A Quote by Harper Reed
I usually hire people who have very exemplary work experience. Where they went to school, or what degree they have, really has no play into the hiring decision.
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It's very important in a restaurant to really do the right hiring because there's no restaurant that you have one cook and one chef and nobody else in the kitchen. Generally you have five, ten, 15 people with you. So that's really important is to train them right, but first you have to hire the right people.
I've always been really internally focused. I tend to focus on hiring - ensuring that every person we hire is both a really good fit and really good - and also that everything we put out to our users is very high-quality.
The key thing that I find that when you're kind of in boom times and you're hiring bunches, if you can hire, you know, always maintain very high standards and even if you, you know, can't find enough of, you know, what is typically called A players, then don't hire the people. All right? So, you know, use that as a way of standards.
Don't hire for the sake of hiring. Hire because there is no other way to do what you want to do.
As entrepreneurs, we often get pressured into hiring an industry executive. While it's good to hire people with experience, it can also be a stumbling block because they think about the business the same way everyone else does.
For many years I have talked about building a Hire a Veteran culture in Canada in order that both public and private sector employers understand and value military training and experience in their hiring programs. For me, this work began long before I became a Member of Parliament.
It is very hard work, but I am a big believer in not micromanaging; I hire really, really talented people and trust them to do their jobs.
Be really picky with your hiring, and hire the absolute best people you possibly can. People are the most important component of almost every business, and attracting the best talent possible is going to make a huge difference.
I still love Marvel to death and I had a great experience, and it was a really tough decision to leave Marvel. It was a very easy decision to come to DC; it was very difficult to leave Marvel. And I really wanted to draw Batman, and really, that was entirely the discussion when it came to coming to DC.
People aren't hiring just a picture, they're hiring someone they can work with. That plays a big role .
At the start of high school, I looked like a girl... to a very major degree. I had really long hair and a really round face with no facial hair. And I went to a very rough high school.
I didn't have a business degree. I didn't have experience to work in somebody else's office. I never built or ran a department. So I was on this journey, and when the time came to make a decision, I was just going with my gut.
As an individual, you know what you are good at and what you're not good at, so over time as you are hiring, you should be hiring for the skill requirements as the rule, but you should also be thinking, "What am I less good at?" and knowing you need to hire those people to create a stronger team. Different personalities are good at different things, but as a leader and and entrepreneur, it often has to start with you and building around your shortcomings.
What characteristics do I look for when hiring somebody? That's one of the questions I ask when interviewing. I want to know what kind of people they would hire.
The best cover letters I've read are from people who have a passion for my company, and can make that passion come to life on a page. The letters that make me say, 'Yes! This person really gets it.' Because, at the end of the day, I want to hire people who already get it. Most hiring managers do.
I don't want to be in boardrooms talking about hiring hairdressers and minivans. I'm not good at it, and I don't like to hire and fire people. I hate that. It's horrible.
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