Lemon #50. Why startups should
their people (1st part)
While reading ‘The hard thing about hard things’ from Ben Horowitz, we learned about why startups should train their people:
People at McDonald’s get trained for their positions, but people with far more complicated jobs don’t. It makes no sense. A lot of companies think their employees are so smart that they require no training. That’s silly.
Four core reasons why you should train your people:
I often see startups keep careful statistics of how many candidates they’ve screened, how many have made it to the full interview process, and how many people they’ve hired. All of these statistics are interesting, but the most important statistic is missing: how many fully productive employees have they added? They lose sight of the value of training. If they measured productivity, they might be horrified to find that all those investments in recruiting, hiring and integration were going to waste. Most CEOs think that they don’t have time to invest in trainings.
- Performance management
When people interview managers, they often like to ask: have you fired anyone? or how would go about firing someone? These are all fine questions, but often the right question is the one that isn’t asked: When you fired the person, how did you know with certainty that the employee both understood the expectations of the job and was still missing them? The best answer is that the manager clearly set expectations when she trained the employee for the job. If you don’t train your people, you establish no basis for performance management.
Ben Horowitz @ The hard thing about hard things.
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