Recruiting for Remote Positions

The best founders do one thing brilliantly... Hire. Here’s how we think about finding & attracting A-players for our portfolio companies: Most owners hire like they're running a restaurant. They think more cooks = faster service. Instead, they get a kitchen full of people bumping into each other, burning food, and blaming everyone else. That’s why hiring isn’t a numbers game. You don't need more people. You need the RIGHT people. It’s impossible to build a worthwhile business with mediocre talent. Over the years, we've developed a framework to find, attract, and close the top 0.001%. I call it the 4 C's to Top-Level Talent: 1. CURATE Start hiring before you start hiring. Follow smart people in your niche on Twitter. Connect on LinkedIn. Bookmark stuff that makes you say, "Damn, I wish I wrote that." Treat talent like a portfolio. Study first, invest later. The best hires happen when you're NOT desperately hiring. 1. CULTIVATE Engage without being weird. Compliment their stuff. Comment. Ask smart questions. Send them ideas. The best talent moves when THEY'RE ready, not when you need them. Plant seeds early. Water them consistently. 3. CLOSE When it's time to close the sale, go HARD. Fly them in. Meet their spouse. Pay more than you're comfortable with. I wasn't even looking for a company President when I met Marc. I wanted a CRO. But after one conversation, I knew he was our guy. So I changed the org to fit HIM. That's how good hires work. They change you. Don't squeeze top talent into your current structure. Bend your business around exceptional people. 4. CONTINUE Top performers won't always stay forever. That's okay. Even when they leave, keep them close. My old Head of Content now runs a 7-figure business. We still trade notes. They send better talent than any recruiter ever could. As someone who’s hired 100s of people, take it from me: Your best hires won't walk in the door with a resume in hand. They're already working somewhere else, crushing it. It’s your job to go find them. Hiring the right people is one of the most powerful growth levers for any business. If you want to see exactly how we attract and retain top-tier talent across our portfolio, I’ll be breaking it all down in an upcoming workshop. This is just one of several proven scaling strategies we’ll cover— more info here: https://lnkd.in/e4xUbkV9

"This candidate is overqualified." 🙄 I used to think this was a legitimate concern... Last year, a hiring manager rejected Sarah - an Engineering Manager-level candidate applying for a Technical Lead role. ▶️ 15 years of experience (role needed 8) ▶️ Led teams of 25+ (role managed 6) "She'll leave as soon as something better comes along." But here's what they missed... Sarah's kids just started high school. She WANTS fewer reports. She's prioritizing work-life balance over title climbing. The company hired someone "appropriately qualified" instead. That person left after 8 months for a promotion elsewhere. Meanwhile, Sarah took a similar role at a competitor. She's been there 15 months, transformed their entire operations, and has zero plans to leave. The lesson? "Overqualified" often just means "we made assumptions about what someone wants without asking them." Sometimes the best hires are people stepping back intentionally, not stepping up desperately. #hiring #recruitment #careertransitions

I attracted 53% of my old employer’s apprenticeship talent, with 1 simple tool and £0 budget. . I’ll be completely transparent… I LOVED my old job at Heathrow . In fact, I loved the airport so much, it poured out of me and overflowed onto the internet. . For over 5 years, I would pick up my phone and make daily videos about: . Things I was getting upto Things I was learning, and Advise I wish I knew earlier . The result? . A walking talking job description in the form of short, sharp and educational videos across instagram and TikTok… . “A Digital Twin” of my experience, so to speak . Now here’s the interesting part: . These videos were made with £0 budget and just my phone… as a result they were NOT: . Silky smooth shots Highly edited Scripted or planned . Instead they were: . Authentic Raw REAL! . They built trust and connection… . This resulted in THOUSANDS of messages with questions about the role I was doing… . And most importantly, how could they get this role too? Yeah… I answered all of them . Before I knew it, this online community had grown so rapidly it overtook the number of followers that Heathrow Airport had across its own social media channels 😅 . This is something every organisation can learn from… . Your best talent attraction strategy…is your own talent! . Allow them to have a voice! Allow them to use it! . This authenticity is the only thing that will stand out on social media and cut through the noise. . Anything else will just look and feel like an advert… . And we all know what happens when we see an Ad.. . *Skip* . . . Some organisations penalise their staff for speaking about their job on social media… . Those days are over. . The organisation that will attract the best talent of the future are the ones that encourage, empower and, dare i say it, TEACH their staff how to use social media! . Yes, thats right! Invest in building your own internal “influencers” . Give them a social media master class, teach them where the red lines are and encourage them to share their day to day experiences at work . Then sit back, and watch the magic happen. . Ps - If you like the idea of getting ahead of the curve and developing your own internal team of “influencers”, let’s talk. . #TheAirportGuy . #TalentAttraction #Aviation

John Lewis & Partners recently started sharing interview questions with candidates ahead of interviews. Saucy, right? 🌶 This can massively help neurodivergent candidates to prepare without getting overwhelmed. However, I do understand that this approach won't be realistic for every company to start doing straight away. Of course, many are afraid the candidates will rock up armed with all their ChatGPT responses ready to go 🤐 The alternative to sharing the questions, would be simply telling the candidates what skills will be assessed in their interview (make sure your hiring managers are sticking to this). Twitter did this in my interview process and I cannot explain how much it helped me to focus myself and prep without overwhelm (despite being dragged through 10 rounds of interviews for my job there 😅 ) You could literally start doing this today, and it would make your neurodivergent candidates lives *so much* easier in this wild job market 😚 What that looks like? Simply asking the hiring manager what they will cover, and then adding something on your interview confirmation email along the lines of.. ''In your upcoming interview, we will be looking to assess the following skills: 💥 Problem Solving 💥 Collaboration 💥 Time Management'' Small tweaks can mean so much to us ND folks 💜 #Neuroinclusion #Neurodiversity #Inclusion #Hiring #InclusiveHiring

Here's a brutal truth for managers: Hiring is the path to mediocrity. Recruiting is how great teams are built. If you don't know the difference, read this: The Hiring Reality: 🚩 Post a job → 300+ applicants flood in 🚩 Screen 50+ resumes → 90% are unqualified 🚩 Phone screen 15 people → Half ghost you 🚩 Interview 8 candidates → 3 months later 🚩 Make an offer → 50/50 chance they succeed 300 applications. 3 months. 1 average hire. The Recruiting Advantage: ✅ Maintain a list of 20 future stars → No application noise ✅ Spend 30 minutes monthly → Build real relationships ✅ Share company wins and culture → They know your mission ✅ Reach out when opportunity opens → They're already warm ✅ 2-3 interviews with team → Both sides test the fit 20 relationships. 3 weeks. 1 exceptional hire. The math is simple: • Same time investment • Higher quality candidates • Better success probability • Zero administrative waste Remember: The best talent isn't busy looking for jobs. They're busy building the skills you need. Which means when you post an urgent job opening: • You're competing for a limited supply of talent • Process focus crowds out real relationships • You'll likely settle due to urgency But when you recruit proactively: • You're competing in a talent market of one • Relationships can be nurtured over months • You get the best, not the best available The difference isn't effort. It's timing and intention. Start recruiting before you need to hire. Your future self will thank you. ♻️ Share to help other leaders build better teams 🔔 Follow Dave Kline for more insights that actually work PS - If you're still reading, you probably want to hire better. We've got a free 30-minute workshop coming up this week:  How Managers Use AI to Avoid These 3 Common Hiring Mistakes Please join us:  https://lnkd.in/epb6iYwT

Having remote teams across continents bring both opportunities and challenges. How do you get it right? Working with global teams, especially when spread across drastically different time zones, is a reality many product managers face today. It can stretch your collaboration skills and test your patience. But, done right, it can be a powerful way to blend diverse talents and perspectives. Here's how to make it work: 1. Creating Overlaps: Aim for at least an hour or two of overlapping work hours. India's time difference with the US means you'll need to adjust schedules for essential face-to-face time. Some teams in India choose to shift their hours later. This is crucial for addressing any pressing questions. 2. Context is Key: Have regular kickoff meetings and deep dives where all team members can understand the big picture—the customer needs, project goals, and product vision. This enables your engineers to make informed decisions even if you're not available to clarify on-the-spot. 3. Document, Document, Document: While Agile champions minimal documentation, it's unavoidable when teams can't meet frequently. Keep clear records of decisions, questions answered, and the day’s progress. This provides continuity and reduces paralysis when immediate answers aren't possible. 4. Strategic Visits and Camaraderie: If possible, send team members to different locations periodically. This builds relationships and trust, which are invaluable when working remotely. If travel isn't possible, consistent video calls and personal updates help. 5. Local Leadership: Consider having local engineering leads in the same region as your development team. This can bridge gaps and streamline communication, ensuring that strategic and operational alignment occurs naturally. Ultimately, while remote setups have their hurdles, they are not impossible to overcome. With thoughtful planning and open communication, your team can turn these challenges into strengths, fostering innovation and resilience that transcends borders. 🌎

Inclusion isn’t a one-time initiative or a single program—it’s a continuous commitment that must be embedded across every stage of the employee lifecycle. By taking deliberate steps, organizations can create workplaces where all employees feel valued, respected, and empowered to succeed. Here’s how we can make a meaningful impact at each stage: 1. Attract Build inclusive employer branding and equitable hiring practices. Ensure job postings use inclusive language and focus on skills rather than unnecessary credentials. Broaden recruitment pipelines by partnering with diverse professional organizations, schools, and networks. Showcase your commitment to inclusion in external messaging with employee stories that reflect diversity. 2. Recruit Eliminate bias and promote fair candidate evaluation. Use structured interviews and standardized evaluation rubrics to reduce bias. Train recruiters and hiring managers on unconscious bias and inclusive hiring practices. Implement blind resume reviews or AI tools to focus on qualifications, not identifiers. 3. Onboard Create an inclusive onboarding experience. Design onboarding materials that reflect a diverse workplace culture. Pair new hires with mentors or buddies from Employee Resource Groups (ERGs) to foster belonging. Offer inclusion training early to set the tone for inclusivity from day one. 4. Develop Provide equitable opportunities for growth. Ensure leadership programs and career development resources are accessible to underrepresented employees. Regularly review training, mentorship, and promotion programs to address any disparities. Offer specific development opportunities, such as allyship training or workshops on cultural competency. 5. Engage Foster a culture of inclusion. Actively listen to employee feedback through pulse surveys, focus groups, and open forums. Support ERGs and create platforms for marginalized voices to influence organizational policies. Recognize and celebrate diverse perspectives, cultures, and contributions in the workplace. 6. Retain Address barriers to equity and belonging. Conduct pay equity audits and address discrepancies to ensure fairness. Create flexible policies that accommodate diverse needs, including caregiving responsibilities, religious practices, and accessibility. Provide regular inclusion updates to build trust and demonstrate progress. 7. Offboard Learn and grow from employee transitions. Use exit interviews to uncover potential inequities and areas for improvement. Analyze trends in attrition to identify and address any patterns of exclusion or bias. Maintain relationships with alumni and invite them to stay engaged through inclusive networks. Embedding inclusion across the employee lifecycle is not just the right thing to do—it’s a strategic imperative that drives innovation, engagement, and organizational success. By making these steps intentional, companies can create environments where everyone can thrive.

𝗪𝗵𝗲𝗻 𝗽𝗲𝗼𝗽𝗹𝗲 𝗵𝗲𝗮𝗿 𝗜 𝗺𝗮𝗻𝗮𝗴𝗲 𝗮 𝗳𝘂𝗹𝗹𝘆 𝗿𝗲𝗺𝗼𝘁𝗲 𝘁𝗲𝗮𝗺 𝗼𝗳 𝟭𝟭, 𝘁𝗵𝗲𝘆’𝗿𝗲 𝗼𝗳𝘁𝗲𝗻 𝘀𝘂𝗿𝗽𝗿𝗶𝘀𝗲𝗱. What’s even more surprising is the kind of team we’ve built — not just remote, but sharp, driven, and values-aligned. They’re young. They’re hungry. And they care deeply about the work. What brings us together isn’t just the job — it’s a shared commitment to: • Pursuing excellence • Continuous marginal gains • Building for the long term • Elite teamwork And no — this didn’t happen by accident. It’s the result of an intentional hiring and onboarding process I’ve refined over the years. If you’re a founder scaling remotely, here’s what’s worked for me: 𝗦𝘁𝗲𝗽 𝟭: 𝗕𝗲 𝗯𝗿𝘂𝘁𝗮𝗹𝗹𝘆 𝗰𝗹𝗲𝗮𝗿 𝗮𝗯𝗼𝘂𝘁 𝘄𝗵𝗮𝘁 𝘆𝗼𝘂’𝗿𝗲 𝗵𝗶𝗿𝗶𝗻𝗴 𝗳𝗼𝗿. Know the role, skillset, and mindset that’ll thrive in your culture. If you’re vague, expect vague results. 𝗦𝘁𝗲𝗽 𝟮: 𝗪𝗿𝗶𝘁𝗲 𝗷𝗼𝗯 𝗱𝗲𝘀𝗰𝗿𝗶𝗽𝘁𝗶𝗼𝗻𝘀 𝘁𝗵𝗮𝘁 𝗮𝘁𝘁𝗿𝗮𝗰𝘁 𝗮𝗻𝗱 𝗳𝗶𝗹𝘁𝗲𝗿. Don’t just list duties. Highlight your values and what makes your company different. This draws the right people in — and repels the wrong ones. ✅Pro tip: Include a small test: “To apply, email hr@omnidigital.com.sg with the subject line: ‘Account Manager.’” Many skip this — and that alone filters for attention to detail. 𝗦𝘁𝗲𝗽 𝟯: 𝗜𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄 𝘄𝗲𝗹𝗹. Be professional. Sell your company. The best talent has options. Set expectations early. 𝗦𝘁𝗲𝗽 𝟰: 𝗨𝘀𝗲 𝗼𝗻𝗹𝗶𝗻𝗲 𝗮𝘀𝘀𝗲𝘀𝘀𝗺𝗲𝗻𝘁𝘀. It helps us compare candidates quantitatively and test commitment. ~30% don’t even attempt it — and that’s the point. It filters fast. 𝗦𝘁𝗲𝗽 𝟱: 𝗖𝗮𝘀𝗲 𝘀𝘁𝘂𝗱𝗶𝗲𝘀 𝗿𝗲𝘃𝗲𝗮𝗹 𝘁𝗵𝗶𝗻𝗸𝗲𝗿𝘀. Real-world tasks test communication, clarity, and effort. The best candidates deliver thoughtful work — not just fast work. 𝗦𝘁𝗲𝗽 𝟲: 𝗢𝗻𝗯𝗼𝗮𝗿𝗱𝗶𝗻𝗴 𝗶𝘀 𝘄𝗵𝗲𝗿𝗲 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝗶𝘀 𝗺𝗮𝗱𝗲 𝗼𝗿 𝗯𝗿𝗼𝗸𝗲𝗻. We set new hires up with: • A buddy • Full access to tools • 30, 60, and 90-day milestones • Daily + weekly check-ins One wrong hire can quietly ruin a good culture — I’ve seen it firsthand. 𝗦𝘁𝗲𝗽 𝟳: 𝗘𝘃𝗮𝗹𝘂𝗮𝘁𝗲 𝗵𝗼𝗻𝗲𝘀𝘁𝗹𝘆 𝗮𝗻𝗱 𝗲𝗮𝗿𝗹𝘆. Watch closely in the first 2–4 weeks. If they’re not aligned, give feedback. Still not working? Let go quickly. I’ve kept the wrong hires too long — it cost us more than just salary. Building a remote team isn’t about hiring fast. It’s about hiring right. People who share your standards. Who want to grow with you. Who raise the bar for everyone else. It takes work — but when you get it right, it changes everything. 𝗚𝗼𝘁 𝗮𝗻𝘆 𝘂𝗻𝗱𝗲𝗿𝗿𝗮𝘁𝗲𝗱 𝘁𝗶𝗽𝘀 𝗳𝗼𝗿 𝗵𝗶𝗿𝗶𝗻𝗴 𝗿𝗲𝗺𝗼𝘁𝗲 𝘁𝗮𝗹𝗲𝗻𝘁? 𝗜’𝗱 𝗹𝗼𝘃𝗲 𝘁𝗼 𝗵𝗲𝗮𝗿 𝘁𝗵𝗲𝗺.

Neurodivergent candidates are not a monolith.  But too often, "inclusive" hiring procedures fail to take this into account. Consider this common practice: an employer offers a “more equitable” process by replacing interviews with multi-hour, or even multi-day, skills assessments. Seems fair, right? Skills assessments ARE generally more neuroinclusive than interviews. But only if you can afford to spend a significant amount of time, unpaid, completing the project. And in reality many people, regardless of education or skills, are balancing precarious hourly work, unemployment, caregiving, chronic illness and other types of disability, lack of health insurance, or unstable housing. So this "inclusive" hiring opportunity? Completely out of reach. Neuroinclusion must be intersectional. And economic inclusion must be a part of it. Many neuroinclusion programs did a great job with removing the neurotypical small talk requirements that are often problematic for neurodivergent candidates but are irrelevant to many jobs. Now, we need to do the same with the expectation of running back and forth between multiple buildings for interviews if the actual job does not require this type of stamina, or driving to the remote testing facility only accessible by car if the actual job does not require driving. And we should not demand free labor, which ends up being a prohibitive burden for those who can least afford it. Check out my newest article for specific advice on making socioeconomic considerations a part of ensuring fairness in hiring. #HumanResources #neurodiversity #hiring #talent #skills https://lnkd.in/gNwZ8fBD

We all want to hire the best people - but a mistake so many founders make is ignoring step 1: Build a talent magnet 🧲 Psychometric testing, blind referencing, task-based assignments and culture-fit interviews - all great tools for selecting talent... But if your top of funnel is only 50 candidates per role - you're better off investing time in building the top of funnel rather than selection. At my first company we built a talent magnet that attracted 2,000 candidates per role (pre AI applications). Here are the core steps to building top of funnel in hiring: 1. Define your culture - ensure it is authentic and 'controversial' 2. Craft your employer brand - the reasons people enjoy working at your company (beyond your culture) - eg at sequel those might be working with the world's best athletes on a daily basis, funding pioneering founders, a 'dope' office with a roof terrace & plenty of socialising space, an experienced team with multiple exits 3. Pick your benefits carefully - you are what you attract - at sequel we offer a learning budget, free gym membership, private healthcare, a generous parental policy and proactive wellness screenings - therefore we have healthy team members with a hunger to learn and who want to have families one day 4. Talk about the above publicly - post on LinkedIn, attend events, talk to the press, apply for awards 5. Craft job descriptions optimising for top-of-funnel - remove barriers like requirements for certain levels of education, include wide salary ranges (and pick the range carefully), offer equity if you can, link to other resources to help people learn about your brand (eg we have a team video on our website) 6. Use an ATS & post widely to job boards - we use Workable and post to 20+ job boards for every role 7. Host events - hackathons are a great way to build relationships with engineering and product talent and spend extended period of time seeing how they work 8. Outbound - do not just rely on inbound - create an ideal candidate profile with a detailed dream job history - and start pro-actively reaching out to people who fit the profile Focus on attraction before you invest time in selection. It's a bit like dating... Any other tips for building a magnet for talent?