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Overcoming Hiring Challenges & Obstacles

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Recently, we wrote about recruiting and retaining the best and the brightest employees.  High-growth startups are typically looking to strike the right balance between the quantity of employees they need and the quality employees they can afford.

In a recent SmartRecruiters blog post, 50 startup founders share recruiting challenges they’ve faced in the current job market.  We list a few and comment:

“Joining a startup is a rollercoaster and most people know it. Most people want to go to their 9-5 and forget about work when it’s over. Finding startup employees are a rarity and they have to be willing to work long hours and get paid less than market rates.”  — Greg Isenberg, Founder & CEO, 5by

We’ve written about the contrast between working for corporate American and a startup.  It requires a driven work mentality and definitely a “get it done” mentality.

“I always tell my startups not to feel rushed. Don’t hire someone just because you desperately need to fill the position. Take a deep breath and wait until you find the right person, even if it means slowing everything down.” — Steve Hoffman, Cofounder, Founders Space

“We’re moving so quickly that it can be difficult to keep patient and hold out for the right candidate—we want someone to start yesterday, and that immediate need sometimes pushes us to make rash decisions. A huge hiring challenge we face is that because we’re so small, anyone we bring on really needs to buy into the vision and gel with the rest of the SweatGuru team. That kind of cultural fit can be hard to assess in interviews, and we’re constantly trying new tactics to assess candidates and make sure it’s the right decision for both us and the potential hire.” — Alyse Mason Brill, Founder, SweatGuru

Sometimes the hire you make isn’t the right fit.  Even if your new hire’s resume is loaded with experience and talent, it doesn’t mean you have a cultural match.  Hire those who work well with your well-oiled machine. Squeaky wheels are ok in some circumstances, but if it disrupts growth and the company’s momentum, the relationship should end.