原文作者：Roy Bahat

譯者：李哲

關(guān)鍵詞：初創(chuàng)公司，招聘

核心提示：在初創(chuàng)公司的前期招聘工作中，傳統(tǒng)的招聘經(jīng)驗(yàn)常常失效。那么，初創(chuàng)公司應(yīng)該先聘請(qǐng)誰(shuí)？本文教你用“細(xì)胞分裂法”招攬人才。

初創(chuàng)公司的前期招聘工作，需要突破傳統(tǒng)的商業(yè)邏輯。

傳統(tǒng)的招聘經(jīng)驗(yàn)告訴我們，永遠(yuǎn)要找那些可以彌補(bǔ)你短板的人?！拔疑瞄L(zhǎng)產(chǎn)品和技術(shù)，欠缺銷(xiāo)售技能，那就聘請(qǐng)一個(gè)出色的銷(xiāo)售人員吧！”

這種邏輯可以理解。因?yàn)閯?chuàng)始人一開(kāi)始事必躬親，當(dāng)時(shí)間不夠用的時(shí)候，自然希望狀況得到緩解。在這種情況下，聘請(qǐng)那些擅長(zhǎng)做自己不熟悉工作的人才，不是很好的選擇嗎？

于是，付出時(shí)間和精力找到了自以為對(duì)的人，但結(jié)果往往事與愿違?！拔忆N(xiāo)售做得比他好，但我不懂銷(xiāo)售！”

“聘請(qǐng)那些掌握新技能的人才”，這一方法的問(wèn)題在于：

1、創(chuàng)始人往往擅長(zhǎng)做早期初創(chuàng)工作，所以在首批員工招聘中，可能出現(xiàn)逆向選擇（除非你很了解他們，他們是因?yàn)槟悴偶尤?；或者你很有名，他們加入公司是因?yàn)槟愕穆曌u(yù)；或者他們對(duì)你要解決的問(wèn)題充滿熱情；或者你給他們聯(lián)合創(chuàng)始人的職位；再或是你很走運(yùn)）。

2、創(chuàng)始人做任何的工作，都有許多先天的優(yōu)勢(shì)。因?yàn)槟闾焐私獬跗谒械墓ぷ?，有多重身份融于一身的?qiáng)烈動(dòng)力，再加上你自身優(yōu)秀的綜合素質(zhì)。

3、你很難對(duì)一種自己從來(lái)沒(méi)有實(shí)踐過(guò)的技能進(jìn)行評(píng)估。比如你想找一個(gè)專(zhuān)科醫(yī)生，除了相信其他人的推薦之外，你沒(méi)有別的選擇。

因此，另一個(gè)可能的選擇是，創(chuàng)始人率先去做這些工作，哪怕只用一小部分時(shí)間。那么，怎樣才能做到這一點(diǎn)呢？

首先要釋放創(chuàng)始人最重要的資源——時(shí)間。許多創(chuàng)始人不去找虛擬管家處理瑣事，而優(yōu)先考慮聘請(qǐng)銷(xiāo)售主管，這是不明智的。因?yàn)槟愕臅r(shí)間要比其他任何人的時(shí)間都要寶貴，所以應(yīng)該用一種最經(jīng)濟(jì)的方式把你的時(shí)間釋放出來(lái)。沒(méi)錯(cuò)，所有偉大的創(chuàng)始人都不得不親自處理一些瑣事?？墒菃?wèn)題在于，讓太多的創(chuàng)始人引以為傲的是，他們承擔(dān)了其他人的責(zé)任。殊不知，他們做的，是最沒(méi)有價(jià)值的工作。

其次，如果你是一個(gè)技術(shù)創(chuàng)始人，在初始階段，雇一個(gè)工程師，以便于你專(zhuān)注于做銷(xiāo)售，比雇一個(gè)銷(xiāo)售人員效果更好。因?yàn)楣疽朐谀硞€(gè)領(lǐng)域做得出色，往往需要?jiǎng)?chuàng)始人親自為之。因此，創(chuàng)始人也應(yīng)該是公司第一個(gè)銷(xiāo)售人員，第一個(gè)內(nèi)容營(yíng)銷(xiāo)人員，以及其他關(guān)鍵領(lǐng)域的第一人。

我們可以稱(chēng)之為“細(xì)胞分裂法”——因?yàn)槭紫饶阋刚?qǐng)人才來(lái)承擔(dān)你正在做的工作。

一旦你試著掌握了新技能，即便一開(kāi)始感覺(jué)很別扭，你會(huì)更加確定什么樣的人才是合適的，公司的狀況往往也會(huì)變得更好。

那么，什么時(shí)候才應(yīng)該聘請(qǐng)掌握新技能的專(zhuān)家呢？

1、? 你對(duì)這項(xiàng)技能很熟悉，對(duì)你想要的人才有清醒的認(rèn)識(shí)。

2、? 這是一項(xiàng)你永遠(yuǎn)也學(xué)不會(huì)，而團(tuán)隊(duì)又需要的亞技能，比如RF工程。

3、? 對(duì)公司來(lái)說(shuō)是必要的，但不是那么關(guān)鍵的技能，例如財(cái)務(wù)和人力資源。

4、? 你的公司足夠大、足夠有影響力、足夠富有，可以不借助運(yùn)氣就能招到優(yōu)秀的人才。

用“細(xì)胞分裂法”招攬人才，即聘請(qǐng)那些擅長(zhǎng)你所擅長(zhǎng)領(lǐng)域的人才，然后交付給他該領(lǐng)域的工作，這樣你就可以專(zhuān)注于磨煉公司需要的下一項(xiàng)技能。

英文原文：

Early hiring, yet another area where startups often reverse Muggle business logic. Conventional hiring wisdom says to add people who excel at important skills you lack. “I’m great at product and engineering. We need sales, though, so let’s hire a fantastic salesperson!”

It’s understandable. Founders start out doing everything. As you run out of time in your day, it’s natural to want relief. Wouldn’t it be nice to bring on a person who excels at the things you find unfamiliar? So you hire someone to do that new job?—?sales, marketing, community management, something. Magic!

You spend a while searching for just that special person, and then… disappointment. “I can outsell this person and I don’t even know how to sell!”

The problems with the “hire someone who brings new skills” thing are that:

1.People who are good at doing early startup stuff often (sensibly!) prefer to start companies?—?so there can be some adverse selection in first hires (unless you know them already and they join for you, you’re famous and they join for your reputation, they’re personally passionate about the problem you are solving, you are offering co-founder levels of ownership, or you get lucky).

2.Founders have so many innate advantages doing any job that you’ll get frustrated when you realize the (supposed) expert has no clothes. Even a portion of your time spent doing the new thing can be powerful, given your innate knowledge of everything in the startup, the intense motivation of your fused identity, and (let’s face it) your general founder greatsomeness.

3.It’s hard to assess a skill you’ve never practiced (it’s like getting a specialist doctor, you pretty much have no choice but to trust the referrals of others).

So, maybe you should do the job, at first, instead. Even if it’s only with a part of your time. How might you do that?

Solve the problem of freeing up the startup’s single most valuable resource?—?your time. Many founders will look for a head of sales before they’ll hire a virtual admin to handle minutia. That seems silly: your time is more valuable to the company than anyone else’s, so you should free it up in the least expensive way possible. Yes, all great founders have to handle some of the scut themselves?—?everyone is in the boat together. But too many founders pride themselves on shouldering the load for everyone else by doing the least valuable work.

If you’re a technical founder, hiring an engineer so you can focus on sales might be better than hiring a salesperson (at first). The founder often has to do a new job herself for the company to be great at it. The founder has to be the first salesperson, the first content marketer, the first X in many essential areas. (There is, of course, the risk of spreading yourself thin at the expense of doing your One Thing with excellence?—?as with all things startup, exceptions are the rule and you have to use your judgment.)

Call this the cell division approach?—?because you first hire people to take on some of what you are already doing.

Once you’ve tried to learn the new skill, even if it feels awkward at first, you’ll more confidently hire a better fit for the job. The company will?—?more often than not?—?be better off.

To upgrade yourself, find an advisor who can coach you (or maybe one of your investors can do this, as we do from time to time in areas we feel we know well). Get a project-based contractor so you can stub your toe leading the work before you make a permanent hire, even if their work is mediocre.

When should you, eventually, hire the expert in some new skill?

• When you’ve already been doing it and now have a confident feel for exactly what you want.
• When it’s a crazyodd subspecialty (e.g., RF engineering) that you just know you can never learn, and you need to have on the team.
• When it’s actually not that critical a skill to the company, even if it is necessary (why startups outsource finance and HR in the early days).
• When you get big, famous, or rich enough to hire someone extraordinary without needing luck.

Consider hiring by cell division?—?bringing in a next person good at the same things you are good at, and handing her some of your work in that area?—?so that you can focus on practicing the next skill the company needs.

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