire, conversion rates or quality of hire? → Is your TA team set up with the right tools, training and headcount to support growth? Because here’s the thing: If you don’t invest in TA strategy early, you'll eventually struggle with: 🚨 Delayed product launches 🚨 Burned out teams 🚨 Rising attrition 🚨 Missed revenue targets 🚨 Damaged reputation in the market Talent Acquisition is not a support function. It’s not just about posting jobs and scheduling interviews. It's a strategic function that belongs at the same table as product, finance, and operations. Because without the right people, none of those other strategies can succeed.

After building TestGorilla from 0 to thousands of customers across 100+ countries, I've learned that most companies fail at hiring before they even post a job. Here are the 5 steps that separate world-class hiring from expensive mistakes: 1) Define your talent requirements (most skip this) "We need a great developer" isn't a hiring strategy - it's wishful thinking. Great companies get surgical about exactly who they're looking for: • Specific technical competencies (not just "knows Python") • Required experience levels for each skill • Cultural attributes that predict success in YOUR environment • Growth trajectory you need (steady performer vs. high-potential) Vague requirements = mediocre hires. Every time. 2) Identify their decision drivers (this is where magic happens) You're not just competing on salary. Top talent has options. Ask yourself: • What frustrates high performers in their current roles? • What career aspirations keep them up at night? • What would make them leave a "safe" job for yours? • What do they value more than money? When you understand their psychology, you can craft offers that speak to their souls, not just their bank accounts. 3) Design your evaluation framework (objectivity beats gut instinct) Most hiring decisions are made in the first 10 seconds of an interview. That's not evaluation - that's bias confirmation. Build systems that predict actual performance: • Skills-based assessments that mirror real work • Structured interviews with consistent scoring • Objective measures of potential and values fit • Efficient processes that respect everyone's time Data beats "good vibes" every single time. 4) Establish your selection criteria (know your non-negotiables) What actually distinguishes your top performers from average ones? And here's the harder question: Why should A-players choose your process over companies with bigger brands and deeper pockets? Your hiring process IS your product. Make it remarkable: • Faster time-to-decision than competitors • More meaningful evaluation than "tell me about yourself" • Clearer communication throughout • Genuine respect for candidates' time and expertise 5) Communicate your hiring philosophy (story beats specs) Stop posting job descriptions that read like legal documents. Start telling stories: • Why does this role exist? • What impact will this person have? • What's the vision they'll help build? • What's your approach to finding and developing talent? People don't join companies. They join missions. TAKEAWAY: Most companies treat hiring like procurement - find the cheapest resource that meets basic requirements. World-class companies treat hiring like product development - deeply understand your users (candidates), design remarkable experiences, and iterate based on data. The companies that master this don't just fill roles faster. They build competitive advantages one hire at a time.

I have made and saved a lot of money using remote teams across all of my companies.  Here’s how you do it: Almost every business could use at least some remote talent. It’s a great way to access a broader talent pool than your local area. You can also lower overhead costs — less office space, lower bills, and even hire talent from other countries. So how do you get the most out of a team that you don’t see face to face? Step 1: Define your objectives and needs Nail down your biggest reason for building a remote team. Broaden your hiring pool? More flexibility? Lower costs? Your main goal guides your future decisions. Then, assess which of your positions are suitable for remote or hybrid work. — Step 2: Develop a remote work policy A solid policy sets the tone and expectations for your team. Try to answer all questions ahead of time. Clarify Scope and Purpose: •  Who is eligible to work remotely? • For hybrid, how many days? • Is there a distance requirement? Set Communication Standards: • When should people be online and available? • What communication tools should they use? Security Protocols: Password manager?  VPN? Are you providing work equipment or expecting BYOD? — Step 3: Update your hiring process Build remote-specific job descriptions: Highlight skills like self-discipline and communication. Use diverse recruitment channels: Remote-specific job boards and communities. Tailor interviews for remote readiness: Include video calls and assess their home office setup. — Step 4: Find the right tools & technology Equip your team with tools that support collaboration and productivity. You’ll probably need: • An async communication hub (like Slack) • A video call platform (Google Meet) • A project management tool (Asana or Trello) • Hardware/software support Provide equipment or offer a stipend. — Step 5: Establish clear communication guidelines Effective communication is the backbone of remote work. Do you need people to: • Set online statuses? • Post daily updates? • Follow a response time rule? • When do you need people available for video calls? Make sure to set regular meetings and check-ins. Weekly stand-ups and monthly all-hands help keep everyone aligned. — Step 6: Build a strong team culture Strong remote teams thrive on culture and connection. Start with thorough virtual onboarding. Set up meet and greets and mentoring sessions. Add regular team activities: • Virtual coffee breaks • Game time • Casual Slack channels Celebrate everything: • Individual and team wins • Holidays • Company milestones — Step 7: Keep tabs on performance Address concerns head-on with clear goals and regular feedback. Set SMART goals: Specific, Measurable, Achievable, Relevant, and Time-bound. Schedule quarterly reviews. Focus on outcomes — not hours worked. — If you’re interested in remote staff for your teams. Comment below or message me and I’ll get you connected.

We all want to hire the best people - but a mistake so many founders make is ignoring step 1: Build a talent magnet 🧲 Psychometric testing, blind referencing, task-based assignments and culture-fit interviews - all great tools for selecting talent... But if your top of funnel is only 50 candidates per role - you're better off investing time in building the top of funnel rather than selection. At my first company we built a talent magnet that attracted 2,000 candidates per role (pre AI applications). Here are the core steps to building top of funnel in hiring: 1. Define your culture - ensure it is authentic and 'controversial' 2. Craft your employer brand - the reasons people enjoy working at your company (beyond your culture) - eg at sequel those might be working with the world's best athletes on a daily basis, funding pioneering founders, a 'dope' office with a roof terrace & plenty of socialising space, an experienced team with multiple exits 3. Pick your benefits carefully - you are what you attract - at sequel we offer a learning budget, free gym membership, private healthcare, a generous parental policy and proactive wellness screenings - therefore we have healthy team members with a hunger to learn and who want to have families one day 4. Talk about the above publicly - post on LinkedIn, attend events, talk to the press, apply for awards 5. Craft job descriptions optimising for top-of-funnel - remove barriers like requirements for certain levels of education, include wide salary ranges (and pick the range carefully), offer equity if you can, link to other resources to help people learn about your brand (eg we have a team video on our website) 6. Use an ATS & post widely to job boards - we use Workable and post to 20+ job boards for every role 7. Host events - hackathons are a great way to build relationships with engineering and product talent and spend extended period of time seeing how they work 8. Outbound - do not just rely on inbound - create an ideal candidate profile with a detailed dream job history - and start pro-actively reaching out to people who fit the profile Focus on attraction before you invest time in selection. It's a bit like dating... Any other tips for building a magnet for talent?

The biggest untapped funding round for your startup might be hidden in wage geography. A mid-level engineer in San Francisco costs roughly $150k plus payroll overhead. The same calibre developer in Lisbon, Bogotá, or Ho Chi Minh earns $25k–50k. That gap is not a talent discount. It is cost-of-living reality. Here is the arbitrage that many startup founders are still missing: - Runway extension. Re-allocate $100k in salary savings into customer acquisition or an extra hire. Ten remote engineers abroad can cost the same as four in the Bay Area. - Quality of life uplift. Paying an Indian dev $60k is life-changing money locally. Engagement and retention skyrocket when comp outpaces the local norm. - Time-to-build advantage. Cash always dictates velocity. Lower burn lets you experiment longer, pivot faster, and negotiate better with investors because you are not desperate for the next cheque. - Talent moat. While competitors scrap for the same over-priced engineers in Austin or San Francisco, you build a global recruitment engine that scales. Of course this requires process: async communication, clear specs, cultural empathy, and senior oversight. But those are leadership muscles you will need anyway. Early-stage capital is too precious to spend on postcode premiums. Great code ships just as fast from Manila as it does from Mountain View. In a nutshell: If your product vision is global, your talent strategy should be too. The market already priced in the arbitrage. All that is left is for founders to claim it.