Learn Why Lazy People Are the Best Hire for Your Company

At first glance lazy employees seem to be the worst ones to look to if you want to get a job done, but that may not be the truth.

After all, it’s the lazy employees who know the shortcuts, the efficiencies, how to eliminate problems, keep things running smoothly, and save time.

Here’s how to get the most from them.

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Mark Zuckerberg: I Would Only Hire Someone to Work For Me If I Would Work For Them

When it comes to onboarding new employees with whom he’ll work directly, Facebook CEO Mark Zuckerberg bears in mind a single guiding principle that he says has never steered him wrong.

“I will only hire someone to work directly for me if I would work for that person,” Zuckerberg told an audience gathered in Barcelona yesterday for the fourth installment of ‘Q&A with Mark,’ an ongoing series of town hall-style discussions.

While employers generally have more work to do than staffers to get it done, Zuckerberg says business owners should resist the urge to settle for lesser candidates in the name of manpower. “Over the long term,” he said, “you’re only going to be better if you get someone really good.”

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10 People Who Will Destroy Your Business

If you want to build a great business, you have to be very deliberate about whom you let into it.

Emotions and behaviors may circulate through social networks in patterns similar to what’s seen in epidemiological models of the flu virus. Every positive person you let into your life increases your chances of being positive 11 percent, estimated a study published in 2010 in the Proceedings of the Royal Society.

“Just one sad friend was needed to double an individual’s chance of becoming unhappy,” Wired summarized about the report.

Figuring out whom to avoid and whom to let in won’t always be easy. But with a little practice, you can get really good at staying far away from people who might bring your business down. Here are 10 people (whether employees or clients) you should avoid if you’re starting a business:

1. The siren.

Sirens are those amazing and enticing people who come into your business and completely distract you. More than anyone else, these people have a way of stealing your focus and throwing your efforts off track.

A lot of promising futures have been sacrificed to sirens. Some people have sold their businesses for way less than they are worth and others have given up on their businesses to chase a get-rich-quick scheme than some sirens pitched them. Don’t let this happen to you. Don’t let an amazing person make you forget that you and your business have something amazing to offer the world, too.

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NewsPodge is Hiring

NewsPodge is now hiring. NewsPodge is a big consolidated tech resource around the world, which brings you the best technology, startups and entrepreneurship news from around the world. We are looking for the enthusiastic people to join us in creating the next big thing in our region.

We are looking for the suitable candidate in following areas:

 

1. Startup Intelligence Professional  – Full Time

You will be mainly responsible for gathering data for our particular division. Job includes detail research and online searching to create and maintain the database.

REQUIREMENTS:

– Knowledge of online research and information gathering.

– Prior knowledge of MS Excel.

– Extrovert personality, ability to reach out to people.

– Ability to use social media and understand the tags and keywords associated.

– Able to work part-time.

 

2. Content Writers – Full Time & Part Time

This position is for aggressive, passionate and dynamic people with reporting and writing talent.The ideal candidate must be familiar and comfortable with online reporting environment. A good understanding of how to generate online traffic, including SEO techniques. Work profile includes, but is not limited to, writing and publishing stories on all or any of the following: Business Tech, Startups and Reviews.

REQUIREMENTS:

– Excellent writing and communication skills.

– Possess a good understanding about the tech startups and entrepreneurship.

– Understanding SEO techniques will be an added advantage.

 

Please submit your detailed resume to info@newspodge.com. Please mention the given job title in the subject and do highlight your achievements in the resume for the relevant areas. If your application is successful, you will hear back from us in 21 days. All the best!

 

Team NewsPodge

How to Make Sure Your Next Hire Is a Winner

I’ve made quite a few mistakes when hiring people over the past 20 years.

Most of them were in how I approached the interviewing process. I made too many assumptions, didn’t follow through on asking for credentials or samples of work, and avoided asking the toughest questions when a red flag came up–just to make sure I was being nice. Here are a few lessons I learned after hiring people in companies large and small.

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On-Demand Home Services Startup Handybook Hires Amazon Exec Jeff Pedersen To Be Its CFO

Customers are becoming increasingly comfortable with the idea of booking services on the web and on their phones, so companies like Handybook are taking off. It’s for that reason that the on-demand home services startup has decided to hire former Amazon exec Jeff Pedersen as its new CFO.

It probably seems early for a startup like Handybook to add a CFO with such extensive experience. After all, it’s just two years old and is nowhere near going public. But the company was scaling quickly and CEO Oisin Hanrahan believed it could benefit from having someone to handle its finances.

“We really needed to add some talent in terms of financial operations for the business,” Hanrahan said in a phone interview. “The business has scaled pretty significantly. It’s 10 times bigger than it was on the first day of the year. We’re processing millions of dollars a month and we felt it was time to add some serious horsepower to the team.”

The CFO appointment comes just a few months after Handybook raised a big $30 million round of funding led by Steve Case’s Revolution Growth. Altogether it has raised about $45 million, with other investors that include General Catalyst, Highland Capital, David Tisch, and Bullhorn CEO Art Papas, among others.

With that funding and its new CFO, Handybook will be looking to expand beyond its current base of 27 markets, including increasingly moving into new overseas markets.

Admittedly, Hanrahan says that Handybook is “hiring ahead of the curve,” but believes the hire will help the company pull ahead in an increasingly competitive market. Rival Homejoy recently started encroaching on Handybook’s turf by not just offering cleaning services, but also launching a series of handyman-type services.

Pedersen held a variety of roles while at Amazon, but he served most recently as the company’s head of hardline finance. In that role, he oversaw financial operations for a $30 billion chunk of Amazon’s overall sales. He also held various operational finance roles at Dell and IBM.

According to Hanrahan, it was that combination of operational and financial expertise which attracted Handybook in pursuing Pedersen. And it’s his experience handling high transaction-volume businesses that ultimately led the company to hire him.

“It’s one thing to have a finance background, and it’s another thing to have operational finance background,” Hanrahan told me. “You really want your CFO to be operationally excellent, and Jeff comes with a deep operational finance background at Dell, at IBM, and at Amazon.”

For Pedersen, the decision to join a startup after working in major public companies will be a change. But he also sees promise in the two-year-old startup. In an email to TechCrunch, he wrote:

“I am thrilled to join the Handybook team. As the leader in on-demand home services, Handybook is a great example of a company transforming a traditional industry through the use of technology… In so many ways, the ambitions of Handybook remind me of Amazon’s own beginnings and I look forward to assisting the brand that has emerged as the leader in this space as they grow and scale.”

6 Selling Secrets That Will Help You Hire Stronger People

Just as for any sales process, there’s a funnel for recruiting: moving prospects and candidates from first contact, through the recruiting and assessment process, and ultimately into great hires.

The big steps are summarized in the graphic below. And, just as in sales, the more complex the process, the more steps in the process.

The “recruiting funnel,” as shown in this graphic from The Adler Group.

In recruiting, when the demand for talent is greater than the supply, all of the steps shown in the funnel are required. When the supply of strong talent is greater than the demand, shortcuts can be taken. This talent-surplus process is shown by the active-candidate path on the left of the funnel. The problem for most companies is that they use a surplus process even in a scarcity situation.

For most companies, the entire recruiting and hiring process is too transactional. It starts by filtering people on the basis of their skills and experiences, weeding out the weak, using the interview to minimize mistakes, and having candidates agree early on to a price range (compensation) before they even know the job. While demeaning, the process might actually work if there is an excess of top people available. If not, it will backfire: Companies will wind up working way too hard to hire people just like whom they’ve always hired.

In a talent-scarcity situation, recruiters and hiring managers actually need to talk with people and convince them that what’s being offered is better than what they have now. This process is represented by the extra two steps at the top of the funnel: getting high-quality leads and referrals, and converting these people into prospects. A prospect is someone who is fully qualified but needs more information before agreeing to become an official candidate. These extra steps are comparable to the discovery process in more complex sales: spending time to uncover the buyer’s needs and offering a custom solution. Done properly, this procedure can actually raise the quality of people hired.

Here’s how this is done:

1. Differentiate the job.

A job isn’t a list of skills, experiences, and generic responsibilities. A job is what a person does with these skills and experiences, whom he or she does it with, and the importance of the work. A career is what the person can learn and become if the work is done well. If the recruiter and hiring manager can’t describe the work this way, they’ll lose every top passive candidate they see.

Our hiring troubleshooting guide shows a number of ways to prepare these types of performance-based job descriptions. Just as in sales: The best sales reps know what they’re selling.

2. Obtain prequalified referrals.

Because most of the best people in any field find their jobs through some referral or trusted source, recruiters need to spend most of their time getting prequalified warm referrals. This is typically how the best salespeople find their best clients, and the same is true in recruiting.

3. Slow down. Sell the discussion, not the job.

People who aren’t looking aren’t impressed with recruiters who filter on skills, don’t know much about the job, negotiate the price during the first call, and rush to close. The recruiting discovery process is more like a slow dance with the recruiter always leading.

4. Conduct a gap analysis.

The objective of the discovery process is to determine if the difference in what the company is offering and what the candidate has done represents a career move. This Job-seeker’s Decision Grid will allow you to quickly determine what it would take to position your job as a career move. The big idea: Don’t let the prospect make long-term career decisions using short-term information such as compensation, location, company name, and job title.

5. Engage the hiring manager early and often.

Truly passive prospects are unlikely to become serious candidates without first having anexploratory call with the hiring manager. Though it takes some finesse on the part of the recruiter to pull this off, the call allows the passive candidate to gain more insight about the career potential of the job without too much of a commitment. The role of the hiring manager is to entice the person to seriously consider the job.

6. Close on career growth, not compensation maximization.

When a passive candidate is first contacted, a significant compensation increase is often the primary criteria for considering a move. This becomes less important if the new job represents a true career move. Unfortunately, too many recruiters and candidates filter each other out before they ever get to this level of full disclosure. That’s why some type of formal, multistep discovery process like the one described needs to be implemented.

The customer is king, except, it seems, when it comes to hiring. In order to hire the best people possible, every step of a company’s hiring process needs to be based on how the best people find jobs and why they select one opportunity over another. Few companies have designed their hiring programs from this perspective. Most are built on the false assumption that there is a surplus of great talent and all that’s necessary is to weed out the weak. In a talent scarcity situation, this will not only fail, but it will also be counterproductive, demeaning, and costly. Hiring the best and raising the talent level of a company is not a cost; it’s a strategic investment. It’s one most companies want to make, but few know how. It starts by making the candidate the king.