In Waterloo, Canada's hub of technology and innovation, there are mixed emotions about the arrival of some significant US tech employers.
Companies like Google, Sybase and EA are already woven into the fabric of our bustling University town, offering interesting technical challenges and attractive comp plans to engineers who want to be part of something big. And now there are more international players, like Square and Motorola, who have set their sights set on Waterloo as a new home for engineers and innovators.
Tech companies that are faced with talent shortages in their US backyards are attracted by a combination of newly liberated BlackBerry employees, annual crops of engineers from top local schools and a community that embraces entrepreneurship and innovation. Yet the question hangs "is it good news when non-Canadian companies come to town and hire our best and brightest?"
On one side of the debate, some worry that the fruits of Canadian workers, their innovations and resulting revenues, are lost to US head-offices. There is fear that young talent will be lured by exciting relocation opportunities in California or New York, never to return.
But there is also a bright-side to this evolution in our local tech economy. Here are just a few things to consider:
Our personal and professional networks will expand as our connections become more global. Where geography puts distance between tech hubs, bringing global companies to our community makes the world much smaller and more accessible.
Canadians will gain varied experience in large global enterprises. These innovators and future business leaders will be inspired to think bigger. This experience will transform the next generation of domestic start-ups and will be carried with individuals as they move through their careers.
With greater career opportunities locally, Waterloo will become an even more attractive community for individuals considering the region as a home.
I see a significant upside in inviting global companies to invest in Waterloo. But I'm interested in what you think.
Do you agree that we should welcome the tech giants to our community, or do you think that there is a case for protecting our Canadian employers and preventing a talent drain?
About 3 out of 4 people who you hire, will turn into unenthusiastic or actively disgruntled dead weight. That’s right, our tech sector is failing miserably when it comes to employee engagement.
You may disagree, but this is the truth that came from a survey that published on RedCanary. The short story is that most of your employees don’t love you, are not committed to your business and are not giving you the effort and results that you were hoping for when you hired them.
How does this happen? You take time in selecting each employee, matching them to a carefully defined job spec. What could have changed between the hopeful infatuation of your pre-hire courtships, and the sad reality of your uninspired workforce?
You can focus on ways to improve management, build reward systems, or plan a cooler company picnic. But the problem goes right back to who you’ve hired and why.
The WHY piece is what has me most curious, as I see the same mistake happening time and again. A company sets out to find an expert when they see a problem that needs solving. The problems are short-term and tactical, and there are fires burning that need a quick and clever fix.
You need technical expertise for the next gen product.
You need a genius marketing campaign to drive sales.
You need a product roadmap based on deep industry know-how.
You need to replace that guy who just quit, before the place falls apart around your ankles!
So job descriptions are written, resumes are collected and your panic-stricken manager aims to hire the person most capable of plugging an operational hole. But beware the quick fix. With great intentions, your manager will make the best decision for the short-term problem. You’ll hire a long-term employee who has the top credentials for the problem of the day, but who lacks the values, passion and potential to grow with your team. Today’s hero, could be tomorrow’s liability.
Like signing an athlete on a long-term contract, just so that they can score a goal in your next game, you are making an expensive investment without considering the type of players your team needs for long-term victory.
So before you set out to make that next hire, stop. Understand what the short-term fix needs to look like, and then consider what kind of team member you’ll need to help your team succeed into the future. Hire for a passion that is aligned with your business. Hire for smarts, positivity, initiative and drive. Hire for the team you need today and tomorrow.
(previously published on RedCanary.ca)
In June 2013, Mario Laudi, founder of The Laudi Group and Red Canary, and I, presented as part of the MaRS Best Practices series for entrepreneurs.
We discussed the hiring and selection process and shared some tips on how to assemble a high-performance team.
In a room full of entrepreneurs, it was clear that typical recruiting methods were not leading to ideal results for these lean enterprises. Check out the video below to learn about what’s preventing you from seeing and hiring the best candidates.
See the Hot Tips Video:
(as published on RedCanary)
I am often asked for my opinion about adding pre-employment tests to the selection process. It would be easy for me to write a lengthy post about the validity of various test results and their ability to predict on the job success. We could have a heated debate about whether compatibility matters more than competency – if you have the right leadership in place.
But, I’ll save that fun for another day. The question that no one seems to be talking about, is how testing affects the candidate experience.
You’ve spent time, effort and money to send a message that your team is awesome. Everyone knows your company is a great place to exercise creativity, take initiative and fully utilize your talents. That’s good branding. But how does the message play when a candidate goes through your recruitment process – when you and your company are the ones being tested? As a reflection of their future working experience, your best candidates are looking for a recruitment process that is fun, engaging and that offers challenges where they can showcase their best qualities.
I understand the desire to build in hurdles that ensure only the best, smartest, most-engaged and productive workers reach your finish line. After all, you are probably thinking, “If they’re too lazy or disinterested to complete our assessment, then we don’t want them anyway. Good riddance!” So you introduce… TESTING. It’s statistically valid, so who cares if it is also trivial, frustrating and tedious! Candidates should be eager to sit through a grueling full-day inquisition. After all, it enables you to reduce a uniquely qualified human into a lump of data. What a great way to manage risk – your test makes everything black and white. It is almost impossible to make a bad hire and you are the master the recruiting universe. Or not.
Alas, your wonderfully accurate test results aren’t worth diddly because your top candidates no longer want the job. They walk away questioning your judgement and culture. I may sound jaded. But, I have seen it happen, time and again. Candidates who were initially intrigued and interested, quickly opt out of a process that is painful – and dehumanizing.
I’m not advising that you should hire blindly or never test. There is a time and place for technical assessments, assignments, and testing tools. But they need to make sense and respect the person, as well as their skills. They need to be challenging and fun, and send a positive message. Understand that this a try-out for both you and the candidate. You both need to nail it, because building a winning team is worth it.
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