Developing your

company’s talent
acquisition
capability:
A guide for tech startups

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 frontline.vc
@frontline

26-28 Lombard St E
Dublin 2
Ireland

17 Rosebery Avenue
London EC1R 4SP
United Kingdom

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Developing your MAY 2017

company’s talent
acquisition capability

TABLE OF CONTENTS
1. Introduction 4
›› Talent acquisition vs. recruitment
2. Recruitment strategy and planning 7
›› Types of roles to hire for
3. Talent acquisition disciplines 11
›› Telling your brand’s story
›› Brand-building with social media
›› Sourcing channels
4. The recruitment process, simplified 21
›› The step-by-step guide
›› Hiring technical candidates
›› Hiring sales candidates
›› Hiring senior executives
5. Before, during, and after the interview 29
›› Budgeting
›› Choosing an ATS
›› The candidate experience
›› Dealing with a bad hire
6. Assessing your current hiring capability 40
›› The value of data
›› Industry standards
7. Defining what you need for your business 45
›› Reasons to consider building an internal capability
8. Defining your first critical talent acquisition hire 48
›› Is this the right decision for your business today?
›› A guide to varying levels of experience
9. How to hire a recruiter 51
›› Where to find the best recruiters
›› Considerations when sourcing a recruiter
›› Core competencies to look for
10. Setting the direction for your new hire 56
a. Onboarding and team integration
b. Providing the right environment and defining success
Introduction

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 Developing your company’s talent acquisition capability

INTRODUCTION
The war on talent

As a startup, attracting and competing for talent Hiring top talent is competitive - and even more so
can be particularly difficult as an unknown brand. for companies in the technology sector. Bersin by
Each company wants to hire the best talent - but Deloitte cite Talent Acquisition as the most import-
not every company is uniquely enabled to do so. ant of all Talent Management disciplines – this is
Recruiting is hard and one of the top mistakes what this playbook will be focusing on.
made by startups is not devoting enough time to it.
Having a talent acquisition strategy is just half the
We know that time is a luxury for your startup. How- battle – it can easily erode your budget and can
ever, not devoting enough time to hiring the right lead to an expensive process with poor results.
people can lead to poor hiring decisions and even
more headaches in the long-term. This playbook will outline best practices and strat-
egies to help you budget for, define, and execute
Coined by McKinsey in the late 90s, “Talent Man- on your talent acquisition capabilities.
agement” is designed to help organisations best
utilise their human capital to meet the company’s
vision. It involves the practices of:
• Workforce Planning
• Engagement & Retention
• Learning & Development
• Leadership Development
• Performance Management
• Data & Analytics
• Rewards & Recognition
• Talent Acquisition

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 Developing your company’s talent acquisition capability

INTRODUCTION
Talent acquisition vs. recruitment

The term talent acquisition is often used inter- As a startup, you want to focus your efforts on
changeably with recruiting. what will give you the best return on investment -
factoring in your cost, time, and results.
Recruiting is actually considered a subset of talent
acquisition, and includes the activities of sourcing, The reality is, that you probably won’t have suffi-
screening, interviewing, assessing, selecting, and cient time or budget to invest in all disciplines of
hiring. Talent Acquisition. This guide will educate you on
what has worked for some of Ireland’s successful
Talent acquisition also includes: startups and cites experiences of some well-known
• recruitment strategy and planning Irish tech founders.
• process excellence
• marketing and social media The global recruiting services and technology in-
• employment brand dustry is worth $450B annually; there is no short-
• sourcing channels and models age of solutions for you to avail of.
• candidate assessment centers and psychomet-
rics For the purposes of this book, we cannot discuss
• talent communities every platform or solution - but rather, we will
• technology highlight tried-and-tested successful methods for
• data and analytics startups in the technology sector.
• targeted hiring, design, and onboarding

For some, Talent Acquisition can be broader and

also include:
• recruitment planning
• succession planning
• building talent pipelines

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Recruitment
strategy and
planning

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 Developing your company’s talent acquisition capability

STRATEGY & PLANNING

Fail to plan; plan to fail

Poor recruitment planning is one of the biggest

money and time wasters in hiring. You’ve budget-
ed for the hire and invested time and money in
the process - only to realise you’re looking for the
wrong person or should have hired a different busi-
ness critical need.

Success does not mean hiring multiple roles and

hitting a target number, but rather, filling the right
roles at the right time – ones that are business
critical (meaning: if you do not hire them, it leads to
failure of a software release, customer delivery, or a
product launch). Knowing what is business critical
is one of the key steps to building your recruitment
target.

// CASE STUDY: INVEST IN THE PROCESS

Ronan Perceval, founder and CEO of Phorest, a

successful software platform for the salon sector,
maintains that hiring is one of the two most im-
portant things you do when building & growing a
company.

It becomes even more critical to have a robust

process in place as you get bigger, as you will have
less control over whom you hire. Because of this,
it’s worth investing in a process to ensure you are
hiring the best people for your company.

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 Developing your company’s talent acquisition capability

STRATEGY & PLANNING

Types of roles to hire for

Understand that one size does not fit all. Each role According to the Human Capital Institute, there
is not equal; therefore, your approach to hiring will are 10 – 15% of strategic roles that add the most
differ depending on how critical the role is. Roles value, referred to as “never out jobs.”
can be divided into four categories: Strategic, Ex-
ecutive, Core or Support. These jobs are the most critical to executing your
strategy. Titles and level within the business do
• Strategic roles: vital for achieving your stra- not matter in determining which roles are strate-
tegic goals and “keeping the lights on” in the gic - rather, it is the roles’ relation to the business
business. If you are a SaaS business, generally strategy.
developers, software engineers, and quality If you are hiring multiple strategic roles, it is worth
control analysts are key strategic roles. If you investing time in a recruitment plan for these hires.
are also focused on product innovation, de- Depending on your hiring capability, you may need
signers and product managers may also be to outsource strategic and senior executive roles,
considered key strategic roles. or hire a dedicated resource or RPO provider.
• Senior Executive roles: this becomes more
relevant as the business grows and the CEO / Developers and engineers are highly sought after
founder has too many direct reports. A formal and will need the best sourcing channels available
org structure is developed and senior leaders to you in order to attract passive candidates to your
are hired to close the gaps where relevant. company.
• Core roles: these relate to operational excel-
lence, and include roles such as sales, opera- Both core and support roles should be hired direct-
tions, and marketing. ly by the company. It is unnecessary to outsource
• Support roles: these keep the internal oper- these hires to a vendor. These roles can be hired
ations running smoothly. Depending on your directly through advertising channels, social media,
company’s focus, this could be operations, HR, and your network, where you will find plenty of
administration, and finance. active candidates.

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 Developing your company’s talent acquisition capability

STRATEGY & PLANNING

A - Z for startups

Start with the business Develop your process Know your brand

• What are the most business • Do you have an interview pro- • Have you determined who will
critical roles you wish to fill? cess? be responsible for hiring?
• Have you defined the strategic • Are you or your key decisions • Are employees willing to be
makers / hiring managers expe- brand ambassadors?
roles that are required to exe-
rienced at interviewing? • Do you have an employment
cute your company’s strategy? • Have competencies been devel- brand?
• How many people do you plan oped for each critical role? • How will you differentiate your
on hiring? • Do you have job-specifications brand from others?
• Is there a business scenario for each role? • Have you spent time learning
that could peak this volume? • Do you know what the bench- why others joined you in the
mark salaries are in the market first place?
• Is the talent you wish to hire
for these positions? • Can you communicate your vi-
available in short or plentiful • Can you afford them? sion to potential candidates?
supply in the market? • Have you decided on what • Why will your product make a
• What is your deadline to hire sourcing channels you will use difference?
these people? for different types of hires? • Are you prepared for candidate
• What is your recruiting budget? pushback?

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Talent
acquisition
disciplines:
What really matters for
your startup

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 Developing your company’s talent acquisition capability

TALENT ACQUISITION DISCIPLINES

Telling your brand’s story

Storytelling through the right channels is a very join and why do they stay?
powerful tool. Look at all factors that can attract • Environment: What do we do for employees?
potential hires. Put yourself in their shoes and think • Scale: Can you offer international exposure or
about what would attract your target audience and career progression as you grow?
what makes your company a compelling place to • Corporate responsibility: Will they make a dif-
work. ference by working here? How does their work
matter?
When building your employment brand, there can
sometimes be a misconception that you need to
compete with the larger corporates; however, quite
often, candidates joining are doing so because they
want to be a part of something different.

What makes your business and the job opportuni-

ties different? Be authentic and work with the facts.

Some potential questions to help you build your

brand’s story:
• The job: What is different about the role(s) we
are seeking to hire?
• Work you do: Will they make a difference by
working here? How so?
• How you manage: Will their voice be heard?
What sort of autonomy do they have?
• Innovation: Is the company doing innovative
things? In what ways?
• Colleagues: Who works there? Why did they

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 Developing your company’s talent acquisition capability

TALENT ACQUISITION DISCIPLINES

Brand-building with social media

A presence on social media is one of the most basic tunities. At the very minimum, you should have
fundamentals in the hiring process. a careers page or a career site. This should
include an overview of careers available and
An employment brand can do two things, depend- provide an insight into what you do.
ing on the platform you use:
1. it is a place for candidates to learn about you You do not necessarily have to share values and
2. it is a place to source candidates culture - but do share your vision and why your
product is going to make a difference. One of
1. Informing candidates of your story the main reasons people join startups is be-
When you manage to attract candidates to cause of their belief in a product and the feeling
your company, whether through referrals, direct of being able to make a difference.
sourcing, direct applicants, through an agency,
or alumni, one of the first things they will do is The likelihood is that, as a tech brand, you will
research your company online. already have a presence on a variety of social
platforms to market to your clients. Be efficient
The most common platforms they will check with your time and resources and leverage
will be your company website, LinkedIn page, these existing platforms for your employment
and Glassdoor. Make sure that those accurately brand. If you have a marketing team, delegate
reflect the exciting team and thriving company this task to them.
culture you are building. As a startup, the more
a potential hire can learn and like about your One of the simplest things you can do is create
company, the better the odds are that you can a recruitment video - sharing insights into your
attract them to your brand. company and what it is like to work there. These
can be shared across the variety of social me-
Two of the biggest challenges when hiring as dia channels you already use.
a startup are lack of brand recognition and can-
didate concerns about the success or failure Examples of some Irish startups with differ-
of your company. You can help alleviate these ent, but equally effective, approaches to their
concerns by developing an authentic employ- recruitment videos:
ment brand to demonstrate professionalism. • PageFair
• Phorest
2. Sourcing potential candidates • NewsWhip
It is very important that you develop your own
company website to reflect your team oppor-

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 Developing your company’s talent acquisition capability

TALENT ACQUISITION DISCIPLINES

Best platforms for your employment
brand

Glassdoor Twitter
Glassdoor is one the fastest growing recruiting If you do have a large following, then leverage it. It
sites. Glassdoor holds a growing database of mil- is much easier to engage and build relationships
lions of company reviews, CEO approval ratings, via Twitter with potential candidates that you don’t
salary/interview reports and questions, benefits know, in comparison to LinkedIn. However, if your
reviews, office photos, and more. target talent pool does not exist on Twitter, then
you may be wiser to invest your time in a different
Unlike other job sites, all of this information is platform.
entirely shared by those who know the company
best — the current and former employees. This will There is no shortage of information on social re-
be one of the first places a potential candidate will cruiting - in fact, it can be overwhelming. Before
seek out to learn more about your brand. embarking on an employment branding campaign,
do your research. Two good companies with exten-
Ronan Perceval, Founder and CEO of Phorest, sive knowledge and information on this topic are
maintains that keeping an updated Glassdoor page socialtalent.co and Booleanblackbelt.com
is a must for all startups. If you have at least 10
employees, ask each employee to rate your brand
on Glassdoor. It is anonymous, so they can give au-
thentic reviews, listing both the pros and the cons
of the company. It is also completely free!

LinkedIn
At a minimum, I would suggest a presence on
LinkedIn. One of the first actions someone will take
if they see a job advertisement they like or have
been approached about a role, is to check out other
employees of that firm. The quickest way of doing
this is on LinkedIn, so you need a respectful Linke-
dIn page. If you or any of your employees have a
large following on LinkedIn, ask them to be a brand
ambassador and share jobs with their network as
they arise.

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 Developing your company’s talent acquisition capability

TALENT ACQUISITION DISCIPLINES

Sourcing channels

When it comes to sourcing channels, research the 2. Employee Referrals

most cost-effective ways to attract the right per- Candidate referrals generally come through
son and analyse your ROI. If it is not working, stop your current or former employees. The rea-
doing it. son referrals work well is because they come
pre-referenced from an employee’s point of
Below are the five most common channels of re- view. The candidate knows someone working
cruiting: there, so if they join, the likelihood is that they
1. Direct Applicants – company website and job will stay and the cost of the referral fee is mini-
boards mal in comparison to external recruitment fees.
2. Employee Referrals
3. Direct Sourcing – in-house recruiter or strate- You do not have to be a massive company to
gic networking use this channel. Once you make an awesome
4. External Solutions - agencies and Recruitment tech hire and they are securely onboard, work
Process Outsourcing (RPO) with them closely and leverage their profes-
5. Talent Communities – social media, network, sional networks to identify additional candi-
meetups, university/company alumni, associa- dates. See page 19 to learn more about referral
tions programs.

1. Direct Applicants 3. Direct Sourcing

Direct applicants have proven to be the least Direct sourcing is when you have a dedicated
effective of all five sourcing channels. Lever, internal resource who solely sources and/or
a US-based recruiting platform, found that recruits for your open roles. Some startups may
only 1 in every 152 direct applicants are hired. not be at a mature enough stage to warrant a
However, they found that 1 in every 16 referred dedicated resource. However, if this something
candidates are hired, making referrals almost you are ready to consider, see page 46.
10 times more efficient than direct applicants.
When you are a small startup with a limited
According to Bersin by Deloitte, only 14% of budget, one of the best ROI’s for hiring is your
applicants apply directly through company own network (strategic networking). This is not
websites and 18% on job-boards, which leaves about sending out a mass email – it is about
almost 70% of the market searching or being being strategic with your contacts and connec-
approached through other channels. tions.

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 Developing your company’s talent acquisition capability

Start with people whom you trust and believe dor. They will charge a percentage of the first
to have sound judgement. Help prompt their year’s salary, which can range anywhere from
thinking; develop a list of the type of compa- 15 – 25%. This is awarded to them on a suc-
nies these candidates may be working in, along cess or ‘contingent’ basis only. If salary ranges
with the skills and experience you are seeking. are quite broad, you may agree a flat recruit-
ment fee rather than a %. When there is large-
If emailing them, include a quick overview in the scale recruitment project, many companies will
email describing the role and 1-2 lines about structure their business terms through a PSL
the type of person you are seeking. Make it (Preferred Supplier Relationship). They may be
easy for them to help you. able to agree more favorable rates, especially
if the agency knows they are only 1 of 2 pre-
If you have LinkedIn, look at your first and sec- ferred suppliers, increasing their likelihood of
ond degree connections. If there is an interest- success.
ing second degree candidate, ask for an intro- • Executive Search: Search firms “headhunt” and
duction. We would advise emailing that person, work on a retained basis only - they are mainly
as not everyone checks LinkedIn regularly and retained for senior executive level roles. Fees
they may not have it synced to their primary range from 25% - 33%, depending on the size
email address. and scale of the search firm you use. 33% is
split into three tranches; for larger search firms,
Strategic networking is a grind, but worth it if this is paid on day 30:60:90 of the search. For
you put the effort in. Where most people taper smaller boutique firms, they may offer more
off is after they have reached out to their direct flexible terms or what is referred to as ‘Retin-
connections and contacts with no result. Take it gency’ search– the first tranche is charged on
one step further and ask your connection/con- retaining their services, the second on presen-
tact to give you three people they believe you tation of a shortlist (approx. 4 – 6 candidates).
should speak to regarding this role. This person and the third on successfully placing the can-
may not be the perfect candidate, however, didate.
they may know someone who knows someone, • RPO – Recruitment Process Outsourcing: RPO
and may also be willing to spread the word in is a form of business process outsourcing
their network. (BPO), where an employer transfers all or part of
its recruitment processes to an external service
You need to follow the trail! Perseverance will provider - meaning that you have dedicated
get you results, there are no shortcuts. recruiter(s) onsite or offsite. RPO was originally
designed with larger corporates in mind; how-
4. External Solutions ever, service providers now flex this and will
• Traditional Recruitment Agencies: Generally, provide resources for smaller companies too.
you award the job(s) to the most qualified ven- Companies that do this include Zartis, Harvey

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 Developing your company’s talent acquisition capability

Nash, Korn Ferry, Alexander Mann, Morgan community members, and learn about trends
McKinley, and CPL, to name a few. in the market. This can be done through your
• Online Recruiting Platforms: One of the more website, LinkedIn, Twitter, and many other
successful companies in this space is Hired. platforms.
com in the USA, who match the best in-demand
tech and sales people with companies online. Offline channels include university alumni
events that you may sponsor or attend, meet-
5. Talent Communities ups to discuss relevant topics to this talent
Of the five sourcing channels listed, this is the pool, and hackathons.
channel least used by startups. It remains on
the founder’s or CEO’s “wish list” - the reason
being is time. // CASE STUDY: DIVERSIFY YOUR HIRING CHAN-
NELS
The idea behind a talent community is devel-
Sean Blanchfield, co-founder and CEO of Dub-
oping a large pipeline of candidates, so that lin-based Frontline portfolio company PageFair,
you can meet the demand for your current or states that ‘the war on talent’ in Ireland is more
future hiring needs. However, this takes time to competitive than ever before. 10 years ago, he was
develop and time to maintain. You need to un- co-founder and CTO of Demonware, a successful
derstand why you are developing it in the first tech provider acquired by Activision Blizzard.
place, and this means pinning down your line
At the time, Demonware hired and scaled the
managers and asking them to plan ahead, so ‘old-fashioned’ way - through internships, universi-
that you can develop a pipeline of candidates. ty alumni, job boards, and direct applicants. Today,
This is taking a proactive, instead of reactive, Sean advocates that this approach simply won’t
approach to recruiting. cut it.

If you want to hire top software engineers and de-

A talent community is cultivated through
velopers, Sean insists that founders:
your former and current employees, past and 1. devote more time to their hiring process
prospective candidates, industry peers, your 2. have structured interviews
network, and a variety of other networks (such 3. pay more attention to the candidate expe-
as university alumni and associations). It is rience and different channels of sourcing.
maintained through both offline and online
He identifies four sourcing channels: direct sourc-
channels.
ing, referrals, agencies, and inbound (all of which
we will discuss later in the book). PageFair thinks
This talent community can be an online hub about each channel differently and identifies how
where candidates can follow interesting con- they can feed each funnel for hiring.
tent you post, engage in discussion with other

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 Developing your company’s talent acquisition capability

TALENT ACQUISITION DISCIPLINES

Which channels provide the best ROI?

Measure → # of # of hires Time to Cost to Quality Candidate

candidates per role hire hire of hire retention
Source ↓ per role

Direct Applicants
Company website
Job boards

Referrals
Employee referrals
Your network

Direct Sourcing
In-house recruiter
Strategic networking

External Solutions
Agencies / RPO

Social Media
LinkedIn, Twitter,
Facebook etc.

Talent Community
Meetups, university
and company alumni,
associations, etc.

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 Developing your company’s talent acquisition capability

TALENT ACQUISITION DISCIPLINES

Deep dive: building an employee
referral program

The benefit of employee referrals is that all of your • The process: Keep it as simple as possible to
employees are incentivized to recommend top incentivise your employees to actually do it.
talent - at a lower cost than sourcing through agen- Some applicant tracking systems allow this
cies. Recruiter.com, a US-based ATS, states that functionality. If your ATS has this, invest time
companies who use employee referral programs in training employees on how to use the sys-
have average retention rates of 46%, compared to tem and refer the candidates. If your ATS does
the 33% retention rates of organizations that only not/ you don’t have an ATS, it can be as simple
use career sites. as encouraging employees to email you the
referred candidate’s name and contact details
Similar to any other sourcing channel, it is import- so that you can manually record it.
ant to plan your approach. Below are factors you • Educating your employees: To avoid receiving
should consider when planning your employee inadequate candidates, spend time educating
referral program. your employees on three elements: the techni-
cal skills, the soft skills, and cultural require-
• Scale of the program: Will you run this as an ments of the role. The cultural requirements will
internal employee referral program? Or will apply to all hires at your company - however,
you also run this externally and include former the technical and soft skills will vary depending
employees, friends and family, peers, and your on the role.
larger network? • Manage expectations: What timeframe will
• The required skillset: Are you seeking engi- it take for referrals to hear back, regarding
neers only or will you consider all functions? whether they are qualified or disqualified? This
One company found that when they rolled out is important to know from a ‘candidate experi-
their referral program to include sales, their ence’ point of view. It is embarrassing from an
sales staff spent less time focused on their day employee’s perspective if they encourage their
job and more on referring inadequate sales friend to apply, and then their friend does not
candidates. They quickly halted this program receive feedback from the company.
and instead focused their referral program on • Incentives: Some companies do not award
technical candidates only. money, but just give recognition. This assumes

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 Developing your company’s talent acquisition capability

everyone values public recognition, which is

unlikely. Other companies will offer time-off
or additional annual holidays. Generally, the
best results are seen when there is a referral
fee. There are many different ways you can
approach this - however, it is wise to hold out
some of the reward until after the new recruit
passes their probationary period. This can be
split 50:50 – 50% upon start-date and 50%
after their probationary period. Whatever you
decide, it is important to communicate all of
this to your employees and manage their ex-
pectations.
• Cost: The more difficult the role, the higher the
cost. This ranges in the market from €1k – €20k
- however, the upper range is excessive unless
it is a senior executive hire. The attraction of
hiring through this channel is that you are sav-
ing money on recruitment fees. Recruiter.com
states that 69% of companies with employee
referral programs offer employees, who bring
in culturally and functionally-qualified can-
didates, between $1,000 and $5,000 in cash
incentives.
• Measure: As with any new sourcing initiative,
it is critical that you measure the results. This
will help you adjust the program to yield better
outcomes.

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The recruitment
process,
simplified

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 Developing your company’s talent acquisition capability

RECRUITMENT PROCESS, SIMPLIFIED

The step-by-step guide

1. Define the role(s) you wish to hire – both tech- how to best engage, manage, and motivate
nical and soft skills needed for the role. Involve them in their role. Validate the candidate’s
all decision-makers at this point to ensure no technical ability, soft skills, work history, and
surprise objections at the end. culture fit.
2. Create a job spec and ensure you have de- 8. Select the best candidate and deliver the offer.
veloped an employment brand (even if basic) Ensure you have pre-closed * the candidate be-
before distributing it through your chosen fore making the offer. This is one of the biggest
sourcing channels. mistakes made in recruiting. To avoid surprises
3. Choose the right sourcing channels for the at the end, validate the candidate’s interest at
role(s) you wish to hire. Are they strategic, core, every touch point that you can.
support, or executive roles? Pick the relevant
channel(s) for each role. * How to pre-close: Ensure the candidate is clear
4. Once chosen, identify and attract the best tal- on the role expectations, decision-making timeline,
ent through these channels. Know your brand compensation parameters, reporting structure, and
and how to attract the right candidates to it current gaps/flaws in the business. Reassure them
(your USP). on the opportunities both the role and the company
5. Evaluate the candidates through screening will provide them (your USP) and your vision/mis-
and in-person interviews, technical assess- sion for the company (why they will buy-in).
ments, and personality profiling where relevant.
Do not exceed more than six interviews for any
role.
6. Improve the speed of the process and make it
lean - remove any unnecessary interviews and
encourage 24-hour feedback from your hiring
managers. See page 36 of this guide for more.
7. Invest time in both informal and formal refer-
encing. Encourage them to reveal the candi-
date’s development areas and learn more about

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 Developing your company’s talent acquisition capability

RECRUITMENT PROCESS, SIMPLIFIED

Hiring technical candidates

Hiring for fit • First: technical assessment (using codility.

One common mistake that most companies make com); second: in-person interview; third: tech-
when hiring engineers is hyping up their brand to nical in-person interview; fourth: final interview
sound like bigger tech companies. Somewhere • First: interview involving deep discussion about
along the line, it was forgotten that people, no a technical problem; second: general interview;
matter what their role, are individuals and have third: final interview
their own drivers, motivations, and personal cir-
cumstances for accepting a role. Instead of trying Artomatix, an AI/ML startup for the computer
to appeal to the masses, the best approach is to graphics industry, introduce technical interview-
attract the best talent and seek to hire those that ing at the second stage and use their first point of
share your passion for your vision and product. contact with candidates as an opportunity to share
their vision and passion for their business.
Be authentic throughout your process, sharing the
facts and why you believe your product will make a Their technical testing is demanding of candidates’
difference. Help potential candidates understand time, so they believe it is best the candidate buy
how they will be a part of that journey and where into what they are doing before making this com-
they should expect to be as the company grows. If mitment. Their technical test involves the candidate
they join and find things are as they expected, then solving a recent technical problem they faced and
there is a much stronger likelihood of them staying, solved. This allows them to compare the candi-
rather than if they join to find that they have been date’s output with their approach and learn more
sold a lie. about their problem-solving ability.

Hiring for technical competence Throughout the interviews, you want to learn four
There are many variations of how technical inter- things about the candidate:
views are conducted. Below are three common 1. Their technical knowledge & skills
interview approaches taken by companies when 2. Their communication style and overall fit
hiring engineers: 3. Their approach to problem-solving
• First: general interview; second: technical 4. Their learning agility
whiteboard interview; third: final interview

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 Developing your company’s talent acquisition capability

Hiring for personal qualities interact in group settings, poor relationship man-
Some common traits to look for include: agement, conflict-adverse or too confrontational,
• Problem-solving and closed-minded. There is no such thing as “the
• Accountability perfect candidate” for any function or role, but if
• Learning agility you observe more than one or two of the above
• Self-motivated behaviours, think long and hard before making this
• Collaborative hire.
• Passionate
• Intellectual curiosity
• Results-driven
• Self-awareness

Red flags during the interview process

Inflated ego or arrogant attitude

Look for commitment throughout the process. Do
they show up to calls on time? Do they attend the
interviews when they say they will? Do they have
an inflated view of their worth from a monetisation
point of view (regardless of market range)? Found-
ers who ignored these signs and hired candidates
anyway admit that this was a hire they lived to
regret.

Low emotional intelligence

Behaviours to look for include: lack of self-aware-
ness, rigid or inflexible, impulsive, inability to han-
dle change, don’t pick up on social cues, cannot

24
 Developing your company’s talent acquisition capability

RECRUITMENT PROCESS, SIMPLIFIED

Hiring sales candidates

Ronan Perceval, CEO and founder of Phorest, is a agement and winning business through exist-
strong advocate for Topgrading’s approach (Top- ing clients.
grading.com). He finds that if they follow their • Partnership Sales: These folks develop allianc-
interview process rigidly, they have an 80% suc- es and strategic partnerships with customers
cess rate. Part of this process involves investment and analogous businesses.
of time, in both informal and formal referencing. • Business Development: Not as tangible in the
Have references contact you rather than the other near term, BD concerns implementing growth
way around. If the reference bothers to contact you, opportunities with your customers.
this tells you a lot about the person that you wish
to hire. Some questions you can ask during the interview
process to help you better understand:
Unlike technical candidates, you cannot test sales • Do they sell in the B2C or B2B market?
candidates’ experience through assessments. The • What is their annual sales target?
only way around this is to invest time in both formal • Did they meet or exceed their target?
and informal referencing. Informal referencing can • What is their average sales cycle?
be done at the strategic sourcing stage. If someone • What type of sectors /clients have the sold to
recommends a candidate through their network, recently and throughout their career?
take this opportunity to learn more about them at • What was the average value of each sale?
this early stage of the process. • Did they make multiple ‘small ticket’ sales or
few ‘large ticket’ sales?
Hiring for technical experience
Spend more time understanding the type of sales Hiring for personal qualities
person they are. The tech sector offers different Some common traits to look for include:
types of sales skills and variations. To simplify it, • Ability to build networks
we will break it into four areas: • Communicates effectively
• Persuasion and influencing skills
• Sales Management: Also known as hunters or • Resilience
rainmakers, they know how to win the sale from • Drives results
either cold or warm leads. • Customer-focused
• Account Management: Also referred to as • Interpersonal
‘farmers,’ their strengths lie in account man- • Savvy

25
 Developing your company’s talent acquisition capability

Red flags during the interview process

• Avoids disclosing their revenue target and
whether they met or exceeded that target: You
need to work with the concrete facts when
interviewing sales executives.
• Makes excuses for failings: Look for this pattern
of behaviour throughout their career.
• Uses pretentious language, corporate speech,
or jargon: This is used to intimidate and distract
the interviewer from the facts.
• Charming the interviewer: If the candidate is
using excessive flattery as a means to gain
favour with you, be cautious.
• Controlling the interview / turning the question
around to suit their agenda

26
 Developing your company’s talent acquisition capability

RECRUITMENT PROCESS, SIMPLIFIED

Hiring senior executives

Hiring for fit they be a part of this and do they have interna-
When hiring senior execs for your business, fit is tional experience?
everything. The likelihood is that you will reward
them with equity in order to attract them to your or- Important: If your company is scaling, ensure that
ganisation, so it is not a decision you want to make any senior leader you hire has the bandwidth and
lightly. The difference when hiring senior executives experience to effectively lead and manage the
is understanding their strengths as a leader. If you challenges of growth.
are hiring a senior leader, they should be doing just
that – leading and inspiring teams. Defining the role
• Define the most business critical needs for this
Ensure your future executive can manage ambi- hire (technical requirements).
guity. This is vital for startups, given the ebbs and • Examine the current gaps and strengths on
flows they experience along with changes in strate- your leadership team. When a business is at
gy and direction. an early stage and everyone is spread thinly,
you do not want to duplicate skills that already
Hiring for technical experience exist in the business.
Each senior hire will bring their own different set of • Align all stakeholders & relevant decision-mak-
questions to determine if they have the expertise ers on the technical and leadership attributes
you require. Below are some broad questions to required for the role.
consider:
• Do they have experience in your sector or an One of the most common reasons for a recruit-
analogous sector? Do they bring sector exper- ment process to fall apart at the final hour is for
tise or knowledge of target clients? a stakeholder to object to a hire because they
• If hiring a CFO or CEO, do they have prior expe- were not a part of this conversation to begin with.
rience selling a business? Ensure this is a part of your planning process.
• Will this person be involved in raising funds; do
they have experience doing this?
• Will they be involved in large-scale hiring? If
they are inexperienced at hiring, this will put a
halt to growth.
• Will you be expanding internationally, if so, will

27
 Developing your company’s talent acquisition capability

RECRUITMENT PROCESS, SIMPLIFIED

Leadership competency
examples

The functional area that you are hiring for will de-Company: Tech company with 100+ employees
termine what leadership competencies you decide Role: COO
on. Leadership Competencies:
• Ensures Accountability [lack of accountability
When deciding on what is important for your role, in the company]
choose only seven leadership competencies that • Manages Complexity [company is international
are important for your role and business. If you and scaling fast]
choose more than seven, then you are trying to hire • Plans and Aligns [team restructuring required]
a unicorn! • Builds effective teams [large-scale hiring in-
volved]
Below are three different companies with three dif- • Resilient [tough decisions required]
ferent senior executive hires. Each competency was • Persuasive [will need to influence & persuade
chosen because it was essential for the success of to get things done]
the role. • Manages conflict [will need to make difficult
changes
Company: Tech company with 15+ employees
Role: CEO Company: Tech company with 25+ employees
Leadership Competencies: Role: VP Sales
• Drives Results [will drive and scale the busi- Leadership Competencies:
ness] • Business insight [market knowledge required to
• Build Networks [is an external facing role] penetrate new and international territories]
• Strong Decision-making [strategic skills re- • Strategic mindset [required to develop a sales
quired] strategy]
• Strategic Mindset [strategy development re- • Customer focused [will interact with customers
quired] regularly]
• Customer Focused [will spend time with enter- • Ability to build networks [mandatory for sales]
prise customers] • Persuasive [will need to influence]
• Collaborative [will work closely with the • Resilience [required to sell to new markets and
co-founders] manage set-backs well]
• Situational Adaptability [will manage a compa- • Results-driven [mandatory for sales]
ny currently in flux]

28
Before, during,
and after the
interview

29
 Developing your company’s talent acquisition capability

BEFORE THE INTERVIEW

Budgeting

There are several budget considerations when it overall price for you.
comes to interviewing: • Professional networking sites: If you are seek-
• Agencies/third-party recruiters: This can ing to engage with passive candidates, then
range from 15% - 25% for the first year’s guar- LinkedIn Recruiter Lite license will cost you
anteed salary. The fee usually depends on how approximately €900 per year; LinkedIn Recruit-
many roles you award the agency, how diffi- er Corporate will cost you €6,900 per year. The
cult the role is to fill, and whether they need to biggest difference between the two is 30 IN-
search internationally. For an RPO arrangement, mails per month versus 150 INmails per month.
they will structure it on a project fee basis or on At the early stage of scaling your business, a
a month-to-month retainer. Recruiter Lite license should be sufficient.
• Employee referrals: This ranges in the market • HR / Applicant Tracking Systems: These start
from €1k – €20K, depending on how fast the from €500 yearly for one licence, and up to as
company is ramping up and how difficult the much as €20,000 ++ per year. Screening tools
talent is to find. such as Sonru can cost approx. €20 per can-
• Travel: This will depend on whether you are didate - however, if you are screening multiple
sourcing candidates internationally. If you are, people for multiple roles, these costs add up.
then you will need to factor in costs for travel • Job search aggregators / job boards: This can
and accommodation for interviews, as well as range from €99 - €800 for a single job posting,
relocation packages. depending on the job board. Indeed.com is
• Background checking: If you conduct referenc- free.
es only, this should cost you nothing. Costs are • Advertisement / marketing: Depending on how
driven up when educational, credit, and securi- social media savvy you are, you can do this for
ty checks are conducted. free.
• Technical and psychometric assessments: • Internal people costs: Depending on the expe-
Some companies use coding tests for en- rience of your in-house recruiter, this can range
gineers, whereas others simply ask them to from €45,000 + package to €80,000 + pack-
solve a problem on a whiteboard. One is more age. You will find people who cost in excess of
demanding of your time, and the other, a direct this, however, they are generally working for
expense. For senior exec hires, you may want larger corporates and/or leading a team.
to invest in psychometric assessments, which
vary according to the tool you select. If you
retain a search firm, they may build it into the

30
 Developing your company’s talent acquisition capability

BEFORE THE INTERVIEW

Choosing an ATS

Whether you choose to source directly or use exter- Many now provide additional access to social
nal agencies, there will come a point when record- networks and will automatically cross-post
ing candidate data manually will no longer suffice. your job there too.
At this point, it is wiser to invest in a good ATS. • How much does it cost on an annual basis?
Depending on your budget, you can choose from Confirm how many employees can access it
multiple options and price-points in the market. for this price. Companies such as Recruiterbox
offer more flexible payment terms and cater for
When choosing an ATS, you need to consider the smaller companies.
following factors: • How would you rate its reporting function-
• What functionality do you want? Systems ality? Ask to view this and check to see how
such as Bamboo also act as HR enablers. They clearly presented and easy-to-read it is.
have a phone app which allows managers to • Does the ATS provider offer support and train-
approve holidays and see absences in their ing as part of the price? Confirm if support
department. It also provides the option to have staff are available 24/7, especially if located in
add-ons such as performance management. a different time zone.
Other systems can also provide employee re- • How long is this provider in existence? You
ferral portals. do not want to purchase a system to find the
• Is it cloud-enabled? If not, then it may require company cease trading a year later.
maintenance on your part. For smaller compa- • Are similar-sized companies using it? What
nies, it is best to choose a cloud-based system. is great for a corporate may not be great for
On this note, ensure the company does not a startup – ensure that they cater for smaller
have a history of outages. companies.
• Is it user-friendly? This may sound obvious, but • Is it well-liked in your peer group? Ask for
some systems require intensive training which references from companies similar to your size
defeats the purpose for startups that have that are using it and get their perspective on all
limited time. Choose a system that requires of the above.
minimum training.
• Does it provide a great candidate experience?
Clunky experiences lead to high candidate
drop-off rate. Ask for a guided tour through the
application process and judge for yourself.
• Does it have social networking capability?

31
 Developing your company’s talent acquisition capability

BEFORE THE INTERVIEW

Sourcing international
candidates

The science of sourcing, whether locally or inter- // CASE STUDY: IDENTIFY WHERE YOUR CANDI-
nationally, is something that is widely taught and DATES ARE
spoken about. Given the magnitude of this topic,
we will focus on some quick and helpful tips to get When recruiting interns, Artomatix researched the
your started. best universities for the type of candidates they
were seeking to hire and posted those positions at
When sourcing international candidates, your that particular university.
approach will depend on the type of candidate you
want to hire and your chosen sourcing channel(s).
The most important step when embarking on an in-
ternational sourcing campaign is upfront planning:
If using external vendors, it is important to under-
1. Decide what type of role(s) you need to source
stand their ability to recruit internationally with a internationally; ensure that you have saturated
track record of making international hires in your the local market first.
desired field. The same applies to hiring an internal 2. When you have decided on the type of candi-
resource or using an RPO provider. date you are seeking, research where there is
more supply. What countries or cities will you
focus your search on?
This all assumes that you cannot source the talent
3. Find the best social media channels to source
locally and need to search further afield. The visa and post your jobs on. What are the most pop-
reform for Ireland’s tech sector has made it easier ular sites for candidates in the country you are
to hire talent from outside of the EU. targeting? Xing has a strong foothold in Germa-
ny, whereas Viadeo has a very strong presence
While not ideal, it may be necessary to search in France.
4. Upon choosing the best platform(s), you will
internationally. Thankfully, we live in an age where
need to develop a presence on those platforms
multiple tech solutions can help us do that. Social before engaging with candidates.
networks make it easier to find great candidates 5. Design a job spec that is universally friend-
internationally. You can find candidates on forum ly and removes any cause for apprehension.
discussions, Twitter conversations, blog posts, and Include perks such as relocation package,
multiple other online platforms. assistance with visa application, and company
social events (so that the candidate knows they

32
 Developing your company’s talent acquisition capability

can get to know people in their new country).

6. Create an information pack about your country.
This should include everything the candidate
needs to know, such as cost of living, the cul-
ture, and the pros and cons of the destination.
For example, check out Frontline’s Irish tech
guide.
7. It may be wise to invest in targeted advertising
for users who are located in your chosen coun-
tries. This can be done on platforms such as
LinkedIn, Xing, and Glassdoor, amongst others.
8. Research the culture of the countries you are
targeting. This will help inform your communi-
cation style with the candidates you engage
with and also help you understand certain
nuances you may encounter.
9. If you engage with an international candidate,
do check if they will be moving with a partner
or family. It is important to have this conversa-
tion early. There are many frustrating tales of
candidates moving to offer stage, only to learn
that their partner cannot get a job in their cho-
sen country or is unwilling to move. If they have
children, schooling will be important, etc. All of
these factors need to be considered and ironed
out as early in the process as possible.

33
 Developing your company’s talent acquisition capability

DURING THE INTERVIEW

Why does your candidate
experience matter?

The candidate experience touches all parts of your // CASE STUDY: ENHANCE THE CANDIDATE EXPE-
process - this is why it matters most. RIENCE THROUGH EFFICIENCY

No brand can ignore this, it is what will help or Asavie, a successful Irish IoT company, shortened
hinder you most in a really competitive market, as their interview process to 3 interviews with manda-
the evaluation process is a two-way street. Every tory feedback required from line managers within
touch-point a candidate has with your company 24 hours. This enhanced the candidate experience
forms part of their decision-making process, on and because of this, external agencies funnelled
whether they wish to join or not. more candidates to them, knowing that the likeli-
hood of success was much higher and that candi-
Interviews provide a real window into how your dates could be guaranteed a positive experience.
company really operates. Ensure you take this
opportunity to sell a positive image of yourself and Frontline portfolio company PageFair transitioned
your company and treat candidates with respect. to a one-day interview and hire process which, in
While you cannot or do not want to hire every turn, enhanced their candidate experience. This led
candidate you meet, you do want them to leave to an increase in their employee referrals.
wanting the job and feeling excited about the op-
portunity to work there. While they may not be right
for your role today, they may be a candidate in the
future or they may be willing to recommend your
company to a friend.

Just as you would tell your friends and family about

a poor restaurant experience, so too would you tell
them about a poor candidate experience. Eventual-
ly, word spreads in the market that certain brands
are “time wasters,” their interview processes are
inefficient or too long, employees are disrespect-
ful of candidates’ time, or are disorganised or too
traditional in their interview approach.

34
 Developing your company’s talent acquisition capability

DURING THE INTERVIEW

Assessing and enhancing
candidate experience

Apart from surveying your candidates to measure

their experience, it is hard to know where you stack
in relation to your competitors.

Do not leave things to chance - if your employees

are not experienced at hiring, invest in interview
training to ensure they ask appropriate and in-
formed questions, and know how to provide an
excellent candidate experience. Left to their own
devices, employees may be prone to candidate bias
or assumptions where they lose qualified candi-
dates due to poor judgment or a flippant, inappro-
priate comment.

Ensure that your employees are asking situational

questions that focus on the candidate’s experience
and competencies, not on “trendy” industry ques-
tions.

You can get quick and simple feedback on your

candidate experience by reading feedback from
candidates on Glassdoor and by asking candidates
directly, ‘Would you recommend working here to a
friend? Why so?”

This will provide valuable feedback, while also

opening up the conversation for future candidate
referrals.

35
 Developing your company’s talent acquisition capability

In Action: PageFair
Not surprisingly, software developers are the most
difficult to acquire and subsequently the most
in-demand in the market. The IDA’s success in

The One-Day Ireland has made the Irish market an even more
competitive one, with startups finding it hard to

Interview
compete with Facebook, Google, and other large
multi-national tech companies now based here.

Feeling this crunch in the hiring market, Frontline

portfolio company PageFair had to re-imagine how
they sourced and hired engineers and developers.

Firstly, they took a realistic approach to where they

could find tech talent and for their business, this
meant looking outside of Ireland. (See page 32 to
learn more about sourcing internationally.)

Secondly, they addressed their sourcing channels,

identifying how to feed each channel for a better
ROI. For their direct sourcing channel, this meant
partnering with Zartis, who provided an external
outsourced resourced dedicated to their hiring
needs.

Thirdly, they re-configured their interview process

and introduced a one-day interview. This, maintains
Sean, was critical to their success. It had a positive
impact on their employee referrals because exist-
ing staff were more likely to refer people if they felt
the likelihood of them being hired was strong. Be-
cause of this, referrals are now one of their stron-
gest sourcing channels.

It also had a positive knock-on effect on their

candidate experience, enhancing their employ-
ment brand and incentivising candidates to apply,
knowing that they will not have to enter into a long,
drawn out interview process.

36
 Developing your company’s talent acquisition capability

In Action: Asavie
Irish company Asavie scaled their business from 30
to 120 people over the course of 2015 and 2016.
They needed to fill 90 positions over the course

The Lean Recruitment of 18 months, which left little room for error and
time-wasting. They knew their process had to be

Process efficient and their dedicated in-House recruiter did

just that - implementing a lean recruiting approach
and leveraging his lean consulting background to
ensure they ran a seamless process.

With the pace of hiring they were experiencing,

they needed to eliminate the wrong type of candi-
date reaching their in-person interview stage. One
time-saving initiative they introduced when hiring
both technical and non-technical candidates was a
screening tool called sonru (sonru.com).

Candidates answered their screening questions

through a video. Each video lasted 15 minutes and
helped determine their technical suitability, while
also giving the hiring manager a quick glance of
their interpersonal skills through video. It encour-
aged candidates to apply, because they could
conduct the screening video at their own discretion
and, for international candidates in different time
zones, this was definitely an added benefit.

It also helped their hiring managers, as they no

longer had to conduct late-night interviews with in-
ternational candidates. Instead, the hiring manager
could filter through the screening videos in their
own time, rather than during their valuable working
hours.

The next stage of the process involved evaluating

the sourcing process and leveraging the sourcing
channels that returned quality with speed. With the

37
Developing your company’s talent acquisition capability

current pace of hiring, Asavie identified that they

need to use external agencies. They started with 12
agencies and measured their results over a three-
month period. They then retained the top five agen-
cies that produced the best quality and agreed a
flat rate across the board so to not deviate on rates
for any supplier.

The most critical step was encouraging their hiring

managers to be more engaged and respond with
feedback on potential candidates within a 24-hour
time period. When they interviewed, the same rule
applied – 24-hour feedback. This discipline was
vital to their success and their ability to hire can-
didates across engineering, professional services,
customer delivery, technical operations, and prod-
uct management.

Another piece of the process involved implement-

ing an internal referral system, which produced
10% of candidates hired.

The final piece related to converting the candidates

to actual hires. Asavie found that targeting and
attracting candidates who did not aspire to work in
a multi-national environment yielded better results.
These same candidates appreciated what a smaller
company could offer them – a greater chance of
promotion and recognition, particularly given the
pace of growth that Asavie was experiencing.

38
 Developing your company’s talent acquisition capability

AFTER THE INTERVIEW

Dealing with a bad hire

You hope that, if you follow a rigorous process, you

will get it right - however, we know this does not
always happen when it comes to hiring.

One of the greatest learnings a tech founder can

make is to recognise their mistake and act on it fast
- fail fast when you realise you have got it wrong.

To protect your business, implement a structured /

disciplined probationary period of six months mini-
mum, with a structured review every two months of
that period.

For every new employee, irrespective of rank, avoid

carrying a non-performing new starter beyond the
probationary period.

For longer-serving employees:

• Do not be afraid to be honest with people who
were part of the first stage of the company’s
lifecycle who cannot make the jump to take on
the challenges of rapid or sustained growth.
• Have these discussions as soon as you recog-
nise what is going on, whether it is to accom-
modate them at a less senior level or to facili-
tate their departure.

39
Assessing your
current hiring
capability:
How do you stack up?

40
 Developing your company’s talent acquisition capability

ASSESSING YOUR HIRING CAPABILITY

The value of data

If hiring developers is key to executing your strat- hire. However, these are measures of efficiency, not
egy, then your inability to hire them can mean effectiveness. Both retention and effectiveness of
missed milestones, customer dissatisfaction, and the employee need to be measured to understand if
lost revenue. you are recruiting the right people for your organi-
zation. See page 18 to take this assessment.
Be honest with yourself and collect data on your
hiring process. Some questions to ask: Whilst large corporates have greater technology
• What is the cost of not having business critical and resources to analyse data, smaller companies
hires in place? can readily analyse what is working and what is not,
• What is the cost of lost opportunities or dissat- and also take a much faster and nimbler approach
isfied customers? to making necessary changes. This is an even
• What is the cost of not getting the best candi- bigger advantage for startups who are not wedded
date available? to a particular process and may be more open to
• How much of your time and your employee time trial-and-error to find the right approach for their
is being spent on sourcing, reviewing profiles, business.
screening candidates, interviews, background
checks, assessments, travel costs, admin
costs, and advertising/marketing costs?
• Do you know which sourcing channels yield the
best results?
• Do you know how long your interview process
takes in comparison to the industry average?

This type of data is critical in understanding what

part of the process is working and what is not.
This can be done either manually or automatically
through a good ATS with strong reporting function-
ality.

The absolute minimum that companies use to mea-

sure talent acquisition are: time to hire and cost of

41
 Developing your company’s talent acquisition capability

ASSESSING YOUR HIRING CAPABILITY

Industry standards - where does
your company stand?

According to Lever, 1 in every 100 candidates is their website or job boards, had the least success
hired; however, for smaller companies (<100 em- in comparison to referrals, agencies, and direct
ployees), 1 in every 94 candidates is hired. sourcing.

Not surprisingly, the number is greater when hiring Finally, the duration it took to hire was an average
engineers, with 1 in every 134 candidates being of 34 days, which increases to 38 days for en-
hired; however, 1 in every 64 sales candidates are gineers and decreases to 26 days for sales can-
hired. didates. On this note, agencies were the fastest
channel to hire with an average of 26 days.
The origin of engineering hires was split across
the following channels: 37% were sourced directly,
20% were employee referrals, 38% applied directly,
and 5% applied through agencies.

Sales differed slightly: 15% were placed through

agencies, 46% applied directly, 16% were employ-
ee referrals, and 33% were sourced directly.

Although the number of applicants outweighs the

number of referrals by origin, Lever do state that,
while direct applicants represent a large com-
ponent of candidates, referrals are still 10 times
more efficient than applicants, with 1 in 16 referral
candidates being hired versus 1 in every 152 direct
applicants.

This is valuable information for startups when

trying to understand what recruiting channels
to invest in. Direct applicants, whether through

42
 Developing your company’s talent acquisition capability

ASSESSING YOUR HIRING CAPABILITY

What do I measure during the
talent acquisition process?

Lever found that the average number of interviews

for salespeople was 4.1 and the average for en-
gineering is 5.4. In total hours, this equated to 3
hours for sales and 5 hours for engineers.

The maximum number of interviews that a company

should conduct for any given position is 6 inter-
views totaling 6 hours. If it is any greater than this, // CASE STUDY: ITERATE ON YOUR HIRING PRO-
it leads to interview fatigue for candidates, result- CESS LIKE YOU WOULD YOUR PRODUCT
ing in a higher drop-out score.
Bart Kiss, co-founder and COO of Artomatix, views
From a time perspective, most startups focus on recruiting as one of the most important things a
2-3 channels instead of all 5, investing time in startup can do. He takes an experimental approach
those channels that provide the best results. to hiring.

He rigorously analyses what is working and what

is not every 3-4 weeks for each different function-
al role Artomatix is hiring for. If something is not
working, they eliminate it; if it is yielding results,
they invest more time in it.

At a minimum, standardised interviewing is some-

thing Bart believes is important to their hiring
success, conducting no more than 4 interviews per
role. They are not afraid to ask potential candi-
dates across both technical and non-technical
roles to complete a one-day test to understand
their problem solving abilities. Rather than detract
those interested, he believes that those who are
really committed will persevere; the harder it is to
join a company, the happier the candidate is when
they join.

43
 Developing your company’s talent acquisition capability

ASSESSING YOUR HIRING CAPABILITY

What to review and improve

This table has been designed to help you under-

stand what sourcing channels provide the best ROI
and the overall effectiveness of your talent acquisi-
tion process.

Define + attract Sourcing Candidate Interviews General

channels processing reporting

Effectiveness and Recruiting sources How effective is What % of new hires What is the cost of
perception of your that provide the your pre-screening? remain in the com- each vacancy?
employment brand best candidates / pany 12-18 months
employees Are you / your key later? What is the cost of
Strong presence on decision-makers each hire?
your website and Defined relevant experienced at How many inter-
social media sourcing channels interviewing? views are there in Do you know what
for different roles your interview loop? the benchmark
Clear expectations Do you have a stan- salaries are in the
of type of hire What % of can- darised interview What is your inter- market for these
didates do hiring process that hiring view-to-offer ratio? positions?
Defined technical managers deem managers can fol-
and leadership unqualified? low? What is your of- Do you know your
competencies for fer-to-acceptance competitors’ com-
each role What % of total Do you invest in ratio? pensation packag-
hires come from technical assess- es?
Standardised job employee referrals? ments?
spec
External vendor What is your aver-
spend? age time-to-hire?

Have infeective What is your

recruiting methods average candi-
been discontinued? date-to-hire ratio?

44
Defining what
you need for
your business:
Are you ready to bring it
in-house?

45
 Developing your company’s talent acquisition capability

BRINGING IT IN-HOUSE
Reasons to consider building an
internal capability

During the earlier stages, recruiting and hiring is

something that founder(s) should manage them-
selves. However, once the company begins to grow
and time is even more scarce, it may no longer be
an option.

• The business is scaling rapidly and overloaded

with job vacancies that are draining your time.
You need someone who is constantly scouting
and attracting the best talent to your company.
• Hiring managers are overloaded with job va-
cancies and you are not delivering the desired
results for business-critical roles.
• You plan on making multiple hires over the
coming year; particularly if they are niche or
‘in-demand roles’ in the market.
• A large part of your budget is spent on exter-
nal solutions and you wish to save money by
increasing your direct sourcing.
• External recruitment agencies are not deliver-
ing results - this can happen when the hottest
talent are filtered to the highest bidder, either
in salary or agreed recruitment fees. An internal
resource would mean someone is dedicated to
your requirements only and knows the company
better than any external provider.

At this point, you make the determination that you

need to develop a talent acquisition function, hire
an in-house recruiter, or perhaps engage a RPO
provider. The advantages of an RPO is not only
a dedicated resource, but also that you can out-
source both the function and the management of it.

46
 Developing your company’s talent acquisition capability

BRINGING IT IN-HOUSE
Questions to consider before
starting the search

• Have you developed a recruitment strategy and channels? It may be the case that your referrals
plan? See page 10 if you need help. and agencies are providing great results, but
• Have you conducted requisition planning? if you do not measure this, then you will make
Before making this decision, know what the an uninformed decision. Measure the data to
requirements are and deadline to reaching that understand what is working and what is not.
goal. If you are scaling at a fast pace, hiring See page 18.
a dedicated resource may not be the only
solution, as it may be too tall an order for one
person. Or, you may only need someone for a
specific period of time, which may mean hiring
a contractor or a dedicated resource through a
RPO provider.
• Have you created an employment brand? If
this is something you would like them to do, be
clear about this when hiring them and ensure
you target the right type of level when making
this hire. See page 50 for more on understand-
ing the different types of recruiter profiles.
• Do you have the right systems and processes
in place? Ensure that this is not something
they have to tackle when they join. This may be
something you wish them to do, but remember
to factor that into the type of person you wish
to hire. The less systems, processes, and plan-
ning that you have in place before this person
starts, the more time they will spend on build-
ing infrastructure and the less time they will
spend sourcing candidates.
• Have you tried and tested different sourcing

47
Defining your first
critical talent
acquisition hire

48
 Developing your company’s talent acquisition capability

YOUR FIRST TALENT ACQUISITION HIRE

Is this the right decision for your
business today?

It may not be necessary to hire a dedicated internal Just as you would find variations on different types
resource. What is right for one company may not of engineers and developers, so too will you find
always be right for another. variations in types of recruitment professionals.

Making this decision depends on the scale at which

you are hiring. For other startups, hiring a dedi-
cated talent acquisition resource has been vital in
allowing them to hire at a fast pace.

There are variations in how you can approach this.

One startup put a recruiter on a retainer with incen-
tives for every successful hire. Another company
only hires contractors to meet the demands of
hiring peaks. Others will utilize the many existing
RPO services that are gaining momentum across
recruitment services globally.

Part of making this decision is understanding what

you need this person to do.
• Will they manage your employment brand? Is
this even necessary? This can be delegated
to your marketing team. Be efficient with your
resources.
• Will they manage HR policies, employee rela-
tions, employment contracts? This may indicate
that you are seeking a HR manager and not a
talent acquisition resource.

49
 Developing your company’s talent acquisition capability

YOUR FIRST TALENT ACQUISITION HIRE

A guide to varying levels of
experience in the market

Sourcing Recruiter (in-house): Recruitment Consultant (agency):

• Sources technical/non-technical candidates - spe- • Partners with a variety of companies sourcing
cialism depends on size of organisation they work candidates through their network, database, and
for social media searches
• Identify candidates through Boolean, LinkedIn, and • BD duties: cold-calling, networking, personal
social media searches marketing
• Works closely with hiring managers to understand • Measured on revenue per year, determined by how
requirements of roles and regularly shares recruit- many roles they fill
ment activity with them • Sources multiple roles yearly, but will only be mea-
• Generally highly KPI-focused sured on those they fill
• Sources 20-40 roles per year, depending on re- • May manage staff, depending on the number of
sources available to them years experience they have
• Focus on specific industries/specialisms
If hiring this type of candidate, their role will predomi-
nantly focus on sourcing candidates for you. If hiring this type of candidate, they may be best suit-
ed to a sourcing role initially to allow time to transition
into an in-house role.
Talent Acquisition Lead (in-house): Onsite / RPO Recruiter (in-house and agency):
• Responsible for full life-cycle recruitment from at- • Agencies provide a fully-trained recruiter who will
traction to exit interviews dedicate 100% of their time to sourcing
• Can also include: sourcing/screening strategies, • Heavily KPI and metric-focused to ensure they
interview training, recruitment strategy & planning, are providing ROI, meaning you should receive a
recruitment processes, policies, procedures, and weekly influx of new, relevant candidates
onboarding • Can be offsite or onsite
• Additional duties can include: assessment centres, • May be more expensive: however, the agency will
psychometric assessments, employment branding, manage the recruiters and are accountable for
building talent communities their results, leaving you to focus on interviewing

If hiring this type of candidate, be aware that they If using this option, the management of the candidate
probably enjoy a broader role and may get bored if they will not be under your control - this will be the respon-
spend all of their time sourcing. sibility of the provider. They may also work offsite,
which means less visibility for you.

50
How to hire a
recruiter:
Competencies to look
for

51
 Developing your company’s talent acquisition capability

HOW TO HIRE A RECRUITER

Hiring proactive recruiters

We have learnt so far that top talent in the tech sought out candidates who knew how to lever-
sector are likely passive candidates: passively age their network and attract passive candidates.
looking, happy to keep their ear to the ground, These candidates are results-driven, proactive, and
open to hearing about opportunities, and perhaps innovative with their sourcing methodologies. As
not looking at all. What we also know is that the soon as they changed their approach, the company
best talent is less likely to apply for jobs directly or noticed direct sourcing increased by 30% in the
through job boards. space of 6 months.

A hyper-growth startup in Boston realized they This is a scenario startups need to avoid when
were not having success with their in-house building internal recruiting capability. What works
recruiters. They had hired these recruiters from for more traditional sectors does not work for tech
larger, well-known traditional brands with a strong and will most definitely not work for an unknown
reputation in the market. tech startup.

Following analysis of their sourcing process, they Do not hire an order-taker or a reactive recruiter
learnt that their ‘traditional’ recruiters were being who will merely sift through applicants for you; this
reactive in their candidate sourcing. They were is not a good investment of time if the likelihood is
used to receiving in-bound applicants and sifting that your target candidates are passive.
through CVs, rather than proactively reaching out to
the best talent available in the market. Their direct Ensure whomever you hire is a proactive self-start-
sourcing was weak, which meant they were still er with a track record of hiring ‘in-demand’ can-
heavily reliant on external agencies - defeating the didates and can demonstrate resourceful and
purpose of hiring an internal team. innovative ways of finding the best talent for your
business.
The company knew that they needed a different
solution and quickly set about hiring more pro-ac-
tive recruiters. They did so by focusing on those
candidates who had experience head-hunting. They

52
 Developing your company’s talent acquisition capability

HOW TO HIRE A RECRUITER

Where to find the best recruiters

• Your preferred agencies: You already have be used to an environment with vast resources
personal relationships with agencies and can and teams of like-minded recruiters to bounce
see the results for yourself first-hand. They ideas off. Look for a varied background – a mix
know your brand and culture. For some, this is of some startup / smaller company experience
a ‘no go’ given the relationship. However, most or some agency experience. Visit Techireland.
agencies view this as a positive move, and an org for the most up-to-date list of multinational
opportunity to cement the agency/client rela- and indigenous tech companies in Ireland.
tionship further with “one of their own” joining • Irish Diaspora: Now is a good time to avail
your business. of many Irish returning home. A disadvantage
• Your network: Ask your network to consider might be their lack of network on the ground to
recruitment professionals they know from both begin with; however, the inverse of that is the
corporates and agencies. If you ask 10+ con- international network they may offer, especially
nections to do this, the number of recommen- if you are seeking to hire niche people that are
dations will multiply five-fold. thin on the ground here.
• Retained executive search companies: This
is a hidden gem and the most overlooked.
Although they predominantly focus on exec-
utive-level roles, the mentality here is always
on head-hunting and seldom relying on active
candidates. Look for candidates that have
spent time in both contingent and retained
search with experience of recruiting at all lev-
els. If you are seeking someone to source only,
ensure you do not recruit researchers who may
be shy about getting on the phone.
• Competitors: If looking at any of the larger
corporates, be wary of candidates who have
only ever worked for large companies. They will

53
 Developing your company’s talent acquisition capability

HOW TO HIRE A RECRUITER

Considerations when sourcing a
startup recruiter

• Have they hired for technology positions pre- may have a better career working in-house.
viously in their career? If so, have they hired • How do they cultivate their network? Ensure
engineers, developers, and sales executives? they do not rely too heavily on LinkedIn to
These are the most common and in-demand recruit unknown candidates. It is important
roles for startups. that they know how to readily access their own
• How do they source and attract ‘high demand’ network and yours.
talent? Look for innovative approaches to • Are they happy to recruit or do they want a
recruiting. Seek to understand if they have broader role over time? If not, can you provide
sourced internationally, as this is particularly this career development for them?
important for technical hires, where there is a • Do you expect them to take care of other HR
short supply of Irish candidates. elements across the business? Be mindful of
• What are their current goals and targets? One this, a well-known startup hired a ‘Recruitment
recruiter in a UK startup was measured by the Ninja’, only to spend more time delegating HR
saving they made on their overall remunera- duties to her, which swallowed up her time and
tion in their first year. For someone focused on led to her outsourcing her recruitment respon-
sourcing only, their target would be consider- sibilities to external agencies. This is a common
ably higher. mistake made by smaller companies and brings
• If they have an agency background, are they a you back to where you started in the first place.
hunter or a farmer? A hunter is excellent at win-
ning the work, but may be less excited about
the delivery. They measure deliverables from a
financial sense and are probably best suited to
an agency environment. A farmer is more of an
account manager and usually better at candi-
date management, less inclined to generate
sales and generally enjoys recruitment delivery.
They may be more motivated by building an or-
ganisation piece-by-piece and, because of this,

54
 Developing your company’s talent acquisition capability

HOW TO HIRE A RECRUITER

Core competencies to look for

One of the top traits you should seek when hiring Behaviours to look out for are:
for a startup is ambiguity tolerance. This is not only • Ability to adjust to unexpected situations in
important when hiring recruiters, but also across all real time
new hires at the early stage of growth. • Can readily cope with change
• Can make decisions without the whole picture
Hiring for personal qualities • Doesn’t get upset when things are ‘up in the air’
Some common traits to look for include: • Can comfortably handle risk and uncertainty
• Drives results: the ability to attract the best • Remains composed under pressure
talent to meet your current business needs and • Can deal with paradox
achieve results even under tough circumstanc-
es
• Resourceful: know how to get the most out
of limited resources, particularly in a startup
environment
• Strong Decision-maker: skilled at making good
and timely decisions to keep the recruitment
process moving forward
• Organised: can plan and prioritize work to meet
commitments aligned with the company’s goals
• Strong communicator: know how to develop
and deliver multi-mode communications to
different audiences both inside and outside the
organisation
• Persuasive: ability to win support or buy-in from
others and can negotiate skilfully in competi-
tive situations
• Builds networks: effective at building formal
and informal relationship networks inside and
outside of the organisation.

55
Setting the
direction for
your new hire

56
 Developing your company’s talent acquisition capability

SETTING THE DIRECTION

Onboarding and team integration

The risk a recruiter takes a lot of risks when joining • Review all open positions with the hiring man-
a smaller company: agers and prioritise the business-critical hires
• They are often left with little or no direction that need immediate attention.
• They don’t have a large team of like-minded • Arrange lunch or meetings with all newly-ap-
individuals to bounce ideas off pointed hires so they can learn why they joined,
• They are expected to attract talent to a brand their impression of the recruiting / interview
that may be unknown in the marketplace process, their impression of the company since
joining, and any other relevant information.
Because of this, it is important to invest time in
onboarding the recruiter, giving them access to key
stakeholders, allowing them time to build relation-
ships, and ensuring they feel like a valued member
of your team.

Steps to onboarding and integrating your new

hire:
• Arrange for them to observe a staff meeting as
quickly as possible where you can make broad
introductions.
• Ensure they meet all key hiring managers.
• Have them observe as much of your recruitment
process as possible – listen on a screening call,
learn the technology, systems, and key recruit-
ing processes, observe hiring managers inter-
viewing, provide overviews of all assessment
tools used in the hiring process, walk them
through the A-Z of your recruiting process, etc.
• Inform them of what is working and what is not
across the entire process.

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 Developing your company’s talent acquisition capability

SETTING THE DIRECTION

Providing the right environment and
defining success

One of the most common mistakes made is not set- Arrange interview training for all hiring managers –
ting a clear direction for your new hire. This is why Is this something your new hire can manage?
it is important to ensure your new recruiter is clear
on what the end goal is, how many hires need to be Once they are up and running, provide autono-
made, and what metrics they need to hit. my; many recruiters are used to running their own
desks. Nurture this, don’t remove it.
Some questions to consider:
• How many hires would you like to make in Year As time passes, check in with them periodically
One and how would you like that distributed and see how they are doing. Build this into your
across Q1 / 2 / 3 / 4? schedule. During these conversations, get as much
• How many of these roles would you like them to feedback as possible and help remove obstacles
hire directly? for them.

Companies that strive for direct recruiting aim for Provide opportunities for progression. If you hired
80% direct sourcing and leave the 20% niche roles well, this person is likely someone who can take on
and senior leadership hires to external agencies multiple challenges and possibly enjoy a broader
and search firms. The more niche and senior the role. A startup can provide boundless opportunities
roles, the more time they take to source, which for those joining at an early stage, use this to your
could consume all of your recruiter’s time, leaving advantage!
them ineffective at their day job.

Encourage standardized interview documents

across the company - you need to have some doc-
umentation in place to ensure that the process is
repeatable.

Define what you would like to delegate to this new

person – Employment branding? Onboarding?

58
59
About Frontline
Frontline is an early-stage B2B venture capital www.frontline.vc
firm powered by people - the ambitious @frontline
founders we invest in, our strong networks of
industry experts, and our own passionate team 26-28 Lombard St E
of ex-operators. Dublin 2
Ireland
Frontline is based in London and Dublin, but
back companies throughout Europe. We bridge
17 Rosebery Avenue
the technical and the human, providing both
London EC1R 4SP
capital and expertise to help shorten our
United Kingdom
founders’ learning curves. We strive to unlock
the power of collective intelligence through our
innovative platform.

Frontline invests time and money into building

the relationships needed to fast-track your ex-
pansion into the US - from investors to recruit-
ers to other founders. We’ve also built a wealth
of knowledge and content around international
expansion, so that we can help you reduce the
friction.

60
About Nikki Rooney 3. Executive and flexi-search: advising,
Nikki Rooney is a Talent Advisor to the Tech evaluating, and sourcing leaders for
sector and offers a wealth of international growth companies
experience having lived and worked in North
America and United Kingdom.

While working internationally, she was

a member of Korn Ferry’s Board & CEO
practice, advising companies on Board &
CEO appointments, C-Suite Recruitment &
Succession Planning, Executive & Leadership
Development and Talent Assessment.

Upon returning to Ireland, Nikki spends her time

working with startups and growth companies
in the tech sector and partners with them on 3
key areas:

1. Educating and advising companies on

hiring challenges: how to implement
appropriate processes and structures to
enable growth

2. Executive coaching and leadership

development: strengthening management
and leadership teams

61
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