Tips for a successful talent search

Strong candidates receive unsolicited inquiries regularly. Companies prepare a summary for investors; they need one for prospective employees as well. Useful points include who leads the company and why candidates should have confidence in that team, what the company plans to accomplish in the next one, three, and five years, and who its competitors are. Startups should also be ready to explain the founding story, the path to liquidity, and why a candidate should choose them over a larger, more established employer.

Separate what the role requires from what would be helpful. The ideal candidate rarely exists, so a search usually involves trade-offs. Consider whether similar experience is acceptable in place of years with a specific tool, and whether you would hire a more junior person now rather than a more experienced person in six months. It is fine not to know yet; we can set expectations with candidates accordingly.

Executives, the managers who will interview, and HR sometimes have different ideas about the role. Managers can also be uncomfortable interviewing a candidate who may become their supervisor or outperform them. Agree internally before the search starts. We also find it useful to speak with the people who will conduct the interviews.

Describe how the team works and makes decisions, which skills would complement it, and any requirements that are not obvious. Examples of past hires who did or did not fit, and why, are useful. Poor fit is an expensive and often preventable mistake.

Be specific. "Open to remote" can mean the next state or another continent. State whether the team works asynchronously, how often people meet in person, and whether you prefer someone in the office. If the answer is not yet known, say so.

Lack of feedback is the most common reason searches stall. We cannot adjust a search without knowing how you responded to each candidate: which qualities you want to see more or less often, and which needs you discovered during the search. Candidates also value feedback even when they do not get the job, and it improves their view of your company. Clear follow-up also prevents misunderstandings about who will contact whom and when.

Candidates should know who makes the decision, whom they will meet, whether interviews are in person or by video, how many there will be, whether there is a technical test and what is expected, and the timeline for a decision. Long or disorganized processes reflect poorly on the company. Experienced candidates may decline take-home tests that are poorly designed or take significant time.

For the candidates we recruit, negotiating position is often balanced or favors the candidate. Interviewers should remember that the candidate is assessing the company. On video calls, camera placement and attention matter; a candidate's impression is what counts. Candidates who have a poor experience tell others.

Decide on a range and its basis, and what you want us to tell candidates, knowing that candidates tend to anchor to the top of a range. If you offer equity, be ready to explain the type, vesting schedule, tax treatment, and exercise period after departure. Equity is widely misunderstood, and a clear discussion avoids problems later.

Confirm whether a clearance is strictly required or anticipated for future work, at what level, and whether you have the contracts and approvals in place to hold cleared staff. Cleared candidates are scarce, particularly outside the Washington, D.C., Maryland, and Virginia area, and particularly for IT roles.

State whether the role requires U.S. citizenship, and whether that requirement is based on law, regulation, or government contract. State whether you will sponsor a work visa, whether you have overseas offices, and whether you understand the tax and legal implications of employing remote staff in other countries.

Consider whether a part-time hire now would serve you better than a full-time hire later. Some highly qualified people prefer less than full-time work for family, education, or other reasons.