初創(chuàng)公司先聘請誰？——用“細胞分裂法”招攬人才丨雙語

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)驗常常失效。那么，初創(chuàng)公司應(yīng)該先聘請誰？本文教你用“細胞分裂法”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)驗告訴我們，永遠要找那些可以彌補你短板的人。“我擅長產(chǎn)品和技術(shù)，欠缺銷售技能，那就聘請一個出色的銷售人員吧！”

這種邏輯可以理解。因為創(chuàng)始人一開始事必躬親，當時間不夠用的時候，自然希望狀況得到緩解。在這種情況下，聘請那些擅長做自己不熟悉工作的人才，不是很好的選擇嗎？

于是，付出時間和精力找到了自以為對的人，但結(jié)果往往事與愿違。“我銷售做得比他好，但我不懂銷售！”

“聘請那些掌握新技能的人才”，這一方法的問題在于：

1、創(chuàng)始人往往擅長做早期初創(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，他們是因為你才加入；或者你很有名，他們加入公司是因為你的聲譽；或者他們對你要解決的問題充滿熱情；或者你給他們聯(lián)合創(chuàng)始人的職位；再或是你很走運）。

2、創(chuàng)始人做任何的工作，都有許多先天的優(yōu)勢。因為你天生了解初期所有的工作，有多重身份融于一身的強烈動力，再加上你自身優(yōu)秀的綜合素質(zhì)。

3、你很難對一種自己從來沒有實踐過的技能進行評估。比如你想找一個?？漆t(yī)生，除了相信其他人的推薦之外，你沒有別的選擇。

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

首先要釋放創(chuàng)始人最重要的資源——時間。許多創(chuàng)始人不去找虛擬管家處理瑣事，而優(yōu)先考慮聘請銷售主管，這是不明智的。因為你的時間要比其他任何人的時間都要寶貴，所以應(yīng)該用一種最經(jīng)濟的方式把你的時間釋放出來。沒錯，所有偉大的創(chuàng)始人都不得不親自處理一些瑣事?？墒菃栴}在于，讓太多的創(chuàng)始人引以為傲的是，他們承擔了其他人的責任。殊不知，他們做的，是最沒有價值的工作。

其次，如果你是一個技術(shù)創(chuàng)始人，在初始階段，雇一個工程師，以便于你專注于做銷售，比雇一個銷售人員效果更好。因為公司要想在某個領(lǐng)域做得出色，往往需要創(chuàng)始人親自為之。因此，創(chuàng)始人也應(yīng)該是公司第一個銷售人員，第一個內(nèi)容營銷人員，以及其他關(guān)鍵領(lǐng)域的第一人。

我們可以稱之為“細胞分裂法”——因為首先你要聘請人才來承擔你正在做的工作。

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

那么，什么時候才應(yīng)該聘請掌握新技能的專家呢？

1、? 你對這項技能很熟悉，對你想要的人才有清醒的認識。

2、? 這是一項你永遠也學(xué)不會，而團隊又需要的亞技能，比如RF工程。

3、? 對公司來說是必要的，但不是那么關(guān)鍵的技能，例如財務(wù)和人力資源。

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

用“細胞分裂法”招攬人才，即聘請那些擅長你所擅長領(lǐng)域的人才，然后交付給他該領(lǐng)域的工作，這樣你就可以專注于磨煉公司需要的下一項技能。

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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