In today's blogpost I talk about how values-based organizations are winning the war for talent. As tech leaders focus on speed to market, increasing valuations and wooing investors, it can be tempting to sacrifice the best interests of great employees for short term delivery goals.
We Canadians have a reputation for being nice - polite to a fault. In markets where customer and employee experience are critical, our inclusive and caring nature is starting to set our tech companies apart. When companies that proudly uphold values, it is this that motivates employees to delivery truly exception results.
This month our update is filled with stories of these great Canadian tech companies and the leaders who are making a difference.
Founder, Artemis Canada
WHO'S ON THE MOVE
Bart Piwowar formerly a Product & Innovation Lead at the Deloitte Innovation Lab recently moved to post of Director, Analytics at the CIBC Innovation Outpost.
Oliver Fisher previously Director of Engineering at Shopify recently moved to the post of VP Engineering at Freshbooks.
Ian McDonald former AVP at the TD Innovation Lab is now the Managing Director, Strategy & Marketing at InFlight.
Simwave announced that Steven McCartney, former VP of Strategic Growth at Communitech, will be joining the company as President.
Greg Barratt, former strategic sales leader at Miovision will fill in McCartney’s role at Communitech. Barratt formerly served as president of Communitech between 2000 to 2003, and has acted as an entrepreneur in residence.
Congratulations to our partner companies that are featured on the Top 250 Canadian ICT Companies of the Branham Group Inc!
Waterloo health tech company Medicalis has been acquired by the health-care unit of Siemens.
Thalmic labs recently expanded into a former furniture store and has grown from 40 people in 2013 to over 200. They are working on products that "reinvent how humans interact with technology".
After a “record-breaking year of growth,” VarageSale has added Kijiji founder Janet Bannister—now a partner at venture capital firm Real Ventures—to its board.
SweetTooth has rebranded to Smile.io and has added a new dimension of rewards to the existing point based loyalty solution.
Microsofthas announced a partnership with Waterloo'sGainX to deliver a platform so that large enterprises can monitor and manage their innovation investments.
Messaging app Kik will be the first mainstream application to integrate a Bitcoin-like cryptocurrency.
Shopify announced that it is bringing “A Day with Shopify” to five cities in five countries later this year including Vancouver. The company is looking for speakers who want to share advice and insights with other Shopify Partners about industry related topics.
Vector Capital is set to acquire Sandvine for $483 million. In March 2016, Sandvine received $15 million from the Ontario government, which it used to expand R&D and grow the team. Shortly after, Sandvine partnered with TextNow to power the company’s wireless services in the US.
SaaS North is returning for the second year in a row to celebrate all things SaaS on 29-30th November.
MEET THE LEADER
Brad Bierman is the Manager of Security Engineering at Arctic Wolf Networks. As a technical security consultant with deep experience in the industry, Brad is now responsible for a team of 11 security engineers at this California and Waterloo-based startup. We caught up with Brad recently to hear about their growth and the ever-evolving security industry…which is top of mind for everyone these days!
Read about it here
ARTEMIS CANADA CONNECT
The Artemis Canada Connect program is a confidential and curated introduction service aimed at connecting returning tech talent with innovative tech companies in Canada. By flipping traditional recruiting upside down, we help individuals return to great jobs in Canada by giving our partners a first look at the best returning talent.
Here's a preview of the senior talent looking to come home.
Sign up to be a part of our hotlist and subscribe to candidate profiles!
#1 This VP, SaaS Operations led the AWS migration strategy, drove product automation and managed 30 engineers internationally. He has previous experience as Director of Data Operations for an online gaming platform with 1M simultaneous users. Strong in scaling data systems, analytics redesign and managing teams.
I'd like to learn more
#2 This Group Product Manager has grown his career at a software company (web and mobile based) in the financial space that sells into the SMB segment. He’s played a pivotal role in helping them define their go-to-market strategy for new markets to shift from a US-centric company to a major global player. He currently manages a team of 4-7 product managers.
I'd like to learn more
#3 An accomplished Senior VP, Sales & Business Development who has experience raising over $75M from VCs and strategic investors and is familiar with creating partnerships and managing complex ecosystems. He’s been the CEO of a startup, and has experience across ecommerce, IoT, financial technology, media & entertainment and security.
I'd like to learn more
#4 SVP Engineering/Product who has built and managed distributed engineering teams of 125, budgets of $25M and grew operations of a yearly run rate of $200M. He has been through IPOs/acquisitions and has experience across content delivery, media and telecom.
I'd like to learn more
ACTIVE ARTEMIS SEARCHES
Here are a handful of the roles we're currently working on:
Head of Marketing – Enterprise Messaging
Director of Customer Experience
Engineering Leader – GTA Scale-up
Data Savvy Marketing Manager – Toronto
Learn MoreIf you have any updates or insights you'd like to share with us, e-mail us at firstname.lastname@example.org
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Brad Bierman is the Manager of Security Engineering at Arctic Wolf Networks. As a technical security consultant with a lot of depth in the industry, Brad is now responsible for a team of 11 security engineers at this California and Waterloo-based startup. We caught up with Brad recently to hear about their growth and the ever-evolving security industry...which is top of mind for everyone these days!Can you tell us about Arctic Wolf and the difference that your solutions make to your customers?Normally small or medium sized companies can’t afford to hire someone to put in all the infrastructure, the software and hardware required for a security solution - it’s very prohibitively expensive for them. We provide a managed detection service where we have sensors inside the companies’ networks and we’re monitoring them looking for indications if their system is compromised. We then escalate it into the company and they’re the ones that actually fix it and handle that mitigation - we’re the ones doing the detection part.
There’s so many false positives when you’re doing that kind of work, we’re down to 95% false positive but when you start out there’s 99% false positive and that’s where the experience and expertise of the people that we hire comes into play. Each customer has a dedicated security engineer that is their advocate inside AW to make sure they get what they need so they feel comfortable and have a strong relationship. That’s the big differentiator, we have all this infrastructure that we’ve developed working to monitor these systems but then you have someone dedicated to using these tools to check whether your system is compromised, to answer questions, and to give you advice.Tell us why you chose to join this team?I was working for a big company back in 2014 and it was so hard to get things done. Although there were interesting aspects to the job there was so much you couldn’t do because it was another group's responsibility. Everything moved slowly and that made me want to explore opportunities with a smaller company.
The fact that Arctic Wolf was a start up was very interesting to me. Meeting the founders really gave me confidence in the direction of the company and that they knew what they were doing. They are very senior people and have run large multi-national businesses before so they knew how to get something going. The fact that it was a really agile company, and that we were helping all these companies that couldn't afford a good solution were factors that I found really attractive.
What has your experience been like since you joined AW?It’s been incredible. Like with any startup, you have to work around things but it’s been great working directly with our developers and customers. It’s sometimes long hours which can be draining but it’s more a team than a company - it’s a very collaborative and accepting place and that’s one of the big drawing factors as to why people want to stay on here.
We’re not an argumentative place, everybody is accessible from the CEO down and that’s very nice to have within the organization. I started early so everyone knows me in the company - when we first started I was part of the technical sales team along with security engineering - it was interesting to see how we were really able to get our customers in. We went through incredible growth and it’s part of the reason I was made Manager because we were growing so fast - initially there were 3 of us and now I run a team of 11.
Can you tell us about the role of a Security Engineer (SE)? What makes the difference for someone who is good and someone who is great in this role? (What skill sets are you looking for as you grow your team?)The SE is responsible for the customer, they handle any kind of product updates and make sure somebody is working on it. There's an aspect where they have to do some project management, they’re also typically fairly senior people where they’ve got a fair bit of IT & security experience as they have to answer a lot of questions like “What’s going on with my switch/or my firewall/or my proxy” so they have to have that understanding.
What makes a great SE is someone who enjoys talking to people, who has social skills and is able to communicate effectively. It also helps if they’re analytical, they like to dive into things and solve problems. There’s a time management aspect where they have to manage their time so they don’t go into rabbit holes trying to track something down. They have to be willing to ask for help. There’s obviously a technical background we have in mind but these are the soft skills that are needed and that help someone succeed in this job, the technical skills I can always teach.
What is the biggest myth companies have about their cyber security operation?There’s a bunch of them - the first one is that antivirus is effective, it’s effective for about 30% of what’s out there. Companies assume that because they have a firewall or an anti-virus they’re good but they’re probably not. There’s very few that will be able to detect everything. After a couple of days most of them are good at being reactive, but not good enough, and the security posture that most people have is they put in a point solution and nobody monitors those logs, nobody looks at what is going on. They feel safe and secure in that they have this coin security solution but they completely neglect the monitoring aspect of it where they’re not actively looking at the logs. When they do get compromised then they have a much harder problem because they typically haven't found it right away.What is your best advice for companies looking to establish a strong cyber defence strategy, especially given the current security climate?The best thing they can do right now is have a backup plan and execute and trust it. You’re likely to get compromised at some point so make sure you have a way to recover from it. What happens if the server is no longer usable and has to be rebuilt? You don’t want to lose all your data so although it doesn't seem obvious, backups are the biggest thing that people need to fix, they need to test their backups and make sure they can restore.
I knew a company that had been doing all kinds of backups but when they tried to restore they realized they hadn’t been doing it for months and they couldn’t recover everything. They had their data on paper (this is going back a fews years) so they were able to recreate a lot of it but they lost a whole bunch. With the climate of ransomware, the biggest thing people need to do is make sure they have a strong backup system in place that functions effectively.
What motivates you and and keeps you excited about your security career and about growing with the Arctic Wolf team?My biggest motivation is helping people, it’s about offering people a solution that they don’t have. We’re able to help the community for the better, and growing the team means we’re able to reach out to more companies. I like seeing people come in that are passionate about it and I can help facilitate that passion where they want to help and do something. I love giving them the tools and responsibilities that help them achieve that goal.
I like working in security because it’s constantly changing and I like learning and that’s something that I always wanted. I don’t like stagnating, I don’t like cranking up widgets, I like that it’s challenging, that you have to keep up with things. It’s fast paced and exciting, it’s the reactionary part of it that I really enjoy, it’s why I like this specific aspect of security because it’s constantly evolving. When we try new things it’s a broad overall way of doing something, it’s not technically specific and I find that interesting. I enjoy attack and even seeing what some of the attackers are doing. I find it fascinating to see how they figured it out, the technical abilities that they have - though I do wish they would use it for good.
I’ve had many conversations lately about organizational values and how they can improve or impede growth in tech. It seems that many companies, both in Canada and the US, are being torn between being values-focus (respectful, kind and trusting) and being delivery-focused (fast, effective). In the eyes of many, these are at opposite ends of a spectrum.
We Canadians have a reputation for being nice - polite to a fault. In markets where customer and employee experience are critical, our inclusive and caring nature is starting to set our tech companies apart.
With our focus on talent, we know that the success of a tech company is tied directly to the ability to attract and engage the best people. While these people all want to be part of a winning team, and one that is moving quickly down the path of success - they also really want to be respected.
The most talented people we talk to want to work with leaders who create an environment where it is safe to innovate and learn - where they are trusted and given both autonomy and direction. Great people know how to get results, and they’d rather deliver those results for a company that shows them respect.
As it turns-out, a values-based organization is most likely to attract the best people. When inspired with the right mission, great people will care about customer and will deliver great solutions with speed and efficiency.
Last week, the Kitchener-Waterloo tech community was excited to welcome the NetFlix HR Guru Patty McCord. As keynote speaker at Communitech's Tech Leadership Conference, Patty's talk was crammed with authenticity, humour and incredibly valuable lessons.
Among many gems, her thoughts on retention really hit home. While most tech companies point to employee retention as a measure of successful HR and leadership, Patty dismissed this notion entirely. She sought to make NetFlix a great company to be from."Most tech companies have a four-year vesting schedule and try to use options as ‘golden handcuffs; to aid retention, but we never thought that made sense. If you see a better opportunity elsewhere, you should be allowed to take what you’ve earned and leave. If you no longer want to work with us, we don’t want to hold you hostage."
Tech companies evolve, and as they grow they hire people who believe in the mission, and who are great at the things that need to be done. At the same time, talented people move into roles where they get to accomplish important things, where they are valued and where they get to use their strengths. As long as these 2 objectives are being met, everything is great - but as soon as a company can't utilize your best talents, it's time to move on!
The growth of a company is a journey, and so is every individual's career. At various points along the way you need innovators, builders, tactical execution experts, change leaders, and people who can scale-up process and operations. These are often very different humans. Expecting that the changing needs of your business will align perfectly with the evolving strengths and career goals of any one individual is unrealistic.
An employment relationship isn't like a marriage - where ideally the two parties grow and evolve in tandem. Unlike a marriage, it is ok to just be good at the first 2 years, and then move on.
Yet leaders take it personally when an employee leaves to pursue the next evolution on their path, even when that option doesn't exist in their company or if they've failed to discuss future plans. Many people also feel stuck in companies that can no longer utilize their best abilities, becoming disengaged - without realizing that it is ok, and not disloyal, to seek growth and fulfillment in another setting.
So how does a company manage this, encouraging people to follow their path without the trauma of turnover that disrupts the business.
I believe the answer is in conversations that are transparent, honest and safe.
Imagine if your managers and teammates could talk openly about their career ambitions and their strengths, and the needs of the business. If each employee knew that their best talents were needed and valued, and that their career goals would be fulfilled - of course they'd stay.
But what if the conversation reveals that the paths of 'company needs' and 'employee strengths and goals' diverge? Well there should be a plan for that too. Without a manager fearing that the employee will resign, or the employee fearing for the near-term security of their job, everyone could work together to ensure that there was minimum disruption to the business and or to the individual's employment. This might seem like a big leap of trust, and perhaps unrealistic, but the alternative is surprise resignations, and unfulfilled, disengaged or insecure workers.
So take a small leap at least. To the leaders, talk to your people about their strengths, and how (or if) they can do what they are best at. Talk about career goals and whether you can offer growth in ways that matter. And to every employee, know what you are best at and identify the areas you want to grow - then talk to your leaders. Whether your paths align or not, everyone will more quickly and happily reach their destination.
Uber and their “culture of sexism” may be fading slowly from the front pages, but tech companies are scrambling to review their official practices and unofficial workplace norms. We see now that a single blog post or GlassDoor rating can cripple your company brand. It’s a scary time, but we are (finally) seeing some serious focus on the culture of our tech community.
There is no disputing that the innovation economy, and each individual tech company within it, will benefit from diversity and inclusion at all levels. From a pure talent supply and demand perspective, if any and every capable individual feels welcomed and valued at your company, you have a HUGE advantage.
And yet, everywhere we turn, there are subtle (and not-so-subtle) signs of bad behaviour, professional immaturity and cultures that value uniformity rather than diversity. I like to think well-intentioned tech leaders are just looking to build fun, socially relaxed environments. But when drinking to excess, crass language, and offensive humour become the accepted or promoted social dynamic in your company - you exclude and offend many great employees, and significantly limit your chances of success.
Here are some recent observations. Anything sound familiar?
“We are proud of our culture. One of our values is that we are NOT a professional environment” - while aiming to create a casual authentic workplace, individuals use this ‘value statement’ to excuse offensive and sexist comments, and lewd behaviour in the office.
“We need an executive who fits in with our team. We need to know that we can all drink beer together.” - while this implies a harmless desire to have a team that can socialize and have fun together, it also was an indicator that drinking was part of the executive team culture. “All of our social events involve drinking, often to excess.” - from an executive who was ready to resign, because the culture supported inappropriate and immature behaviour, and excluded many women, minorities and individuals who chose not to participate in the party atmosphere.
I could go on and on. There are no shortage of signals that many tech companies are either overtly or inadvertently excluding great employees who don’t live up to the social expectations of the young, party-hard, work-hard stereotype.
Want to avoid the risk of both ostracizing great talent and exposing your company to Uber-esque reputation risk?
Look at the social events in your tech community and in your company, both planned and spontaneous. Would someone of any gender, age, sexual orientation, faith or ethnicity feel equally part of the team and part of the community? Would they feel respected, included and valued?
Pay attention to humour and offhand comments in your workplace. If you address and shut down sexist and offensive language and behaviour, you send a strong positive message that you value and respect every individual. You create a foundation of safety and trust that you'll need to grow your business.
I should note that I’m not suggesting that we ban beer, parties or the occasional well timed F-bomb. Authenticity, fun, and socializing are all parts of what make our tech community great. We wear jeans and flip flops. Our email and slack messages are informal and witty. We may even hug a client or coworker. But we need to see that respect and mindful regard of personal differences, values and boundaries is key to building a positive culture and an inviting community.
Tom Kane joined Virtek in December as VP Global Sales. As an international sales leader with extensive experience in growing and mentoring teams, he was excited to apply his learnings to help Virtek continue to grow and compete on a global level. A few months into the new role, we caught up with Tom to hear about why he joined Virtek, why they are poised for global success and how to scale a sales organization.
What was it about Virtek Vision and this role that drew you in?
Virtek is a company that helps manufacturing organizations automate some of their processes. We help with cost quality and efficiency - wherever there is high complexity low volume manufacturing. If you get into high volume like cars, robotics are really what you need at that point. What we do is we help humans do things in a much more effective and efficient way. I came from a manufacturing background originally, so I'm very familiar with the challenges that most manufacturers face. Our technology addresses an important challenge. I have an unusual background and this was like a perfect fit.
What's your experience been since joining Virtek?
In the 5 months that I’ve been here it's been a fantastic, busy, whirlwind experience. I came into the company and immediately started working on next year's sales plan. It was a real challenge, as I was still getting to know the company, but a lot of fun. I continue to be impressed with the people here. They are fantastic and very dedicated. We have very, very low employee turnover, which is highly unusual in the KW tech industry. This is a real testament to how much people enjoy working here. It's a very team oriented, fast-paced atmosphere. We work with blue chip companies which is exciting. The young people who work here love it because there is opportunity for global travel, as we have to be on site often to help our customers solve new problems with our product. I see that as a great opportunity for most people who are starting out in their career. The experience is invaluable.
What are you looking forward to as the company continues to grow?
I'm really focused on modernizing our sales team - giving them the tools they need and the methods that are reflective of today’s B2B buying environment. The industries that we sell into have changed and our sales team has to keep pace by employing modern techniques. This is a challenge that really excites me. We’re also developing and releasing new products at a very fast pace, setting the pace for our industry. In an industry that hasn't changed much in the last 10 years, we've now released technology and products that are changing the game. We can see our competitors scrambling to keep up. I'm looking forward to Virtek continuing on this path and staying ahead of our competitors. We’ve already positioned ourselves ahead of the curve, so it’s an exciting challenge to keep in the disruptive mode. From a sales point of view, it’s important for us to capitalize on all that hard work from engineering.
How would you describe the culture and team at Virtek?
It’s one of loyalty, dedication and teamwork. It’s really top notch people who are very, very focused. We do an awful lot of traveling which requires time away from your family and friends and is a big personal commitment. In order to do that kind of travelling you have to be dedicated and loyal - and we have those people.
I find it amazing that this is kind of a sleepy little company in Waterloo that nobody talks a whole lot about. But I was pleasantly surprised when I walked through the doors and found the most amazing people here. And they don’t leave the company so the culture must be fantastic.
Do we have ping pong tables and hammocks? No we don’t, but we’ve got awesome people that are excited to work here everyday and contribute to really helping customers solve problems.
Virtek has been part of the local tech scene for a long time - why would you say that they are now one to watch?
In a traditional sense, I don’t know if we’re "the one to watch". However I’m excited about what we do because what we do, we do very well. We have huge market share in our space. I’m excited that we’re leading the way with new technology in engineering and it’s great to watch. When demo our new products for our best customers, it is amazing to watch their faces. It’s the equivalent of saying you’ve been driving a car your whole life and somebody pulls up with a car that can fly - and you go "whaaat" - that is kind of the equivalent. We've brought technology into the space and big companies see this and their jaws drop to the floor - "wow, this is fantastic". That makes me really excited. I know that we are onto something that is really, truly game changing. As a sales leader that makes my job so satisfying.
What are some of the most challenging aspect about what you do?
Because of the way people buy today, they’ve got more access to information than they’ve ever had in the history of the world. With information so easy to come by, gaining mindshare when they’re doing their research is by far the biggest challenge. It’s a very busy world out there on the internet. I’m confident, because we’ve got really good, passionate people here and that’s the prime ingredient. There’s nothing they can’t do.
Why do you do what you do? What motivates you and makes everything worth it?
At the end of the day if you’re in sales or engineering, you generally just want to help people succeed. That’s what it comes down to. If you can somehow help somebody solve a problem with cool technology that’s a great motivator. When they turn to you and say "wow, this is great. This is fantastic and we couldn’t have done this without you." - That’s gold.
Any words of advice for companies looking to scale globally?
I would suggest that they need to get their feet wet - lean in. You may be right or you may be wrong, but the more you hesitate the more you lose your opportunity. Time is always a competitive weapon. Get started and learn by experience. The depth of complexity when you work on an international scale is something that you really just have to experience yourself. Don’t delay. The more you delay, the more opportunity is lost and time is the ultimate currency so do it now - do it today.Read More...
Sean Erjavec is the new EVP Sales at Bridgit. As a scale-up sales leader with global experience, he is responsible for building a team to drive revenue growth for this exciting KW start-up. Now 3 months into his new role, we talked to him about why he made the move and his approach to sales leadership.What was it about Bridgit and this role that drew you in?
I’ve worked outside Waterloo for the majority of my career - for Toronto, Ottawa, and New York based companies. During this time I’ve seen the Waterloo tech community evolve tremendously. There’s now a rich ecosystem of tech companies that I find very exciting. The region is exploding with opportunity and I always knew I wanted to get back at some point when the timing and opportunity was right. Bridgit checked all the boxes - great local reputation, the vision and early stage execution of the co-founders and the team, and solving an actual problem. When I look at local start-ups, they stand in a unique category - they have clients, have successfully cracked the US market, have strong recurring revenue, and have great internal/ external support. With all the checkboxes, I was really excited to help scale and grow a company in my own backyard.
What has your experience been like since you joined Bridgit?
It’s been great! The culture is awesome, everyone works hard, and everyone is committed to Bridgit’s success. No politics, no BS - just an overall desire to make Bridgit an even greater company and leader in the space. I have felt very empowered and supported by the co-founders and team in general - and we’ve accomplished a lot over the last 90 days. We’ve hired some great people, have had a record Q1 in terms of revenue/ sales growth and feel very excited for what lies ahead.
What are you looking forward to as the company continues to grow?
In short, really looking forward to scaling across the board - revenue, team, market position, product etc. We’ve got some aggressive corporate objectives but with the foundation that we’ve been able to create, I’ve got a high degree of confidence in our ability to execute collectively. I want to be able to look in the rearview mirror one day, and say, “I was a part of that”.
How would someone know that they are a good potential fit for the team?
Generally speaking we’re looking for bright, tenacious, and experienced people to help us scale to the next level. We’re looking for the A-players. Culture fit is important to us at Bridgit - we’re looking for people who can collaborate internally, be methodical in their approach and can think strategically. More specifically on the sales side, we’ve structured the team with Business Development who focus at the top of the funnel and Account Executives who have experience advancing and closing the sale. In terms of Account Executives, ideally individuals who have 2-5 years early-stage SaaS experience and who have demonstrated success. Looking to build a team without ego's where everyone (regardless of title) works together to achieve the goals.
What would you say are some of the most challenging/exciting aspects about what you do?
Bridgit has created a very strong foundation across the board which is awesome. Now it’s all about scaling and executing. We have disruptive technology, and validation in the marketplace that we do solve a problem that exists, which in turn gives us a strong sense of purpose and commitment.
In terms of challenge, I think of it more as an opportunity. Generally speaking we sell into a non-tech savvy industry and often times our clients are either unaware that solutions like ours exist, have invested in clunky ERP solutions that do average job solving the problem, or have been exposed to lower-end solutions. So it’s up to us to articulate the value that we can provide and challenge these companies so that they understand both the personal and corporate win. Our client retention (and expansion) is extremely high which is a testament to the value that we provide.
Why do you do what you do, and what motivates you and makes everything worth it?
It’s not for everyone, but I love being able to scale teams and revenue in early stage environments. Targets are often times aggressive, but the reward and sense of accomplishment when you look back is incredible. When you see a team, product, market position, and revenue scale exponentially in a relatively short period of time it’s pretty awesome.
Any words of advice for companies looking to scale sales?
Really understand the market that you’re going after. Where do you fit, how big is it and create a plan that you can measure against. Everyone needs to know what their role is and needs to be accountable. In early stage companies, it’s important to set goals, measure, and most important adapt accordingly. Best technology does not always win, so if you’re serious about scaling revenue/ sales, invest accordingly!
Recently a friend and local tech exec met with some top engineering students, and learned that as many as 60% had plans to accept jobs with tech companies in Silicon Valley. "What can we do to convince them to stay local and build a career here?", he asked.
I didn't have an easy answer. I put myself in the shoes of these young and ambitious engineers, then imagined having to advise my son as he considers job offer from some well-funded and exciting start-up, or a huge tech giant. (he's only 11, so I have some time yet). A new city, a big pay check, a high-profile company on your resume, a team of top leaders and peers from the best companies in the world. It's the flattery of being scouted for the big league. I get it. 22 year old me would have been sorely tempted.
The allure and excitement of these big opportunities is as much about the adventure as it is about the day to day of the job. We definitely have companies in Canada that are building equally cool stuff. We have incredibly talented and experienced leaders to learn from, and opportunity to build a brilliant career and impressive resume. But when you grow up and study within the Canadian tech scene, the southern grass and the US dollar both look greener.
I'm not suggested that we stop trying, but I think we just have to stop beating ourselves up. Wanting to seek adventure and gain experience in other markets is a good thing. But here is what we MUST do: sell our outbound talent on the dream of one day bringing it all home.
Go and seek adventure if you must. Learn, grow and gather up some amazing experiences... and then come home.
As Canadian employers, we must plant the seed. We must remind the great young engineering and business minds, that we appreciate their adventurous spirit and that they are critical to our innovation economy - if not now, then in the future. They have the ability to be so much more than someone sitting on the 50,000 person roster of an enormous tech company. Once they see the world and learn how things are done in other markets, remember that they'll be welcomed home. And that this will always be home.
Stay tuned for my next post on how we can better sell Canadian Tech companies as a destination for global talent that is seeking adventure.
You’ve figured out employer branding and have defined your ideal team.. But how do you get that message out to your dream candidates. They are not likely looking for a job, and if they are, the recruiting messages of hundreds of other growing tech companies just sounds like noise.How do you craft a message that is actually heard - and where do you tell the story?Step 1: Tell a Great the StoryStorytelling brings your brand to life and allows you to build meaningful relationships with future employees. Here are a couple of tips:Think about your WhoWhat drives your target employees? We know that what really drives engagement and love for a job is Autonomy, Purpose (Why) and Mastery (and here is a great video by Daniel Pink that drives this message home).Talk about the people behind the brand & their passion for impactWhile telling your company’s origin story (similar to a Superhero origin story) highlight the people behind the brand and why this mission is important to them. Share inspiring real life accounts that your future employees will connect with. (Read our blog post on developing a hero story - link)Build your brand personalityCreate a distinct tone of voice across all channels that separates you from your competitors and is easily recognizable. Think about your culture, your team, your workspace - does your tone and voice reflect this? Is it consistent with the what you project to customers?Step 2: Know Where the Story will be HeardDo you know the difference between employment branding and recruiting for a specific role?Recruiting for a role is typically reactive, you focus on tactics to find candidates for a specific profile. Great branding makes recruitment MUCH easier. Branding is about always recruiting - it is the overarching message to the your broad community of future hires. To the people you are targeting AND to those who influence them it says, “YOU WANT TO WORK HERE”To get that message heard, you need to think like your prospective employees. Find them in their natural habitat. Where are the top leaders, sales executives, developers and technical experts working, playing and spending time. What events do they attend? What websites do they frequent? What are they reading? Where do they drink coffee, play games, collaborate with peers on projects?Here are a couple of ideas on how and where to proactively engage prospective hires:
Webinars and meet-ups
Sponsor events relevant to your brand
Industry events and trade-shows
Community and volunteer events
Social media and targeted online communities
So go out there and tell your emotionally engaging, problem solving, impactful origin story! Find your tribe.Read More...
“For a brand to ring true, and have real authenticity to it, it must start from the inside of the company. It must be inextricably linked to the soul - the very DNA - of the company. The company must live and breathe its brand from the inside out.”
- Daryl Weber
What is Employer Brand and Why Should I Care?
Most companies understand the need for product branding - decide on your audience, then craft an engaging story and select promotion platforms. You see the need to create brand awareness to set your product apart from competitors. It’s obvious.
Yet few companies do a good job of translating these basics into creation and management of their employer brand. Same battle - different field.
Let’s start by talking a little about brand in general terms.
Again, if we think of product brand, it’s the image that we project to our customers and prospects, and the promise that we make when we talk about the products we build.
How is your company/product unique? What value does it bring/why is it relevant? How do people feel about your product (good, bad, indifferent) How well known are you/your products?
How is an employer brand different? Shift the optics from customers and prospects to employees, prospective employees and also to all of the people who influence these - the community, their friends, neighbours and family.
Why does Employer Brand Matter?
(hint: ITS MORE THAN RECRUITMENT)
Your brand is the story that is told about your company when you aren’t in the room. When this is a positive, compelling and authentic story, you attract great people. You also build a strong culture, with great employee engagement and retention.
Organic recruitment - When your recruitment message comes not only from marketing, but also from employees and from other word of mouth, it is more powerful and authentic.
Motivation & Engagement - When your brand reflects purpose and instills pride, it becomes the reason why people get out of bed and go the extra mile for you and your customers.
As we all know, engaged employees deliver more and produce better results.
Retention - When brand reflects purpose and alignment with personal career objectives, your team will power through tough days and stay engaged through challenges.
Define your WHO
So where can you start if you want to define your employer brand and craft a compelling and authentic message?
Much like product branding - we start with the target market. What does the ideal team look like? Who are the ideal employees who you want to attract?
Think about the company you have now. Now think about the company you want to have in 6 months, 1 year, 3-5 years. Ask yourself the following questions:
Who is on your ideal team?
What are their skills & experience?
How are they working?
These questions may help:
- Who are your customers and who will best serve them?
- What products do you develop now, and what’s on the road map - who will build them?
- Think about your leaders and how they’ll develop strategy and execution plans - What are the characteristics of your ideal leaders?
Once you’ve define the audience, you can get to:
Crafting a Message that will Inspire.
Let’s get to the heart of what motivates your employees. (hint: It isn’t cash or free lunch)
In Daniel Pinks video ‘The Surprising Truth about what Motivates Us’ (https://www.youtube.com/watch?v=u6XAPnuFjJc ) we learn that, when it comes to creative and intellectual roles, money is not a motivator. What really drives people to perform is Autonomy, Purpose and Mastery.
In all of our conversations with top performers across technical, business, and leadership roles this is consistent. Money is rarely the reason, unless they feel unfairly paid now and hence undervalued. Everyone wants to make an impact - both personally by being a valued and important member of the team, and as part of a company that is doing something important.
Talented professionals want to be challenged and use their unique talents. They want to be recognized and respected. They want to work with good, smart colleagues - to be part of a tribe.
This means that your branding message needs to tell the story of your purpose, and how the people you hire will make an impact. You need to convey authentically that you value and care for your people, and that you trust them to make decisions. You need to show how you enable employees to grow personally and further master their craft.
Think of the companies that you’ve admired as employers, and you will see that they convey these messages with their branding, and that they can tell stories of how they deliver on this promise.
Does this knowledge change your story and how you would describe your company?
Stay tuned for our next instalments in this series, where you’ll learn about when and where to deliver this message to the best people, and how to ensure that your company is delivering on the brand promise.
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Our partners are the inventors, builders and leaders who are changing our world, enriching the lives of their teams, strengthening their communities and delivering valuable innovations to global marketplaces.
"I have worked closely with Kristina for approximately 15 years, reaching out to her whenever we are searching for the hardest to find skills. She understands the industry, she’s smart, she listens to exactly what we need, and she never wastes our time. Kristina, and the Artemis team, deliver time and time again. When we need an external recruiter, I find it hard to work with anyone else!"
Pete Devenyi, VP Global Software