How do you make sure you’ve hired the right people – attitude or skills?

For the most eye-catching, let's go with SpongeBob.

Let's see what SpongeBob has to say.How do you ensure that you have hired the right people?

Attitude or ability?Okay, I'll leave my friend Bob here.

I believe that the answer is contained in the second question.

In the end, there is one thing that I believe: attitude always beats skills.

I always talk about tangibles and intangibles in an interview process.

And the most important thing for me is to make sure that the candidate meets those requirements.intangible assets, which are sometimes complex, especially to measure: their degree adaptability, their level of motivation, energy, and resilience.

These are complicated matters, which often resolve themselves over time.

But it is essential to be able to identify them early on, because ultimately a person who is motivated, is intentional,ambitious, always striving to surpass that person that no matter how talented or skilled you are,No matter how much experience you have, if you don't have the right motivation, you won't succeed.

Therefore, yes, experience and skills are clearly vital.and in certain roles they are necessary.

If you want to develop a product, you need experience as a developer.

That's non-negotiable, but maybe you can find someone else.someone who is junior and with very little experience, but with a great attitude that in a year will surpass the experienced one.

It's also a matter of ultimately betting on the short term, which is skill,or in the medium to long term, which is attitude, and always beats skills.

And as for how to ensure that the right person is hired.

There are many things to consider there.The most important thing, first and foremost, is to ensure that you are both very clear expectations on both sides.

So, what are the criteria for success for me as a company?

Not as a manager, but as a company, and what are they for you as an individual?

And try to align both of them, because if they are not aligned From the very beginning, eventually it will happen to derail the train, and nobody wants that.

So, that transparency, which is often difficult, even more so,Of course, in startups that have more difficulties or limitations financially compared to a well-established large company.

But it is essential to be upfront and say what is expected.

And also, many times, I tell my team:What are your boundaries?

Where do you not want to or cannot go?And then, at that point, it is important as a manager to Of course, ensure that you, as a company and as a manager,You will be able to respect them.

If you're not sure, don't take the risk.Then there is an issue that I always mention, which is also key to ensuring that you hire the right person, who knows their inner motivation, their why.

When a person has a motivation, maybe that's to provide for their family financially to become CEO of the company, it can be to develop professionally or to have a good time.

Everyone has their own motivations.If you don't understand them, it's very difficult to know what they need, and therefore, know how to manage them in a way that is efficient or effective.

What would your ideal candidate look like?Beyond the skills that person obviously needs,years of experience, languages, etc., also understand culturally what we need right now.

Also at the career level, what kind of person do we need?

And define that in writing and agree on it with Human Resources.

Also, agree with the rest of the team, so that everyone is aware.

What kind of person are we looking for?So that when they walk through the door, often, sometimes you just know.

Once you have that candidate written down, that is,You have it in writing and in your head, so it's much easier to identify the right person and, above all, evaluate them based on the criteria that you have previously defined.

What is the collaborative capacity of these individuals?

Some people are very good at working alone, but in a team,they struggle. You need to know how to identify those people who, if If that's vital to you, you obviously have to evaluate it too.

In the interview, and you must reflect this beforehand in that ideal candidate profile.

You can't be surprised later, and I think that's the part I like best when you hire.

That said, it has brought me many surprises, unfortunately.

But it's essential to be very clear about what you want, and to let them know.

Be completely transparent to the candidate and making sure they also agree.

In the end, a lot of the time, what I say also To candidates, I say: This is almost like dating.

You have to want it as much as I do.I'm not the one who decides for you.

No. Sometimes the employer has more power because the candidate is in need.

Quick money, having a job, and sometimes it's the other way around.

Well, these dynamics change over time, but in the end, it is important.that you love the job as much as I do.

And if we both want it, let's go for it.And let's be clear on the dynamics of our relationship for this to work.