Attracting Skilled Talent

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

Talent Acquisition *always* wants to offer new hires more 💰 than we’re paying our current people. That's how I used to see it, until I changed my perspective. The relationship between People Ops and Talent Acquisition should be tense when it comes to pay. I don’t mean tense like 'can cut the air with a knife', but there should be regular attention on maintaining or adjusting pay bands. People Ops will always fight to maintain the bands 🤺 TA will always fight to lift them. Here’s why, and how it should work. TA measure their success, in large part, by filling roles with capable candidates. When salary is a blocker to that outcome, it is natural for TA to push for a higher range. 🙂 Candidate would be happy. 🙂 TA would be happy. ☹️ POps likely won’t be happy. Why? The TA team rarely need to think about the impact of introducing a highly paid newbie to a team of now lesser paid veterans. Everyone talks about pay. So it wouldn’t escape them for long. Then, People Ops not only have a pay equity issue, they have an attrition issue. Not great — but it’s not a reason to write off TA and their hopes of lifting the salary, because their insights are important, too. TA are speaking to the market. All. The. Time. People Ops salary bands are often built on survey data. A highly lagging indicator of what people are being paid. And guess what? Salaries almost always go up. So when they do, TA are the first to see it. TA collect these signals and can identify when the existing pay ranges just aren’t cutting it anymore. This is the basis of information that should form the ongoing discusion between TA and POps as they constantly assess if the pay bands are working. This data is critical for two reasons: 1. You now have the market intelligence that suggests your bands are not as competitive as you aspire to be (per your comp philosophy) and you may not be able to hire as effectively. 2. Your existing people are now at risk of being poached by a more competitive market, and need a lift in salary. Really effective teams are evaluating salary expectations from candidates on the fly, adjusting bands as needed. Others may be assessing offer acceptance rates and decline reasons, as well as exit reasons from their offboarding processes. If salary is flagging in those areas, and it’s higher than your target, it’s time to act fast. How else should TA and POps work together to complement one another?

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?

🌠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

Is attracting the best #talent proving costly? How do you keep #talentacquisition costs low? Efficient talent acquisition isn't just about saving costs; it's about finding the right individuals who will contribute to your #organisation’s success. Let me share some ideas which will help you— ♦️ Use employee referrals- They are a great way to find qualified #candidates at a lower cost. Offer your employees incentives for referring qualified candidates to your company. ♦️ Refine Your Job Descriptions- Craft precise and compelling #jobdescriptions that attract the right candidates. This reduces the number of unqualified applicants. ♦️ Use Social Media- Harness the power of social media for cost-effective job postings and promoting your employer brand. Platforms like LinkedIn, X , and Facebook can be very helpful. ♦️ Build your employer brand- A strong employer brand can help you to attract top talent without having to spend a lot of money on recruitment. Create a positive image of your company by highlighting your culture, values, and benefits. ♦️ Refine the Interview Process- Streamline your #interview process to minimize time and resources spent on unnecessary stages. ♦️ Automate your processes- There are a number of tasks in the talent acquisition process that can be automated, such as #resume screening, interview scheduling, and background checks. Automating these tasks can save you a lot of time and money. ♦️ Employee Training and Development- Invest in training and development to upskill your existing workforce, reducing the need for external hiring. What other cost-effective strategies do you suggest? #Recruitment #Efficiency #EmployerBrand LinkedIn for Creators LinkedIn

Age: 45 CTC: 80 Lac Fully Qualified — Yet Rejected A senior leader recently asked me, “If I fit the role perfectly, why do interviews stop after the first round?” The answer was not capability. It was compensation perception. When a candidate’s current CTC is significantly higher than the role’s budget, the conversation inside hiring rooms quietly shifts from fit to risk. Unspoken questions begin to dominate: • “Will the candidate accept and later disengage?” • “Will this disrupt internal pay parity?” • “Will retention become a concern within 6–12 months?” Even when candidates clearly state flexibility, organizations often lean toward profiles that sit comfortably within their compensation band. Not because the candidate lacks value — but because hiring is also a financial and organizational risk decision, not just a talent one. This is why senior professionals must manage career positioning and compensation narrative, not just qualifications. At this stage, how you are perceived matters as much as what you have achieved.

HR Director asks COO: "How do we ensure our top talent doesn't leave after we've invested in their development?" COO: "The real question is: How do we survive if we don't develop our people and they decide to stay?" Insight: Elevate your team's skills to world-class levels. Then create an environment so inspiring, they wouldn't dream of leaving. 𝟭) 𝗜𝗻𝘃𝗲𝘀𝘁𝗺𝗲𝗻𝘁 𝗶𝗻 𝗣𝗲𝗼𝗽𝗹𝗲 𝗜𝘀 𝗡𝗼𝗻-𝗡𝗲𝗴𝗼𝘁𝗶𝗮𝗯𝗹𝗲 Development is crucial for: ↳ Company growth ↳ Innovation ↳ Competitive edge Stagnation is the real threat, not attrition. 𝟮) 𝗖𝗿𝗲𝗮𝘁𝗲 𝗮𝗻 𝗜𝗿𝗿𝗲𝘀𝗶𝘀𝘁𝗶𝗯𝗹𝗲 𝗖𝘂𝗹𝘁𝘂𝗿𝗲 Foster an environment with: ◦ Continuous learning opportunities ◦ Clear growth paths ◦ Recognition and rewards Culture is your strongest retention tool. 𝟯) 𝗕𝗮𝗹𝗮𝗻𝗰𝗲 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 𝗮𝗻𝗱 𝗘𝗻𝗴𝗮𝗴𝗲𝗺𝗲𝗻𝘁 Combine skill growth with: ↳ Meaningful work ↳ Autonomy ↳ Purpose-driven goals Engaged employees are less likely to leave. 𝟰) 𝗘𝗺𝗯𝗿𝗮𝗰𝗲 𝘁𝗵𝗲 𝗚𝗿𝗼𝘄𝘁𝗵 𝗠𝗶𝗻𝗱𝘀𝗲𝘁 View development as: ◦ An ongoing process ◦ A mutual benefit ◦ A competitive advantage Growth-oriented cultures attract and retain top talent. 𝟱) 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽'𝘀 𝗥𝗼𝗹𝗲 𝗶𝗻 𝗥𝗲𝘁𝗲𝗻𝘁𝗶𝗼𝗻 Leaders should: ↳ Model continuous learning ↳ Provide mentorship ↳ Create growth opportunities Leadership sets the tone for development and retention. Remember: The risk of losing developed talent is far less than the certainty of retaining undeveloped employees. Ask yourself: Are you creating an environment where top talent not only grows but also wants to stay and contribute? ------------------------------------------------- Follow me Dan Murray-Serter 🧠 for more on habits and leadership. ♻️ Repost this if you think it can help someone in your network! 🖐️ P.S Join my newsletter The Science Of Success where I break down stories and studies of success to teach you how to turn it from probability to predictability here: https://lnkd.in/ecuRJtrr

Traditional hiring methods often prioritise degrees over practical skills, potentially overlooking many talented individuals — especially women. New data from LinkedIn's Economic Graph reveals that a shift toward skills-based hiring can help bridge this gap. In Singapore, for instance, such an approach could boost female representation in traditionally underrepresented occupations by 10%. Read on to explore our latest article, where experts reveal the benefits of a skills-first strategy and outline the steps companies can take to build more inclusive teams. How should organisations rethink recruitment to open more doors for women? Let us know in the comments. #IWD25 Read more: https://lnkd.in/gkSZwnMm ✍️: Neha Jain Kale 📊: Silvia Lara (LinkedIn Economic Graph team)

Global employee engagement just dropped to 21%. Leadership teams are asking a more urgent question: Why aren’t the best people choosing us? Most companies respond the same way. They refine the careers page. They update the values. They launch an internal brand campaign. And still, the talent they want goes elsewhere. Because top talent isn’t persuaded by messaging. They’re pulled by meaning. In 1878, George Cadbury had a choice about how to grow his company. He could have expanded his factory like everyone else. Instead, he built Bournville. A place designed around a better way to live and work. Not a campaign, or a careers page. An environment. He didn’t ask people to adopt values. He built a world where those values were real. That’s the shift most companies haven’t made yet. They are still trying to tell people what the culture is. The companies winning talent are building brands that make culture unmistakable. A clear point of view. An idea of the future. A level of ambition people want to be part of. Because the smartest people are not just looking for perks. They’re looking for a place that sharpens them. Challenges them. Expands what they’re capable of. This is where Motto does some of our best work. We approach employer branding as part of the brand itself. We help companies define a single, clear Idea Worth Rallying Around®. Not a collection of values or a vague mission. An idea with gravity. The kind that attracts people who want to do meaningful work and filters out those who don’t. Then we build the brand around it so it shows up everywhere talent looks. ↪ What you say. ↪ What you ship. ↪ How you operate. So when the right people encounter your company, the decision is already made. “This is the company I want to build with.” Because employer branding is not a layer on top of the business. It is the signal your entire company sends about what it stands for and who it’s built for. Motto®

Your best people are slipping through your fingers. And you probably don't even know why. If you don't want to lose brilliant team members, pay attention. They aren't leaving you for more money or a better opportunity. They are leaving because you might be suffocating them. Here's the uncomfortable truth about keeping top talent: 1. Give them agency or watch them leave. Micromanagers, this one's for you. Every time you hover, every time you dictate the 'how', you're creating dependent robots instead of empowered humans. The best people don't want to check their brains at the door. They want to know their decisions matter. 2. Tie their wins to their wallets. Not always cash—sometimes it's time off, public recognition, or just a genuine "that was brilliant." Recognize your top performers or you train them to become indifferent. 3. Tell them what, never how. "I need this to convert at 20%" beats "Use this font, this color, this layout" every single time. The moment you rob them of their process, you rob them of their pride. 4. Growth or goodbye. Top talent has a ceiling allergy. Small team → bigger team → client face time → financial decisions. Show them the ladder or they'll find another building. 5. Treat them like family (the functional kind). Look out for them. Actually care. Not that "we're a family" corporate BS, but genuine "how can I help you win?" energy. Bonus: In interviews, ask: "What would make you stay somewhere for 5 years?" Take notes. And actually follow through. Already missed that chance? Sit down with your best people TODAY. "What gets you excited about coming to work? What would make you never want to leave?" 15 minutes. Could save you months of recruiting. Who's the best person you ever lost? What would you do differently now? Small Business Builders #leadership #talentretention #teambuilding