Hello, we’re Klarna. Ever since we started in 2005, we’ve been committed to making online shopping easy and hassle-free.
In the last 12 years, technology has evolved, excited and transformed the world around us, yet our mission remains as relevant as ever, to make paying as simple, safe and above all, smooth as possible.
Klarna is now one of Europe’s largest banks and is providing payment solutions for 60 million consumers across 70.000 merchants in 18 countries. Klarna offers direct payments, pay after delivery options and instalment plans with a smooth one-click purchase experience that lets consumers pay when and how they prefer to.
When the company acquired SOFORT in 2014 the Klarna Group was formed. And in September 2017 Billpay joined the Klarna Group – so we’re on the move, and you could come be part of it!
Klarna Group Statistics
Total number of users: 60 million
Total number of merchants: more than 70 000
Total purchases from start: more than 470 million
Purchases/day: Around 650 000
Number of employees: 1700
Number of nationalities: 45+
Looking to join our team? You will make friends with people from all around the World.
Start a career at Klarna Group http://www.techstartupjobs.com/author/billpay/
We’re exhibiting at Tech Job Fair in Berlin, see you there!
CORE accompanies the management of complex IT transformations in industries with a disproportionally high contribution of IT to business success. In joint approaches with our partners and based on our market knowledge, technology expertise and methodical know how we develop solutions that reflect the whole value chain and ensure future-proof change.
We act in alignment with our values ‘Trust, Performance & Expertise’ as a reliable partner in the collaborative efforts with our clients, rooted in the principle of performance and execution, and founded on the basis of competence and know-how.
Providing a comprehensive range of services, we address a large share of the IT value chain, starting from the analysis of innovative market developments over the design of the (IT) strategy and the planning of implementation projects up to the implementation itself as well as an operation of the system.
SHAPING IT TRANSFORMATIONS
With our research on the dynamics and systematics of complex IT transformations as part of the COREinstitute, we support leading companies and institutions worldwide in finding the appropriate measures to manage the fundamental structural change driven by digitization.
COREtransform is responsible for advisory services to our clients in the IT management in regards to all IT-transformative undertakings, utilizing our profound business and technical expertise through an efficient collaboration of generalists and experts.
At COREengineering, we develop sustainable solution designs, accompany their implementation in conjunction with selected implementation partners while steering the projects to ensure success.
COREoperating assists clients in transforming solutions into productive operations with the help of our integration and migration services.
WORKING WITH US
CORE offers you various opportunities to develop both professionally and personally in a challenging and dynamic environment with clear objectives. We invite you to develop the potential of our clients, together with talented and successful colleagues, on the basis of agile methods using the innovative software in challenging development tasks. Whether as a business analyst or a software engineer, at CORE you will work with others at the highest level to develop state-of-the-art software.
You are studying natural sciences, economics or humanities and are curious about deeper practical insights.
You have successfully completed your studies and want to apply your knowledge and skills in practice.
You have a wide range of experience and want to apply your experience to new contexts beneficially
Come and network with CORE team this November at Berlin Tech Job Fair!! Free tickets https://www.eventbrite.co.uk/e/berlin-tech-job-fair-autumn-2017-tickets-30886262643
Are you up for a unique challenge, with a chance to use your skills in a fast paced environment, where you work hard, wear many hats, and commit all your energy to an idea that has only a one out of four chance of success?
If so, then working at a startup company may be for you!
Not a job, but a mission – greater feeling of creating something of value
Lack of structure – less hierarchy, fewer rules, more casual work hours
More room for creativity and entrepreneurial spiritStartup Fair
Perks can include working from home, free food, open leave policy
Potential stock options – ownership in the company
Promotion opportunities to leadership roles easier and faster
Results of your work are immediate, and rewarding
Multiple roles, so gain valuable and diverse skills
You help define company culture
Generally fewer politics, more camaraderie
Uncertainty, risk – there is no guarantee the company will be successful
Pay and benefits may not be as good, at least initially
Pay structure may be different; you may receive a stipend, or profit sharing options, instead of a set hourly pay rate or annual salary
Less work life balance – heavy work load and long hours
More pressure to perform – smaller workforce so every person factors into company success
What Startups Look For In A Candidate
Passion & enthusiasm
Ability to communicate
Committed to personal growth and learning
Extras – what else have you done
Tips For A Successful Search
Do side projects; develop an app, contribute to an open source project
Learn new technologies (classes and outside; Khan Academy, Coursera, Code.org, Open Courseware)
Demonstrate your passion
Be persistent & patient
Get involved with a campus startup
Participate in a hackathon or makeathon
Showcase your skills; GitHub, personal website, online portfolio, blog
Research startups, focus on those that fit your interests & skills
Personalized contact with CEO, demonstrate passion & interest, detail how you can make an impact
What makes an awesome startup employee?
You hear people talking about what makes a great startup founder all the time: A great sense of vision, clarity of purpose, relentless drive, a strange balance of over-confidence and insecurity.
There are whole books written about it.
But what makes a great startup team-member? The people who join and thrive in early start startup teams are an equally special breed. In fact, the best startup employees aren’t necessarily the best fit for working in more established businesses – some of the most brilliant startup people I’ve worked with find the traditional business work impossibly frustrating.
“It’s so SLOOOW!”
“I’m just doing the same thing every day – I want to be more in touch with the other stuff going on in the business!”
There are a whole range of attributes that are uniquely suited to these small, high-growth, high pressure companies, but it can be hard for founders who are hiring teams (and people hunting for jobs) to know what those are. So we’ve smooshed together our recruiting AND startup running experience and made a list of the top 8 attributes we’ve found to be the most valuable:
Passion, enthusiasm, motivation for what you’re doing – Must buy into your vision and your big “Why” – what it is you’re trying to do or create in the world. They’ve gotta care about the problem you’re trying to solve, otherwise it’ll be hard to stay motivated.
Curiosity – They’ve got to love the process of finding better ways to do things – especially when it comes to challenging assumptions about the only way to build products. Being curious about why you’re doing this, who it’s for and how they’re going to use it is vital across all roles in a startup too.
Pace – They’ve got to be great at making decisions and acting on them quickly. The old adage of succeed quickly or fail fast is the day to day life of a start up. You need people who thrive and are excited by this.
Fearless/Audacity – try the impossible, challenge more than just the status quo, be prepared to push the boundaries, limits of what we believe
Grit – /resilience – your resilience will be consistently tested and challenged in a startup. That thing you just spent a month working on? It’s not working, we need to abandon it and try something else. The reality is that it will not be a smooth ride. People who have made it through a few tough life experiences, who have demonstrated Grit, are more likely to survive.
Hunger and willingness to sacrifice – Founding a startup requires sacrifice. So does working in one. You’re going to get chucked in the deep end often. You’re going to be asked to work longer hours, more often. It’s a high pressure job so you’ve got to be hungry and prepared to make sacrifices.
Sense Of Humour – You’ve got to be able to laugh and realise that tomorrow is another day. The sun will set, the sun will rise. Late nights, too much pizza and endless bug squashing is only bearable if it’s also fun. You want to be able to laugh with the people you sit next to.
Flexibility – The only constant is change. Get ready to develop skills you don’t have. Although you may be employed for a specific role, the nature of start up means that everyone leans in the direction that the business needs to be focused on at that time. If its sales this month – then get ready to help out in that area. Anyone who defaults to “that’s not in my job description” isn’t suited to a startup life.
How can Techmeetups.com help you ?
Delivering Startup Happines | We help Startups through Events like Meetups, Workshops, Hackathons, Job Fairs, Events Promo and also have a job posting site www.techstartupjobs.com to help you recruit your team.
Techmeetups hiring events in Berlin, Paris, London, Barcelona, Amsterdam, New York, Vienna, Lisbon, Madrid
You know exactly what company you want to work for, the job you want to do and where you want it to be. The only question remaining is: How do you get there?
Simply sending an application may not be enough. Large companies on average receive thousands of resumes daily.
Before you get overly excited about the prospect of working at your dream job and send that resume to the first email address you find, you have to have a plan.
Make sure you lay the groundwork so your file won’t get lost in the shuffle when the time comes to showcase your amazing professional profile.
Here’s a five-step action plan to help you land your dream job at your dream company:
1. Research and Know What the Company Is Looking For
You may already know your dream company backwards and forwards, even what the C-suite looks like. Still, it doesn’t hurt to make sure your research is as thorough as it can be.
This will help you build a strong base for the personal brand you’re going to build to send their way.
One thing you’ll learn in business is that there is always more to learn. So look up resources that can offer you some tips on how best to research companies.
Also, make sure to check out the company’s LinkedIn profile, as well as the chief officers if they are listed. Being this thorough will make that interview you get showcase your genuine passion and enthusiasm for the position.
2. Build Your Professional Brand
Now that you’ve studied up on your dream place of employment, apply that knowledge to building your professional brand. This brand is the career narrative you want to create for yourself in order to stand out from the crowd.
Remember, unless you’re meticulous, silly things like typos can send your application straight into the trash.
Respondents to a 2013 survey by Career Builder cited that 58 percent of applicants’ resumes contained typos and 36 percent were generic and not specifically focused toward the position being applied for.
It’s so important to make sure this is part of your professional brand creation. If you’re unsure of how to begin, look into resume writing services that specialize in various industries to help get you started on the right foot.
This is especially important the higher up you get. If you’re at the managerial or executive level, getting help with your resume is just as important as when you were in college.
A resume writer specializing in executive resumes can help you build a note-worthy, accomplishment-focused, strategic resume that can get you an 85 percent higher response rate and increased salary in nine out of 10 cases.
Also, think about building an online narrative if that suits the position you are applying for. Take Nina Mufleh and her quest to land a job at Airbnb. Her unique approach garnered national attention.
She focused on what she could bring to the table with the company rather than previous professional experience. She illustrated how she would be a great fit for her dream company and why, all in a unique way.
She found the best way to market and pitch herself.
You can do the same. There are many ways to do it, even some unorthodox ones, it’s just a matter of understanding what your dream company is looking for and how you can apply that to your own professional brand.
3. Reach Out to Individuals in the Company
You have your knowledge and your professional brand ready to be shown to the world. Now, the next step is to reach and connect with individuals already working within the company.
Perhaps you’ve already started working on your network or have a friend working for your dream employer. Wonderful! This will simplify the process of getting your foot in the door.
However, if you don’t have those established connections yet, don’t worry.
Read up on the best ways to connect with HR managers or recruiters, and dive deep into networking with the company’s employees on LinkedIn. This is a great platform to open dialogue and begin cultivating relationships with individuals you may work with in the future.
In fact, 89 percent of recruiters have hired someone via LinkedIn. Ask questions and be curious. They will most likely be glad to offer their professional advice.
Don’t be afraid to ask them for an informational interview. Whether it’s a quick chat over the phone or a lengthy meeting over lunch, you’ll be able to get the insider’s look at how things really function in the workplace.
It’ll also give you an opportunity to showcase your excitement and enthusiasm to someone already established within the company. Be sure to plan ahead with questions to ask.
You won’t want to forget any of your important questions, and you’ll also want to make sure you’re prepared for anything they might fire back at you.
4. Tailor Your Application to Fit Their Needs
It’s now time to actually apply for the position. Your carefully laid groundwork is going to pay off. Push your creative juices to the maximum, and try to acquire the name of whose hands your application and resume has to find.
An inside referral, that informational interview paid off, will make your chances even better of that happening.
Now, before you hit the send button, you’ve got to write that smashing cover letter. Always keep your professional brand in mind.
It’s what makes you, you, and you know you’re the best fit for this company. Be sure to illustrate that.
5. Now … Send It
Send that application off on its way. You’re now one step closer to landing your dream job. You’ve laid the groundwork, took time to set yourself apart from the rest of the crowd, networked your behind off and meticulously filled out your application.
Now get ready to see the fruits of your labor.
Great post by Sarah Landrum via http://www.business.com
How can Techmeetups.com help you ?
Delivering Startup Happines www.techmeetups.com
We help Startups through Events like Meetups, Workshops, Hackathons, Job Fairs, Events Promo and also have www.techstartupjobs.com to help you recruit your tech team.
Explore Techmeetups events in Berlin, Paris, London, Barcelona, Amsterdam, New York, Vienna, Lisbon, Madrid
When you’re job searching, take some time to attend job fairs. You’ll have the opportunity to meet with employers that you might not be able to access any other way. Plus, job fairs and career expos often offer networking programs, resume reviews, and workshops for job seekers.
What can you do to compete with the crowds attending job fairs? These tips will help you get ready to attend and maximize your opportunities while you’re there.
Tips for Attending a Job Fair
- Dress for Success. Attend the job fair dressed for success in professional interview attire, and carry a portfolio. However, do wear comfortable shoes, because you will be standing in line.
- Practice a Pitch. Practice a quick pitch summarizing your skills and experience so you’re ready to promote your candidacy to prospective employers.
- Bring Supplies. Bring extra copies of your resume, pens, a notepad, and business cards with your name, your email address, and cell phone number. You might also want to consider bringing “mini resume” cards as an efficient way to sum up your candidacy.
- Check Out Companies. Many job fairs and career expos have information on participating companies on the job fair web site. Be prepared to talk to hiring managers by checking out the company’s web site, mission, open positions, and general information before you go. If you demonstrate knowledge about each company or manager you’re talking to, you’ll certainly stand out from the crowd.
- Arrive Early. Keep in mind that lines can be long, so arrive early – before the fair officially opens.
- Attend a Workshop. If the job fair has workshops or seminars, attend them. In addition to getting job search advice, you’ll have more opportunities to network.
- Network. While you are waiting in line, talk to others. You never know who might be able to help with your job search. Along the same lines, remember to stay polite and professional. Even if you’re feeling discouraged in your job search, don’t vent to other fair-goers about your situation or about any specific companies. Stay positive and make the most of the opportunity!
- Show Initiative. Shake hands and introduce yourself to recruiters when you reach the table. Demonstrate your interest in the company and their job opportunities.
- Be Enthusiastic. Employer surveys identify one of the most important personal attributes candidates can bring to a new position as enthusiasm. This means that employers want to see you smile!
- Ask Questions. Have some questions ready for the company representatives. The more you engage them, the better impression you’ll make.
- Collect Business Cards. Collect business cards, so you have the contact information for the people you have spoken with.
- Take Notes. It’s hard to keep track when you’re meeting with multiple employers in a busy environment. Jot down notes on the back of the business cards you have collected or on your notepad, so you have a reminder of who you spoke to about what.
- Say Thank You. Take the time to send a brief follow up thank you note or email to the company representatives you met at the job fair. It’s a good way to reiterate your interest in the company and to remind company representatives that you’re a strong candidate.
Great post by Alison Doyle via www.thebalance.com
How can Techmeetups.com help you ?
Delivering Startup Happines www.techmeetups.com
We help Startups through Events like Meetups, Workshops, Hackathons, Job Fairs, Events Promo and also have www.techstartupjobs.com to help you recruit your tech team.
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It does not come as a surprise: Your organization is only as good as your employees. And your employees are only as good as your talent acquisition (aka recruiting) and talent management philosophy, approach, and team.
We all agree, don´t we?
However, ask yourself, how is your employer handling recruiting in reality? In other words: Are people and talent in your organization at the heart of its mission and strategy or just another cost line in the P&L? Are they as important as the organization´s clients, customers, and objectives? Is senior management doing whatever it takes to recruit exceptional talent to continue building a successful organization?
Fact is, that many companies don´t know how to identify, target, and recruit the talent who is interested in meaningful career moves and which might fit with vacant positions you´re looking for to fill. One key reason being that people in this group are largely passive candidates who need to be contacted at the right point of time with the right message to stimulate them to respond at all.
Find out in this article which trends will shape the future of talent acquisition. Learn how you and your company can locate, recruit, and retain the right candidates better and faster. And how to rock recruiting and your organization in the future to stay successful.
Applying A Strategic Mindset: A top-notch recruiting department establishes itself as a reliant, thought-provoking, equal, and challenging partner of the business and senior management alike. Not only filling vacancies in an transactional manner, but equally important advising business partners on long-term company and employee requirements and strategies. Based on thorough analyses, hard data, and holistic forecasting. Therefore recruiting needs to be perceived by all leaders and managers of the organization as a key function which is owned by everyone; and not only by the recruiters.
Embracing A Marketing Attitude: Marketing departments, more than any other function of the company, have already undergone dramatic change processes with break-neck speed in order to beef up and better understand and serve external customers. In consequence, there is a lot recruiting teams can learn by thinking and acting more like marketers.
Talent As Customers: Organizations should approach talent acquisition in the same sophisticated and dedicated manner as when trying to acquire new customers. Worded differently: “With a high probability there is some sort of customer lifecycle management process installed in your organization. The resulting million dollar question: Is there also a talent lifecycle management system in place?” Let´s face it, there are still (too) many companies who have not really understood that employees are their internal customers. Consequence: “You can´t satisfy and excite your external customers with great products and services, if your internal customers are not motivated, well looked after, and engaged.”
Simplification Of Tech Interaction: Job applicants should experience a state-of-the art application experience which is as good as the organization´s customer experience process. Have you ever thought about e.g. having a highly skilled team in place answering questions of people who think about working for you? Maybe via web video or web chat to keep it scalable? Do you have dedicated metrics and a comprehensive reporting set up to monitor and review the satisfaction levels of your applicants for each step of the interview process?
Strong Employer Brand: Every organization should not only nourish its consumer brand, but also create an attractive employer brand. Key branding principles would need to be applied to the employee experience. For example, a best possible design of a company´s site is of a paramount importance, since there it is where often the job hunting begins. In this respect it´s crucial having a well-designed career site which transports a consistent brand image that reflects the company´s main values. This enables job seekers to define if they might be a cultural fit and if it could make sense to apply. As such companies are well advised taking some time to look at how they’re being reviewed on sites like Glassdoor, Great Place To Work, Vault, etc. Possibly they can incorporate the reviews and learning into their website or any other form of (talent) communication.
The Ultra-Fast Rise Of Technology: Artificial Intelligence (AI) will play a key role in assisting recruiting. I expect that already in some years it´ll be used to help screening candidates resumes based on pre-defined traits, skills, and clues on required management and leadership principles which then will be matched with suitable vacant roles. AI will support recruiters also to assess a candidate´s abilities and behavior (e.g. coping with pressure or working in a team) in real-world scenarios (e.g. with the help of special apps running on computers and mobile devices). It also looks like that the phone call as preferred first-round recruiting means will be soon replaced by live, two-way webcam interviews.
Big Data Powers On: New recruiting screening tools, powered by big data systems, will survey social sites such as Linkedin, Xing or Viadeo (e.g. profile changes, articles published, sudden increase of new contacts, etc.). Top companies will rather rely on quantitative data versus gut instinct. Sites like Joberate already scrape publicly available data from millions of individual online social media accounts and assign a score that estimates the level of job search activity. So if e.g. someone starts making many professional connections on Linkedin, publishes multiple questions or comments on Stack Overflow (with more than 6 million members the world´s largest community of programmers) the scores go up and possibly indicates a lower engagement level, i.e. a higher openness for switching jobs and listening to a recruiter calling at exactly that time.
Engagement Beats Sourcing: Often the challenge is no longer finding talent, but activating and engaging them. There are several related strategies organizations should consider. One option is to involve hiring managers earlier in the process, i.e. the recruiting team partnering with them throughout every stage of the talent attraction and recruiting cycle. In top organizations this starts already with hiring managers assisting identifying and sourcing top talent (e.g. via their own alumni or personal networks). Another effective strategy in this context is using gamification. Companies could establish e.g. virtual tournaments to search for top talents (like e.g. the digital start-up Umbel is doing it with its gaming challenge called “Umbelmania”). And, of course, social media has become mainstream for recruiting. New platforms like The Muse give job seekers a more intimate view of and broader insights into company culture, values, communication, and opportunities of multiple organizations.
Data Analytics: Through biometric data and analytics, companies like NextHire can better predict which candidates are most likely to be a good fit for a position. Applicant tracking systems (ATS) – like e.g. Silkroad or Bullhorn which allow to source, attract, engage, screen and hire top talent fast, become a must for any organization. For an excellent overview of leading ATS check here.
Candidate Relationship Management (CRM): A CRM tool does more than tracking candidates like in an ATS. It allows to seamlessly share notes, develop and nurture leads, and document activity across the entire organization. It also can match the company´s internal talent data base with external people aggregator sites such as HiringSolved which gathers data from across the web and filters the most relevant data points and search results.
New Hiring Metrics: Traditionally, recruiters have been evaluated almost exclusively on metrics like time to fill or cost per hires. The problem is that focusing too much on the sheer number of butts they can pull through the hiring funnel and into seats ignore important controls regarding quality of hire, candidate engagement or respective recruiter´s overall impact on organizational recruiting or retention. In the future the entire hiring team will be assessed more by the real value their work generates.
Employees as Ambassadors: There´s nothing more credible than having employees inter-acting with potential future colleagues. Employees participating at external recruiting events, job fairs, conventions, etc. is a first good step. Having them activating their own social networks and alumni sites is an even more powerful and scalable next step. Think about how best to attract e.g. your company followers on Linkedin, Xing, etc. Post engaging and relevant content on your site and blog and motivate employees to share and comment it. By the way, anyone in your team blogging or podcasting about non-confidential and still work-related topics? You might want to get this one kicked off rather quickly.
Influencer Marketing To Recruit: As many companies now use social media to recruit, there’s a mass of online content, tougher competition, and as such it’s harder to differentiate your organization. To cut through the clutter you would need to be in a position to send job seekers clear signals to generate interest and trust. Potential candidates often turn to peers, credible opinion leaders or recognized “voices“ to get information about companies, careers, and job vacancies. Using this technique within recruitment could push you ahead, since the recruiting industry is only about to discover Influencer Marketing.
Humanness Beats Tech: Even, and especially in the digital age, organizations need to radiate a strong human touch, emotions, and warmth. An excellent opportunity for companies to give their organization a “face“ by having employees acting as real and authentic ambassadors (e.g. video tours on company main website, etc.).
It goes without saying, that the very central task of recruiting is to anticipate and fill vacancies with the right candidates as soon as possible. That´s the fundamental and transactional mission and obligation of recruiters. At the same time, recruiting is changing rapidly. Job boards and job ads will soon become relicts of the past. Big data, sophisticated matching algorithms, CRM tools, and absolute talent-centricity will influence recruitment more than ever. Recruiting will need to become a key function and department of the organization by taking on more strategic tasks such as long-term staff forecasting, planning, and business advising. Always closely embedded within the overall HR strategy and team and in a tight exchange with all main stakeholders and business partners (e.g. legal, benefit and compensation, tax, etc.).
Recruitment – like the overall management of employees – must be co-owned and carried out by line managers. Organizations that understand and resolve the challenge of candidate engagement e.g. by having various authentic employees communicating and inter-acting with candidates will ultimately prosper. Last, but not least, the better a company develops, looks after, and retains its existing workforce, the smaller the need (and pressure) to recruit new employees.
If you can hire people whose passion intersects with the job, they will manage themselves better than anyone could ever manage them. Their fire comes from within, not from without. Their motivation is internal, not external. Stephen Covey
Great post by Andreas von der Heydt via www.linkedin.com
How can Techmeetups.com help you ?
Delivering Startup Happines www.techmeetups.com
We help Startups through Events like Meetups, Workshops, Hackathons, Job Fairs, Events Promo and also have www.techstartupjobs.com to help you recruit your tech team.
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I’ve got to be honest here: Sometimes going through resumes is a drag. Don’t get me wrong, HR is a great field to work in and it is incredibly rewarding, but there are things that we see in HR that cannot be unseen.
Sure the job market is tough right now, but, from my experience, people still aren’t putting the necessary effort into their resumes to ensure they are getting the attention the resumes deserve.
So how do you make sure your resume grabs the attention of your reader? Follow along for a fewresume tips and insights to reevaluate the document you have now and get better results:
Forget about a fancy letterhead and swirly font types. When employers comes across a fancy resume, they see that the candidate doesn’t have enough confidence in his or her experience and abilities to just leave well enough alone. You don’t need to dress up success; success bleeds through the pages of your resume.
With that being said, if for some reason you feel you must dress up your resume, I implore you, please don’t include your picture. Your resume should describe who you are, your skills and accomplishments on paper. The interview is where potential employers can put a face with a name. And for you movie buffs, do not spray your resumes with a sweet scent (thank you, Legally Blonde). It is not a love letter and its smell, if any, will not help.
The only exception to this rule is if you are applying for a position working in the creative department of a company or you want to be a model or actress and pictures of yourself are necessary. Otherwise, just say no.
I was attracted to the opportunity to work in an environment where people take risks by following their passions.
— CHRIS MUCCIOLI
Like so many designers Chris Muccioli came to design through a passion for music. He said, “I came to design by way of a necessary hobby rather than a direct career path.” Chris played in a number of bands, created the visuals, managed the business side, and instilled a DIY philosophy into all of his ventures. He entered college as a business administration and marketing major, but soon realized his passion for design and transferred to a Fine Arts program with a commitment to making.
After graduation Chris worked for an agency in Philadelphia but soon was recruited as a designer atKickstarter. We were able to talk with Chris about design’s role in a startup’s culture and in its success.
He told us, “I was attracted to the opportunity to work in an environment where people take risks by following their passions. People create startups because they believe strongly in their ideas and want to see them work. Kickstarter as a product, and as a community, is made up of people who have incredibly creative ideas that they are passionate about and willing to take chances on. Being around that energy day in and day out really helps create an environment that pushes your own ideas inside and outside of the workplace.”
Why do you need a Social Media Team?
Your business should manage its online reputation actively, aggressively and continuously with no letup ever. This can get arduous and nerve-wracking, unless you follow a certain discipline to manage it. Good understanding of various social media channels is necessary and you need to be progressive and innovative in using these channels. Being active online in these channels, you will always be provided with ample opportunities to build your business, increase customer base, improve revenues, have more satisfied clientele, be one-up on your competition amongst other things. You should be able to exercise greater influence and control over your business and online reputation by following tips in this post.
Create an EXCLUSIVE Social Media Team (SMT)
A team of dedicated professionals with a supervisor at a senior level is required to manage this whole Social Media equation for your organization. Size of the team will vary but you need people with the time, resources and skills that understand different channels well. The team members should understand your domain, services, strengths, weaknesses & competition. Most members should have good communication skills and understand customer psyche. This team usually straddles between Marketing, Sales, Business Development and even IT.
What would the team do?
1. Listening and Responding
There is substantial amount of work involved in managing what is being said about you on the internet and elsewhere. Listening is an important and labor intensive skill. Also, it is not just about listening but also providing the right responses when appropriate.
Listening should also be expanded to track happenings in your industry including tracking your competition, tracking star performers in your industry, overall economic health of the segment, any new government initiatives, new technologies revolutionizing your vertical etc.
Your marketing team could use these details could be used to your advantage.
2. Creating Content
The team should bolster your online presence by creating fresh content online on a fairly regular basis that potentially drowns out any negative comments and sentiment to the back pages of search engine results. Tweet and retweet useful information and content regularly, provide reasons for your customers to follow you on Twitter and visit your Facebook pages regularly. All this is only possible with the help of dedicated team members whose only job is to keep your social media channels active
I’m an idiot. Not all of the time, mind you, not even most of the time, but every now and then, I’m an idiot. Like the time my friend and co-founder Brian Halligan asked me to read the book “Moneyball”. This was back when we had first launched our startup, HubSpot. “But, I’m not a baseball guy,” I said. “It’s not about baseball. It’s about data.” And, I put it on my reading list, and then still failed to read it. I even bought the book, but still failed to read it That was a mistake.
I just got done watching the movie “Moneyball” for the second time. The first time I watched it was last night. It’s the only time I’ve watched the same movie twice in two days. It’s not just because it was a great movie (it was), but because I felt I missed so much the first time, that I had to watch it a second. If you haven’t seen the movie yet, you should stop reading this article and go watch it. If you get distracted and never make it back to this article, I forgive you.
So, without further ado, here are some great quotes from Moneyball
Brilliant Startup Lessons From Moneyball
1. He passes the eye candy test. He’s got the looks, he’s great at playing the part.
Spectacular startup success often becomes a game about scouting and recruiting. A common mistake entrepreneurs make is recruiting team members early on simply because they look the part. In the long run, it doesn’t matter if on paper, someone’s perfect. You want people that can actually do the job. That VP of Sales candidate that has 15 years of experience at Oracle? Likely not worth it for you. They’ll look the part, but they’re not guaranteed to be able to actually do the job. And, like Johnny Damon, they’re going to be expensive. Get good at seeing talent where others don’t.
For example, at HubSpot, most of the early team did not look good on paper at all. Most of us had little or no prior background doing what we were setting out to do.
2. You’re not solving the problem. You’re not even looking at the problem.
Identify a fundamental problem and then focus, focus, focus on solving that problem. Don’t get distracted by all the the things that are swirling around the actual problem. Don’t listen too closely to those that have deep industry expertise and are emotionally attached to the status quo — it’s possible that they’re part of the problem. Figure out what the actual issue is, and solve it.
For example, look at Dropbox. Drew set out to solve a really hard problem — getting data to synch across different devices. He had many people (including me) that were telling him that this particular idea had been pursued so many times before. He didn’t get distracted by all that noise. He dug in and fixed the problem. Today, Dropbox is valued at billions of dollars and has millions of happy users.
You applied for a new job, and you’ve been called in for an interview. During the interview process, there are three main questions that need to be answered to help the HR person determine if you’re the right fit for the job:
- Can this person do the job?
- Will he do the job?
- Will he fit in with the company culture?
By asking what I call “the question behind the question,” hiring managers have a better chance to making the right hiring decision. As job seekers, your task is to answer them honestly and fully. Here are 10 top questions that the interviewer might ask, along with the hidden agenda behind each one. Tread carefully — the way you approach the answer might tell more than what you actually say.
1. As you reflect back at your last position, what was missing that you are looking for in your next role?
This question gets at the heart of why you’re leaving the current job or, in the case of a reduction in workforce, it helps the interviewer understand what was missing. If you answer with, “I didn’t have access to my boss, which made it difficult to get questions answered,” then the interviewer might follow up with, “Can you give me a specific example where you had to make a decision on your own because your boss was not available?” This follow-up question will help the interviewer determine your level of decision making and how much access to the manager you’ll need.
2. What qualities of your last boss did you admire, and what qualities did you dislike?
This is precarious territory because your answer needs to have a balance of positive and negative feedback. It will show if you are tactful in answering a tricky question and if your leadership style is congruent with the admired or disliked ones. If you name a trait the interviewer dislikes or that’s not in line with company culture, then you might not be a fit for the position.
3. How would you handle telling an employee his position is being eliminated after working for the company for 25 years, knowing they would be emotional?
This question is not unrealistic in today’s job market, since companies continue to downsize as a way of conducting business. Knowing that you might have to deal with this situation, the interviewer wants to know how you would tell the long-term employee the bad news. Would you tell the business reason why the company is downsizing, and would you thank the person in a genuine, heartfelt way for years of service?
4. How do you like to be rewarded for good performance?
As simple as this question is, it helps the interviewer get a sense of what motivates you — is it money, time off or more formal recognition? If you’re interviewing for a management role, the follow-up question could be: How do you reward the good performance of employees who work for you? Are you a “do as I say, not as I do” type of manager? The interviewer is looking for congruency in behaviors, because if you don’t practice what you preach, then it might not be a cultural fit.
5. Can you give me an example of when your relationship with your manager went off track and how you handled it?
The interviewer is listening for the reasons why the relationship went off track. Are you taking responsibility for your own actions first or placing blame on the manager? The interviewer wants to learn more about your communication style and how you approach conflict.
Every startup with any traction quickly reaches a point where they need to hire employees to grow the business. Unfortunately, this always happens when pressures are the highest, and business processes are ill-defined. At this point you need superstars and versatile future executives, yet your in-house hiring processes and focus are at their weakest.
The result is a host of hiring mistakes that sink many young companies, or take years to fix. The solution is to never forget that hiring is a top priority task for the CEO, which should never be delegated, and which often has to supersede the urgent crises of the day.
A key success element is to start by avoiding the known list of interviewing and hiring mistakes that have been documented many times over by human resources professionals.
Here’s a tongue-in-cheek summary of ten big ones to jog your recollection:
“I’m not quite sure what we need, but this guy sounds like a miracle worker.” The message here is that if you don’t know exactly what help you need, you probably won’t get it. Do your homework on a proper job description, and make sure the applicant credentials on the resume are a fit before you proceed to interview.
“He’s not quite what I’m looking for, but I think he is trainable.” This is the inverse of the first problem – you know what you want, but you are trying to force fit the candidate into the position. Maybe you are desperate to fill the position, or he’s related to the boss.
Accelerators offer hands-on help from experienced mentors, sources for seed capital, and sometimes even co-working locations, and give entrepreneurs what they need to take a startup from concept to market more quickly and effectively than if they go it alone. Here’s how you can get connected.
It’s the best of times, it’s the worst of times–to be a startup, that is. On the plus side, recentresearch from the Ewing Marion Kauffman Foundation indicates that startup companies–particularly high-growth startups–are the most fruitful source of new U.S. jobs and offer the economy’s best hope for recovery. On the other hand, newly minted ideas are fighting a sea of competitors for market share and funding, not to mention navigating Sarbanes-Oxley regulations and the still-cautious consumer spending landscape.
The best bet for aspiring entrepreneurs may just be a hookup. One that has staying power. Accelerators, those forums for getting hands-on help from experienced mentors, sourcing seed capital, and sometimes even providing a co-working location, can provide the resources to take a startup from concept to market a lot quicker than trying to blaze a trail independently.
Joshua Hernandez, a founder of Tap.Me, an in-game advertising platform, writes, “Although I had built three other startups and failed another two, I knew we would need to connect locally if we wanted to survive our business concept. The Chicagoland Entrepreneurial Center (CEC) became an immediate forum for us to present our startup, which at the time was quite complex.”
Hernandez just happened to live and work in Chicago. However, there’s still hope for aspiring moguls who aren’t anywhere near startup hotbeds like Silicon Valley. Fast Company talked with Rebeca Hwang, cofounder and CEO of YouNoodle, Inc. and a technology partner to the Startup Malaysia conference, Kevin Willer, the CEO of CEC, and Murat Aktihanoglu, managing director of the Entrepreneurs Roundtable Accelerator in New York City. Here’s what they told us about standing out, hooking up, and getting a brand-new business off the ground.
I am miserable since I’m missing out on the #wefestival going on right now. I was accepted…and elated! What a wonderful opportunity to learn from my idols and meet with other aspiring entrepreneurs.
Unfortunately, I’m heading off to Paris on Friday with my full-time company for market. We’ve been swamped here (…we’re talking 9am-1am days swamped) and it would be totally irresponsible of me to take off a day, just two days before we jump on a plane and have 2 full on crazy, busy weeks.
Enter the boo/hisses here… I know… nobody feels bad for me. I’ll be in Paris for 2 weeks! I assure you, I’ll be working non-stop and I won’t be skipping down streets with a crepe in hand and a beret on my head. (well…maybe I’ll do that on my one day off)
This whole ordeal made me think about “the juggle.” I was fortunate enough to attend Arianna Huffington’s keynote address last night for the event and was able to mingle with some entrepreneurs for the night. The number one question I was asked was:
“How do you do it? Juggle both a FT job and your business?”
The short answer is INTENSE organization and little sleep. I’ll elaborate.
When I first started working on “SBNY” I was bored at my current job. I found that weeks one and two of the month were busy and for the remainder of the month, I was left twiddling my thumbs. The idea for Something Borrowed NY was conceptualized in 2009 when my 2nd oldest sister was married.
However, it was now 2011 and I needed a project. OK – let’s get SUPER real. I had just gone through an AWFUL break-up (we lived together…so that creates a mess), and I knew I needed something to get my mind off of my depressing romantic state. So I researched, I read, I took classes at General Assembly, I enlisted my best friend and we started. I coded the site myself, I took frequent long lunches or personal days to have meetings with designers, entrepreneurs and investors, and we launched.
I took a deep breath. Once the site was up and running – maintaining and juggling both became much easier…but not for long.
Social media is KEY to building a business. I was spending my days tweeting non-stop. That’s when I started to hire interns. They were creating blog posts, tweeting & Facebook(ing) for us.
And then…I was offered my current job.
Almost no startup founder values her time properly.
Consultants know exactly what their time is worth: their hourly rate. As they say, it’s how much “the market will bear.” When a consultant intentionally doesn’t work for an hour — whether to be with family or to work on a new startup — they’re clearly giving up an hour of potential earnings.
If being a consultant is your goal, this is indeed how you should value your time. But when you’re in a startup, the math is completely different.
Your time is $1000/hour, and you need to act accordingly. Here’s why:
Let’s say as a consultant who normally charges $150/hour you stumble upon a weird client who asks for the following terms:
“We agree your time is worth $150/hour. However, we can’t pay you for four years, at which time we will pay you in one lump sum.”
How much should you increase your hourly rate to make these terms worthwhile?
It has to be more, not just because of the interest you could be making on it in the bank (which nowadays approaches zero as a limit), but because you can’t live off money you don’t have, which means you’ll need other work too, so you’ll need a nice premium to make this inconvenience worthwhile.
But “lost interest” and a premium doesn’t solve the biggest problem with these terms. The problem is: What if this company goes out of business in four years and doesn’t pay you at all?
Supposing this client is an early-stage startup — even if funded — the most likely event is that they stiff you! Because they’re dead. Let’s suppose for the sake of rhetoric there’s a 15% chance the company will exist in four years andpay their bill.
Like gambling in Vegas, the steeper the odds, the bigger the winnings if you beat the odds. In this case you need to charge $150 ÷ 0.15 = $1000 per hour to account for the risk.
In fact, you need to charge more, because that formula merely brings you back to “even!” To see this, suppose you divided your time between seven companies, all operating on these terms. Chances are all but one would fold, that one would pay you 7x your hourly rate, but you’d be in the same place you’d be if you just charged $150/hour on your standard terms.
But you’re waiting four years for that cash! So it’s worse. So you have to charge even more.
Of course this isn’t hypothetical, this is exactly the terms you’re acceptingfor yourself when you create a startup. The risk is high, so the potential financial rewards must be commensurate with that risk, which means you have to value your time between $1000 and $2000 per hour, not at your $150/hour consultant rate because of platitudes like “my time is worth what the market will bear.”
With more employers using LinkedIn, Twitter and Facebook to hire staff, Graham Snowdon explains the tactics and how jobseekers can use them to their advantage
Chances are you are already familiar with social networks as tools for keeping in touch with friends, or to broadcast your thoughts. But if their value as a way of connecting with potential employers has passed you by, it’s time to wise up fast. A recent US survey showed that nearly 90% of employers either use, or plan to use, social media for recruiting.
In the rapidly changing world of social recruitment, barely a week goes by without the appearance of some new website or gizmo purporting to change the face of job-hunting forever. Last month, for example, saw the launch of the “Apply with LinkedIn” button, enabling jobseekers to send their public profile data from the business professional network directly to an employer. Reports of the death of the traditional paper CV may be premature, but clearly it is becoming an increasingly less influential part of the jobseeker’s armoury.
LinkedIn, with 100 million members, is still the site of choice for companies hiring directly, but Facebook (750 million) and Twitter (200 million) are catching up, with many believing a tipping point has been reached in the ways employers seek to hire staff.
But what does it all mean for jobseekers? Understanding the rules of social recruitment is key. At first glance, employers may seem to hold all the cards, but understanding their tactics can considerably improve your odds of getting noticed.
“It’s about the whole degree of proactivity now,” says Matthew Jeffery, head of talent acquisition at software house Autodesk. “It’s not enough to simply push your CV up on the web and hope a company is going to come to you; the onus is on you to get out there and persuade.”
1 You don’t have to be ‘looking’ to be looking
If you are one of the 10% of LinkedIn members actively seeking work, the bad news is that the site’s Corporate Recruiter tool, which it sells to employers, allows them access to the “passive” 90% of members in jobs.
“From the corporate perspective, the talent pool is shrinking,” says Jeffery, co-author of an essay entitled Recruitment 3.0: A Vision for the Future of Recruitment. “Competitors are getting better at recruiting people from rivals, and graduate talent is becoming of a more mixed quality. We have to be much more aggressive at getting out into the passive pool.”
However, Jared Goralnick, founder of email management serviceAwayFind, believes social media can empower jobseekers.
“If employers are filtering for people who have jobs when they’re recruiting, maybe you can’t get into that pool. But it’s still only one of the pools,” he says. How people present themselves online, he says, is “a huge opportunity to put yourself in a position of authority”.
Goralnick says LinkedIn “has predictive algorithms that can tell when someone is looking to move on, when someone starts updating their profile in a certain way” – one reason why it pays to keep your profile up to date.
2 Build your own work brand, but be judicious with it
To make yourself more visible, think about how you present and express skills and experience on a LinkedIn profile just as carefully as you would with a paper CV. Keep your summary and experience concise and to the point, incorporating key search terms.
And widen your appeal by linking out to blogposts or articles of professional relevance – even to your other social media profiles if you are confident they portray you in a good light (see point five). LinkedIn has more tips here.
But making too much noise without substance can be risky. Employers can be suspicious of people who seem to be trying too hard to get noticed, so think carefully about paid-for services that claim to flag up your visibility, such as LinkedIn’s Job Seeker Premium.
“Who are you a ‘featured’ candidate for? All this tells me is that you opted to pay so you can get moved to the top of the search list. It does NOTHING to prove you are a top-notch candidate,” writes entrepreneur and employer Adrienne Graham on her Forbes blog, Work in Progress. “If you didn’t get attention before, what makes you think paying a few extra dollars will make you all of a sudden desirable?”
he world of social media may have provided businesses with great new marketing channels, but it has also increased the opportunities for costly stuff-ups.
Last year saw a number of marketing blunders, often by brands that haven’t quite grasped how to use the new tools available to them.
“The mistake many brands make is that they desperately want to be liked,” says Michael Halligan, founder of Engage Marketing.
“They see that a rival has got 100,000 Twitter followers and they want the same. They jump into social media on a flimsy excuse of growing their numbers. You need a better way of doing it than that.”
According to Halligan, a solid marketing strategy needs to underpin everything your start-up does, to ensure it doesn’t veer wildly off course and make a critical mistake.
“Stick to the key fundamentals – get your brand right and make it enticing to consumers,” he says. “Think less about the tools on offer and more about the strategy.”
To help you avoid any marketing disasters in 2012, here are the five lessons that every start-up should learn from last year’s stuff-ups. Make sure you avoid all of these mistakes.
1. Acting desperate to be noticed
As a start-up, you will be rubbing shoulders with well-established brands with fearsome marketing budgets.
It’s tempting to use low-cost marketing stunts in order to stand out from the pack. Sometimes, this can work.
But beware. What you see as a cheeky, quirky attempt to generate sales can be viewed by customers as desperate and, worse, devaluing to your fledgling brand’s worth.
Using horribly twee language, such as the Essential Beauty ad that provoked 44 complaints last year by using terms such as “fairy horrest” and “nimpy skickers”, is a good way to tarnish your business before it has even got off the ground properly.
Cross the line into outright “look/listen to me” behaviour can also backfire, as the outrage provoked by Kyle Sandilands in 2011 demonstrates. Stick to your brand values and provide a good product or service – the marketing should take care of itself.
For decades, salespeople have practiced something called an “elevator pitch.” The idea was that they had to sell themselves and their product or service in the time it took to ride an elevator from the ground to the top floor. Every good salesperson had an “elevator pitch” and could perform it flawlessly at a moment’s notice.
Today, elevators are much faster and attention spans are much shorter, so you’ve got to amp up your pitch. You’ve got to have a 118.
The 118 Pitch is my modern term for the old elevator pitch. It’s based on the fact that 118 seconds is the length of the average elevator ride in New York City. The first 8 seconds are “the hook”—the time you have to get the “lean in” factor, to snag your prospect, to catch their interest.
Those first 8 seconds are the key. In researching the idea I discovered that the length of time the average human can concentrate on something and not lose some focus is as little as 8 seconds. Eight! (It’s true–I found it on the Internet!) Thirty seconds, then, was way too long for getting that lean-in factor for your pitch. You know how you hear something in a conversation and you lean in because you want to hear the rest of it? That’s what you want from your prospect in those first 8 seconds of the 118.
If you accomplish that in those 8 seconds, they’ll give you the next 110 seconds to drive your message home with no bull. It’s not about name dropping. It’s about what’s in it for the recipient of your pitch.
Your 118 must:
•Grab the attention of your prospect
•Convey who you are
•Describe what your business offers
•Explain the promises you will deliver on
You need speed and immediate relevance. A compelling, attention-grabbing 118 tells who you are, the value of what you do and sells that to anyone, internally and externally. Used correctly, it helps your business grow bigger. Your 118 should also describe the thing that separates you from everyone else that sells the same thing. I don’t care what businesses you are in or what other services you offer; tell me how you are different, your story and how that story connects to your prospect.
Leaders need to get away from bland pronouncements that say, “We do this” and focus on “what we do for you.” You’re supposed to understand not just what you’re selling, but what it offers to your prospect.
For good executives, it’s second nature to show appreciation toward clients and staff. But often, we overlook less obvious people who have made a difference in our professional lives. The other day, I was talking with a client about his growth plans for 2012 — which, he knew, would depend heavily on word-of-mouth. He wanted to strategize about cultivating new referral sources — but in the process, I realized a major chunk of his existing business was the result of one woman. A look of panic crossed his face: “I guess I’d better thank her.” Sending someone business is the highest compliment possible. Don’t throw away their goodwill by forgetting to acknowledge that trust. I have colleagues who — years later — seethe about people they helped who never acknowledged it.
Mentors are another category you might risk forgetting to thank. After all, you may only meet with them a few times a year — but it can be the most valuable time you spend. If you’re lucky enough to have a senior colleague who’s willing to offer you advice, watch your back, or trumpet your achievements, treat them like gold.
Also, think about people who helped you in the past. It may seem random to get back in touch with someone you haven’t talked to in years — but almost always, they’ll be delighted to hear from you. One friend wrote a thank you letter to a college professor, long after she’d graduated. He was touched she remembered — and in subsequent years, she won several prizes from organizations connected to him.
Finally, don’t forget the people around the people in power. It’s easy to heap praise on the kahuna and forget the people who make his efforts possible. I know someone who was feted by a New York magnate. She was sure to thank him immediately — but, months later, regrets not reaching out to his employees who coordinated the event. Often, they’re the power behind the power — so if someone has done you a good turn, it pays to express your gratitude.
Take NetFlix: The costs of inventory logistics, millions of non-technical customers, the Postal Service, and loss from wear and delivery will make profit impossible with a reasonable retail price. Movie-watchers are accustomed to the immediate gratification of browsing and selecting. People will copy movies, pissing off suppliers. Blockbuster will duplicate the model and undercut the price, combining the convenience of home delivery with the equally convenient option of store browsing and returns.
Terrible idea that could never work. Except that now Blockbuster (who did copy it) is bankrupt and NetFlix turned a profit of $60m last quarter, which is more than Blockbuster was doing in its heyday.
I suppose if your goal in life is to be right, you should bet against every startup, certainly against any novel ideas. You’ll be right much more often than wrong.Congratulations. You’re right, and utterly useless.
The goal of the entrepreneur is not to be “right.”
It’s to construct with humility. To listen and talk simultaneously. To infect customers and employees with your peculiar disease. To live to fight another day. To acknowledge being wrong before the fault turns fatal.
To realize that even if a particular venture is a “failure,” it never is.I’ve never met a “failed” entrepreneur who doesn’t proudly declare they’re better off now: developed skills they never thought possible, learned what makes them excited to get up in the morning, came face-to-face with their fundamental limitations, and now more confident than ever in what they’re capable of, regardless of the future shape of their career.
The Lean Startup movement also values learning and experience over “being right,” specifically casting this concept as “running experiments.” And the great Francis Crick (Nobel-winner for discovery of DNA) posthumously agrees with that analogy:
“The dangerous man is the one who has only one idea, because then he’ll fight and die for it. The way real science goes is that you come up with lots of ideas, and most of them will be wrong.”
Real science is mostly being wrong, but staying vigilant and honest enough to continue being wrong until you’re not wrong. So it is with dating. Or startups.