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Your Startup Sucks - How to Hire Developers - 1 views

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    Sprouter... how to hire developpers
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Building Teams: Why I Hire People, Not Skills | Bostinnovation: Boston Innovation, Star... - 0 views

  • Cultural Fit (45%)
  • Scrappiness and Drive (35%)
  • Intelligence and Experience (15% and 5%, respectively)
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LinkedIn Now Lets You Include Volunteer Experience in Your Profile - 0 views

  • LinkedIn is adding a new “Volunteer Experience & Causes” field to profiles, the company announced Wednesday. The section will let users highlight and showcase their unpaid or charitable work experience.
  • Promoting your charitable experience will help get you a job, according to a recent survey by LinkedIn. The company polled nearly 2,000 U.S. professionals and found that 41% said that when they are evaluating candidates, they consider volunteer work just as much as paid work. Of the hiring managers surveyed, 20% said they gave a job based on a candidate’s volunteer work experience.
  • Of the 2,000 professionals surveyed, 89% had volunteer experience but only 45% included that information on their resume.
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  • “A lot of people said, ‘I didn’t want to appear to be bragging, I see volunteering as something that I do on a very personal level and I don’t expect to be rewarded for it on a professional level,’”
  • “There are a lot of people that keep it private because they do it for themselves and i respect that,” Williams says. “But at the same time, I think there’s something to be proud of with your commitment to causes.”
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Nat Turner (The product feedback cycle) - 0 views

  • how many different variations of the “product feedback cycle” there are.
  • The other option, and probably most common, is to have someone or several folks dedicated to “product management.”  That probably makes sense in larger organizations or as companies grow,
  • There are a few options.  First, you could have clients talk directly to engineers.  While that in theory is the shortest path the feedback cycle could take, that’s typically not the best solution.  Most engineering teams prefer to stay “heads down” and not be interrupted, and are also rarely involved in the client day-to-day, so context switching is hard for them.  You should definitely have interaction there, but probably not all the time. 
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  • What he means by this is simply, how long does it take and how many layers does feedback on the product go through before it gets to engineering.
  • However, I personally think that this is very dangerous for an early company, and I’d go so far as to say it’s a major red flag.  Here’s an example of what you want to avoid
  • it’s a good sign and highly preferable if the founders focus and own the product process.  Ideally they’re also able to “go deep” and be involved in the entire product management process, writing the specs for engineering teams, managing the priorities, etc…
  • I think the founders of a startup need to be very cognizant and controlling of the product management process, at least until you become a larger organization, and avoid the temptation to hire “someone dedicated to product.”  In my experience, the more people/layers you add to the process and the further the founders step away from the product management the process, the worse the outcome.
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