Who Is the New How E-Book

Justin Palmer

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 283

Veröffentlichungsjahr: 2023

Beschreibung

Recruit, create, and retain the best teams In Who Is the New How: Strategies to Find, Recruit, and Create the Best Teams, a team of accomplished talent experts delivers a hands-on roadmap to filling your most mission-critical roles with the best people. In the book, you'll explore strategies that guide the world's most innovative companies and high-performing organizations as they scour the globe to build impactful, productive teams. You'll learn how to reimagine your talent acquisition strategy, from who you're looking for to how you should recruit them. You'll also discover how and why to say goodbye to familiar phrases like, "just get a butt in the seat," and counter-productive metrics like "time-to-fill." The authors also explain: * Why identifying candidates aligned with your company's mission and culture is so critical to long-term talent success * How using the right combination of technology and human expertise in the recruitment process can be the key to winning top talent * What building teams filled with the right people can do for your team's morale and ultimately make companies successful A revolutionary new approach to one of the most critical issues facing organizations today, Who Is the New How is the talent playbook that business and HR leaders have been waiting for.

Leseprobe

Table of Contents

Cover

Title Page

Copyright

Foreword

Introduction

STRATEGY I: Rethink Who You're Looking For

1 A Matter of Intention

A Brief History of Standards

When It All Goes Right

Dig Wider, Not Deeper

Reading Between the Lines

Notes

2 Diverse Intangibles

The Big Picture

The Case for Diversity

In Good Company

Intangibles in Action

Notes

STRATEGY II: Rethink How You're Going To Do It

3 State of the Union

Best‐Laid Plans

The Beginning of the End

Man Versus Machine

Creative Destruction

Augmented Intelligence: The Other AI

The Ultimate Merger

Notes

4 On the Shoulders of Giants

The Office

The Boom

A World of Band‐Aids

Intention, Not Reaction

Notes

5 The Future of Work

Data Is as Data Does

Software Eats Recruiting

The Human Touch

Tech + Data + People

Notes

STRATEGY III: Rethink What It Could Mean

6 The Culture Crutch

The Culture Deck

The Perks of Being a Worker

On the Hunt

View from a Fishbowl

Ambition + Resourcefulness

Notes

7 A Human‐Centric Workforce

The Frontliners

The Proposition

Reap the Benefits

The Woman Named Steve

Who Is How

Notes

Acknowledgments

Index

End User License Agreement

Guide

Cover Page

Title Page

Copyright

Foreword

Introduction

Table of Contents

Begin Reading

Acknowledgments

Index

Wiley End User License Agreement

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JUSTIN PALMER AND JESSICA SCHERTZ

FOREWORD BY ALEX MORGAN, WORLD CUP CHAMPION AND OLYMPIC GOLD MEDALIST

WHO is the new HOW

STRATEGIES TO FIND, RECRUIT, AND CREATE THE BEST TEAMS

Copyright © 2023 by John Wiley & Sons, Inc. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.Published simultaneously in Canada.

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Library of Congress Cataloging‐in‐Publication Data is Available:

ISBN: 9781119898986 (Cloth)ISBN: 9781119899075 (ePub)ISBN: 9781119899082 (ePDF)

Cover Design: Paul McCarthy

Foreword

Teams are something I'm incredibly familiar with—I've been on them for most of my life. They've been a source of strength, pride, comfort, and growth for me, and I've taken my role on them very seriously—not only because I've experienced the value of a good teammate more times than I can count, but because I know that a team is only as effective as the individuals on it. Each member must show up every day, armed with the diverse ways they alone can contribute to the success of the team.

Finding those people—the elusive right fit—can be difficult. If you think of it in the context of a professional soccer team, it's not about just finding the person who can kick the soccer ball the best. You need one (or ten) of those of course, but there are so many other things that need to be taken into consideration. Each position calls for specific strengths, from physical skills to mental disposition. Each player needs a competitive yet compatible edge that contributes to on‐the‐field dynamics and locker room camaraderie. Each team member—coaches, support staff, comms team, front office, game day ops, volunteers—relies on their counterparts to execute duties in accordance with the larger goal. The success of each game is dependent on how effectively all those factors work together.

This type of teamwork is integral in both sports and business. They appear as two different landscapes, but they both entail high stress and mentally demanding situations. They both rely on consistency, communication, and making smart decisions. They both hope to attain peak performance through planning, executing, implementing, and monitoring. They both come down to the caliber and dynamic of the people on the team.

My experience on teams and my knowledge of their intricacies is what led me to partner with Teamable. At the onset, I was drawn to their mission: build teams with strength and purpose. But it was the intention underneath the mission that really resonated with me. They want to transform lives by connecting candidates to roles that fulfill both them and their companies. These aren't just fluffy words; they're a sign that Teamable is in tune with the current disenchantment of the workforce and knows the true value of the right people being in the right roles at the right companies. And perhaps most importantly, they know it requires a recruiting approach that's equal parts methodical and empathetic.

I've spent time with Justin Palmer and Jessica Schertz, Teamable's CEO and COO, and they care as deeply as I do about teams, community, building, fulfillment, finding your people, and finding your calling. Accordingly, everything Teamable does is built upon those foundations. They take into account all the small details that make up the whole of a candidate, as well as all the facets of a company—what it does, how it's run, and what type of person would excel there—and bring them together. They see it as finding the perfect piece of the puzzle for a company, rather than just filling an open role within a short amount of time or prioritizing counterproductive metrics like “time‐to‐fill.” It's about far more than that and their incredible product, work culture, happy customers, and results show it.

As Teamable's new Chief Inspiration Officer, I'm so excited to be part of the company and continue to lend my expertise on what it really takes to build the best teams possible. This book is a perfect entry point to get familiar with all the things that go into that. It will challenge you to rethink who you're actually looking for, how you're going to find them, and what it can mean for both the candidate's and company's fulfillment if you do. But most of all, it will show you the infinite value of filling a team with the right people. When you do, they'll be an unstoppable force.

—Alex Morgan

Introduction

We believe that something is wrong with the way we're all working. And in 2017, we founded Teamable in order to fix it.

In today's world, the what and how often drive product and company growth. Successful brands have strong missions and clear business development strategies; they know exactly what they're aiming to accomplish and how they're going about it. But there's something far more significant that makes it all possible, something that gives those brands the competence, momentum, scalability, and execution they need to achieve long‐term success: the who.

This isn't a revolutionary insight. Every employer knows how important it is to have a capable, talented team of people working for them. Every team member knows how productive and invigorating it is when they're working with the right blend of people. Every recruiter knows how valuable it is to find the superstars who will perfectly round out a team. But here's what everyone doesn't seem to know: traditional recruitment practices aren't cutting it.

Recruitment today is so similar to how it was 100 years ago. Employers want candidates based on specific criteria and recruiters source people who meet them. While the ways in which recruiters go about the sourcing has changed—insofar as technology has made it more convenient—they're still pressed for time and competing for the same pool of candidates as everyone else. To add to the chaos, they're now also drowning in recruitment tools. But is it working?

If you're holding this book, you know it's not.

We reached the same conclusion just prior to founding Teamable. But before we go any further, we want to introduce you to who we are. This book is written by two of us: Justin Palmer and Jessica Schertz, CEO and COO of Teamable, respectively. While the book is penned as one voice, we'll briefly deviate here so you get to know who you're hearing from.

I'm Justin, and my road to working on Teamable wasn't obvious at the time, but it is now.

My career started as a technologist first. I studied computer science for about five years, dropped out of a PhD program, and worked as a researcher and engineer working on AI and human language for over a decade. I fell in love with the idea that you could build software systems that learn to do things people can do, and I haven't looked back.

To make progress in that field takes a ton of different skill sets, and so I spent the better part of 15 years training up. I had so many great mentors along the way who taught me about building great software, managing data, setting up good experiments, the math behind modern AI, and so much more. That's the super short version of the technologist in me. I talk about some of that later in this book.

What gets me excited about technology is simple: it's the opportunity for impact. If you build systems that deal with even small language problems, that helps people communicate and make sense of ideas at a scale only made possible by technology. It redefines the limits of human ability and creativity. But it wasn't until I moved to Silicon Valley that I came to understand that there are equally impactful opportunities to do the same thing in business, and that happens through building technology companies.

My first job in the Valley was at LendingHome. We wanted to reinvent the mortgage bank and it was a crash course in a lot of things. I learned all about how mortgage finance and the capital markets work. I came to understand how all kinds of stuff from my days in natural language processing applied to the way people think about predicting how mortgages and financial markets perform. Our team grew from the first five of us, sitting around a single table in the same room where Uber started, to a team of over 250 in two years. We became the number one lender for home investor loans in the United States. I loved it. But it was building the company, and the team side of things, that struck me. We all worked so hard and did all of this because of each other. It wouldn't have been possible any other way. I met people who had spent most of their careers doing marketing, mortgage, or finance and we worked together to make each other better. I saw how much impact a diverse team could have when working together on a hard problem.

So when starting Teamable, I didn't fully appreciate it at the time, but it was a similar motivation that got me started and has kept me excited. We started out doing recruiting. I got to know an awesome person named Teresa and helped her find a new job that she still has today. She and I still talk every so often. Ask any recruiter, and they'll tell you the first person they helped find a new role. Everyone who's done this remembers the first person we helped get hired, and when it works, they remember us too. It's an amazing feeling.

That's how our company started. By doing some recruiting then figuring out how technology fit in. We felt the pain firsthand and wanted to create a good solution. So we knew exactly what to build in order to help anyone work like the best recruiters, but also with technology at the heart of it.

Our team still works this way, and so do I. We always acknowledge that the crux of our work is people and software coming together to get things done. When you add people to part of what you're building, it opens new doors. We have always done that, and it makes all the difference. It pushes the limits of how we think about what's possible, so we're always forward‐thinking as technologists. We stay rooted in the day‐to‐day of what our customers do, so that we get better in ways that are really direct. It also means our entire team works together without silos, and that is what makes us build special things.

The more we grow, the more we want to do, and the more excited I get. Finding a job, or your next teammate, has changed some in the last 70 years but so much hasn't. We know that technology hasn't really transformed this space yet, and we're changing that. Our motivation is why we got here, and our mission is growing.

We're writing this because we want to share how we think about that mission. This book is about what we've learned so far, what we plan to do, and our motivation. It's about the stories we love of amazing teams that inspire us. We teamed up with Alex Morgan because she's one of those people. She is an awesome athlete, a force in sports, and has transformed how we think. She's a team builder and like so many people we find inspiring and feature in this book, Alex plays the long game and wants to change how the world works. We want to make a similar impact as a company, and we're honored to be part of that story.

Hi, I'm Jessica. As a lover of data and problem solving, I joined Teamable in its earliest days. My role morphed from the one‐person Operations team to the Head of Operations who oversaw dozens of people. I then became the Chief of Staff to have a broader impact on all parts of the business, before my focus kept naturally returning to all things operations and I became Teamable's COO.

I never thought I'd be a COO. After studying Public Health in college, I went to law school and then got my master's degree in Education, focusing on English Language Learners (ELL). I started volunteering a lot with refugees, teaching ELL classes and helping them get their bearings once they started to build a life in my community. I absolutely loved the work. I felt like I'd been set on fire—I was so excited, so passionate, and so driven by seeing the students thrive. It was my first glimpse into what fulfilling work was all about. And if you know, you know. It's that stop‐at‐nothing, keep‐you‐up‐at‐night, what‐I'm‐doing‐matters feeling.

That's when a former colleague of Justin's reached out to me for help with some work. It was a lot of the same types of problems that early‐stage Teamable was working on—weird little natural language processing problems, human‐in‐the‐loop, AI, etc. And it was really interesting to me from a language standpoint. It felt like the same approach I'd used to teach English to a room full of people who all had a different native language. Except this time, it was communicating with a robot, essentially. And trying to find a way for us to understand each other just as I'd tried to achieve with a student.

I became obsessed with the work. I had no idea that my output was ten times more than any other contributor's because I was just focused on getting my hands on more projects and cracking the code and figuring out how to make it work. There was a brilliant engineer named Dima, Teamable's future CTO, working on the same project and when Justin wanted to build a recruitment platform that used a similar approach, he contacted Dima and me to see if we were interested. We both jumped at the chance.

I thought it would be temporary. But as the series of really interesting problems emerged, I got more and more hooked. As soon as we'd solved one, there would be something else that caught my attention that I wanted to rip apart and figure out. I remember wearing out the button on my wireless mouse in the middle of the night because I was just constantly cranking on those weird little problems for hours and hours every day.

I brought in some other people—most of whom still work with us, shout‐out to Bruce, Jared, Joe, and Ray!—and informally ran that team for about a year. We would meet in San Francisco and geek out about what we were building (which was a very basic version of what we have today). I learned sourcing so I could focus on improving the sourcing technology we were developing. We built the dictionary that our AI uses to speak to candidates about their backgrounds. I took an early stab at what is now Flex, our full‐cycle recruiting, by taking a crash course in recruiting and jumping into the task of finding candidates with top‐secret security clearance or experience building autonomous vehicles. I learned as much as I could about what makes start‐ups work and about all of the dysfunctional pieces that make them flop.

Our motto was very much “say yes and figure it out later.” We were a whole team of people who were completely obsessed with seeing where we could push this thing. There were a lot of all‐nighters that never felt like working. We'd get on Zoom (I guess it was just Google Meet back then) and work until the middle of the night because we all cared about being able to deliver our product to our customer list—which was growing exponentially—and we cared about each other and didn't want to flake on anyone (we always used the analogy of rowing together; when everyone is paddling, you zoom through the water and it isn't hard work, but if someone drops their oars, everyone else has to pick up the slack … no one wanted to be the one to drop the oars). In those days, the most senior employees would jump in and do the most basic work of the whole product, either because it needed to be done to keep things moving or because it was crucial that everyone understood every piece of the product. No one was above anything, and no one was below it, either.

The “fulfillment at work” stuff is so important to me because I've lived it. Early in my college and career days, it was peak “Lean In” era and I never really connected with that message. It didn't feel like progress to me. I didn't like the message that women can “have it all,” and any failure to do so is on them to fix.

Between the backlash from that movement and also what's happened post‐COVID, I don't think people are buying into that anymore. I don't think any adult (especially a woman and especially a mom) thinks they can really have it all. We will always be dropping some kind of ball and, particularly in tech, the second you feel you've got it figured out, you'll need to pivot. And fast. I guess we could find a job that lets us coast—we can sit on our couch and watch Netflix while making sure to jiggle the mouse every five minutes so it looks like we're active. But most people don't want that. We want our lives to be full of things we're thrilled to be doing.

When we're trying to juggle everything in our lives, it can be completely draining if we don't love those pieces. Life is short and the juggling act is hard, and people are now feeling like they don't want to make huge concessions anymore. That's not to say we shouldn't try to create change. Of course we should. I've hired a ton of women—moms, digital nomads, transitioning teachers. I was the only woman on the team when I joined, and for quite a while after. Now we're over 50% female. Creating that environment doesn't fully protect me from the yuckiness—like joining a call and the person on the other end just assumes I'm there to take notes (ouch) or having men mansplain to me why there aren't more women in tech. I would never say that employees should just abandon ship if their workplace doesn't reflect their ideal. I'm saying that all of the work we need to do—make the workplace more equitable, earn a living while also raising a family and having a life, build a product that helps people do more of what they care about—means we have to be doing that work for something we feel connected to. And it has to be done with a team we know is rooting us on.

We have an incredible team who feels that same way. Some have gone to top schools, live in the Bay Area, and fit that stereotypical image of someone who brings value in tech. But some of our biggest wins are thanks to people who took unconventional paths; people who pull from their unique experiences and are totally into the work they're doing. People do really big, exciting, impactful work when they're surrounded by people who share their mission. Though where the discussion goes south is when that's treated as a novelty. Conversations around moms returning to the workforce or hiring veterans or other underrepresented groups are usually framed as doing those candidates a favor. They're hired “even though …” or because a company's making concessions just so they can fill a quota. Neither of those is true.

The story here is not how remarkable it is that a former stay‐at‐home mom from rural Illinois with some weird degrees is an executive at a tech company. Or that we hired a freelance writer who was living in Argentina because he'd fallen in love with a girl he met while traveling through, and now five years later he's our best account manager and knows every piece of the product because he helped build it from scratch. The real story is all the people who are passed over who would really dig into a mission and get stuff done, all because people didn't think about the problem in the right way and find a solution that actually solved it.

That's what we've built at Teamable: a solution. We believe businesses thrive when work is a source of fulfillment for employees. In fact, we know it. So our solution optimizes every step of the hiring process. Our end‐to‐end software, supported by expert guidance, empowers talent professionals to find top performers, connect them with fulfilling work, and drive business growth as a result.

This book isn't a way for us to sell you a product. This book is an agglomeration of what we've seen, heard, and encountered in the recruitment industry. It's full of facts, insights, and stories about the gaps in recruiting, the direct consequences of those gaps, and what it could mean for the workforce and workplace if the gaps are properly filled. This book is divided into three strategies, all of which urge you to rethink something: who you're actually looking for, how you're going to go about finding them, and what it could mean for your team's morale and success if you do. The chapters therein explore why the rethinking is necessary and reiterate that although the what and how are the backbone of any business model, the secret of success is all about the who.

More than anything, we hope this book proves the indisputable value of connecting the right candidates with the right companies to create the right teams. The best teams. The ones that aren't settling for a less‐than‐perfect fit or toiling away on unfulfilling work. Because employees and companies both deserve better.

STRATEGY IRethink Who You're Looking For

1A Matter of Intention

In Silicon Valley, venture capitalists love to use certain key phrases. When it comes to people, there's one to describe the typical founder that always stuck with us: central casting. A founder that comes out of central casting went to the right school, worked at the right company, presents with the right level of polish, and is a polymath of sorts—did something artsy to go with their love of technology, for example. Stanford or MIT computer science, then on to Dropbox or wherever, then broke out to do their next thing. It works, so the story goes, because it is the people‐version of a more general phrase that dominates thinking: pattern matching.

The only problem is, pattern matching works until it doesn't. The best companies, and the best teams, are most successful when they do more than match a pattern. Innovation, almost by definition, isn't about matching templates.

People who build the next best thing have to be in it for more. They have to love what they do. They've got to be all in for what they want to build as ambitious people who crave impact. The company we keep is just a group of people. And to build a meaningful company, it takes a team. People who crave impact, who aren't just looking to copy and paste, match a pattern, play a part. Sure, there's no sense in reinventing the wheel every time, but there has to be more to how we approach things. Curiosity, ingenuity, creativity.

People who build amazing things work together as an amazing team. They are groups of people who look to each other to make an impact, do something cool, and have fun along the way.

And of course, the best VCs know this, and are careful not to pattern match too aggressively. They know the best teams might have some things in common, but outliers are outliers, and so there will always be something unique about a great team on a great mission. When you pull from central casting, you outsource thinking about the right team to a template. You give up on looking more closely and going deeper.

There are so many examples where central casting didn't work. But let's talk about a famous one: Quibi.

When Quibi launched in April 2020, it seemed destined to succeed. The new streaming platform, which generated 10‐minute episodes of original content to be viewed on smartphones, targeted users with short attention spans and filled its initial 50‐show roster with A‐listers from Dwayne “The Rock” Johnson to the Kardashians. It rose to No. 3 in Apple's App Store on its first day, had 1.7 million downloads in its first week, and was the 11th most downloaded app of the month.1 The numbers were lower than they hoped—but on paper, it was a success.

Quibi was the brainchild of Jeffrey Katzenberg, for whom success was nothing new. As the former Disney studio head and DreamWorks cofounder, his accomplishments in the entertainment industry were formidable: reviving Disney's animation business with hits like Little Mermaid and Beauty and the Beast, overseeing DreamWorks Animation for no fewer than 30 films, winning an Academy Award, and accumulating a net worth of $880 million. Given his credible track record and deep connections, investors jumped at the chance to back his newest venture. Huge entities like Goldman Sachs, Alibaba, Madrone Capital, and every major studio, from Disney to 21st Century Fox to Sony, helped Quibi amass a total of $1.75 billion in funding.2 And to further secure Quibi's success, Katzenberg recruited Meg Whitman to come aboard as CEO.

For nearly two decades, Whitman had been one of Silicon Valley's heaviest hitters, growing eBay from 30 to 15,000 employees and $4 million to $8 billion in revenue.3 Later, she revived Hewlett‐Packard, then the largest tech company in the world, after its stock dropped 46% the preceding year.4 Spanning her career were high‐level positions at Procter & Gamble, The Walt Disney Company, and Stride Rite Corporation, along with prominent political activity, including a 2010 run for governor of California. Whitman's resume was impressive, indeed. With her and Katzenberg at the helm of the new mobile‐video app, Quibi was a new entertainment company founded, literally, out of central casting. The best in entertainment and the best in business joined forces to start an entertainment business. There was no way it could fail.

Until it did.

Just six months after Quibi went live, the team announced it was shutting down. Katzenberg and Whitman cited an array of contributing factors: the COVID‐19 pandemic, market saturation, ongoing lawsuits over the app's Turnstyle technology, and, according to an open letter to Quibi's employees, investors, and partners, “because the idea itself wasn't strong enough to justify a standalone streaming service.”5

While these are all valid factors, there's one thing they neglected to mention: sometimes the best person on paper isn't the best person for the job. It's hard to put a script to how the most successful businesses come to be. And businesses and companies are groups of people working toward a goal. They are all about having the right people, but also the right goals. Quibi was a tech company without a technologist at the helm.

Katzenberg and Whitman brought to the table a laundry list of individual achievements and combined decades of experience in Hollywood and Silicon Valley. They were experts on global expansion, mergers and acquisitions, and organizational restructuring. They knew their way around board rooms, press conferences, and stock reports. They had had proven success with resurrecting companies, reviving brands, and raising capital. In short, they were clearly qualified to run a company. But were they the right ones to run Quibi? They helped many global businesses grow, but not start. They were entrepreneurial and commercial, but they were not technologists. They tried to apply known playbooks and people who looked great on paper—to start something entirely different. They started by thinking like a big company first, not the upstart they were. They needed something that wasn't in their DNA.