Software & technology
SADDLE BROOK, N.J., Aug. 7, 2012 /PRNewswire/ – StartupValley is the future of technology-based startups. The site is an online, equity crowdfunding portal established as a result of the Jumpstart Our Business Startups Act, or the JOBS Act. Similar to the thousands of technology startups in Silicon Valley, StartupValley is home to businesses and startups in the technology and internet fields. The site is currently in Beta while the JOBS Act regulations are finalized by the SEC, but allows for preregistration. Once the rules and regulations are published in early 2013, StartupValley will be a fully functioning platform for entrepreneurs and businesses to raise capital in the most pervasive, advantageous way.
For the first time in history, entrepreneurs can build capital without the support of accredited investors. The “crowd” present in equity crowdfunding provides startups with the ability to raise capital from non-accredited investors in exchange for an equity ownership in their company.
As the entrepreneur of his own multi-million dollar business, Daryl H. Bryant founded StartupValley with entrepreneurs in mind:
“As an entrepreneur I know that it’s nearly impossible for a startup or business to secure the capital they need. This is one of the main reasons many businesses don’t succeed in this country.”
We’re delighted to announce we’re holding our second bi-annual Job fair this September in London
One of today’s press releases that stood out from the pack: Ovation Technologies launched Ovation, a mobile and cloud-based social recruiting application designed specifically for the needs of small- and medium-size businesses. Available in the Google apps Marketplace, the Apple iTunes Store, and the Google Play Store, the new app is designed to make it easier and more affordable for small businesses to find the best employees anytime, anywhere in an increasingly competitive job market.
Why it’s of interest: Small businesses today are competing for talent with large corporations, but have far fewer resources and can’t afford to make a bad hire. The average cost of a new hire, according a 2011 study by Bersin and Associates, is $3,500, and using an app can save money. This particular one costs $39.95 a month for a subscription, while certain services like background checks are extra.
The service is offered free for the first month, with subscriptions costing $39.95 per month.
Web-based and mobile application software developer Ovation Technologies announced the launch of Ovation, a mobile and cloud-based social recruiting application aimed at small and midsize businesses with limited human resources and recruiting capabilities.
Available through the Google Apps Marketplace, Apple’s iTunes store and the Google Play store, the app connects small businesses to a slew of job boards and social networks, including Craigslist and Indeed, Twitter, LinkedIn, Facebook and Monster.
In addition, the app leverages Google Apps Marketplace with instant sign-on and streamlines scheduling and communication through integration with Gmail, Google calendar and contacts. The free app allows businesses to recruit on the go by passing job opportunities to prospective candidates with QR codes, text messaging and email, and review incoming applications from their phones as they arrive.
Aaron Shapiro is CEO of Huge, a global digital agency based in Brooklyn, and author of Users Not Customers. He has spent more than a decade as a technology entrepreneur, venture capitalist and management consultant.
Jobs in tech are stronger than ever. In 2011, Amazon hired 22,500 people, bringing its workforce up to 56,200, andGoogle hired 8,000 people — more than ever in a single year. The technology sector is booming, and while not all of these jobs require an engineering degree, getting a gig can be harder than getting into an Ivy League school. Competition between businesses is too steep for firms to hire those who aren’t qualified, and demand for these positions is greater than the skills that exist in the marketplace.
Incredible job opportunities exist, if you know how to get them. Yet, college students are still earning educations for jobs that technology will eliminate in the next decade, and people without backgrounds in technology are stuck in unemployment or at the dead-end of a long career, hoping their field will be revived before their luck runs out. But none of these people are actually stuck.
You can transition to the tech world, if you’re willing to put in a little work. Here are six steps that will help you get there.
Many of us have dreamed of launching our own businesses. And metro Phoenix residents hoping to start their own businesses will find there are various resources to help them gain the knowledge they’ll need to launch their ventures.
The Maricopa Community Colleges Small Business Development Center offers two relatively new tools to help budding entrepreneurs or those contemplating starting their own small business.
The first, developed by Hewlett Packard, is called “LIFE — Learning Initiative for Entrepreneurs.” The second program, TechEDge, is a partnership with the city of Chandler.
HP LIFE classes, which are free, began in January, and more will be added as people request them, says SBDC Director Mark Engle.
“People really like the approach,” he says. “It’s not the typical training of a sage on the stage, but more about solving problems, such as getting customers or managing inventory.”
The classes offer five training levels, from hopeful entrepreneurs with an idea to those who’ve been in business and are hitting brick walls, Engle says. The participants use open-source software, typically free and widely available so they can use it after classes end.
Each day I speak with recruiters about Social Media who shares their enthusiasm about using this channel for sourcing. The next question is – how soon they should expect to get profiles and where all they can post the jobs. Social Media is being viewed as a next best thing in recruitment as well as a “magic wand” which will produce profiles from thin air!
There is a definite wave about “Social Recruiting” in the air which needs a proper understanding, strategy and implication rather than blanket usage. It’s imperative that we understand the real power of Social Recruiting with a broader spectrum than just a short sighted approach.
I have compiled a list of what I think the real Social Recruiting is and what it isn’t.
Digital recruiting has certainly come a long way in such a short time. Since the dawn of the computerized job process, quick and simple strides have been made in recruiting that have ultimately produced a major impact on how employers find young talent with the right skills.
Looking for a place to stay, dinner to go, or a car to drive? A new economy is emerging in the Bay Area and around the country with a different, more convenient and often cheaper way to find what you need: sharing.
A wide array of local startups are angling to make a business out of matching those who have with those who need. There’s Airbnb, which helps travelers rent out spare futons or rooms from private parties and has emerged as a popular alternative to hotels. Getaround and RelayRides make it possible to rent cars like “Jimmy’s Toyota” in Mountain View for $8 an hour. When dog owners go on vacation, they can use DogVacay to find a host willing to take Fido into their own home.
The goods and services being bought and sold are familiar, but the way the marketplaces work is brand new. Location-based technology in smartphones often makes it possible to find what you need in your immediate neighborhood. And social media offer reviews from fellow users, creating a community of trust around the transaction.
Since launching around the height of the dot.com bubble of the early 2000s, Wharton’s Business Plan Competition has seen ever increasing diversity in entries from student entrepreneurs. This year, a big theme was IT solutions for business problems, especially in the health care field. Finalists’ plans focused on software to connect hospitals with patients in rural areas, a program to identify patients at high-risk for readmission to a hospital and a professional social networking site for physicians. In non-health care entries, contestants presented ideas related to areas such as online marketing and education.
The BPC has been a popular competition among students at the University of Pennsylvania since it was established 14 years ago. This year, it saw a record level of participation, with more than 150 ideas submitted to the competitive phase — a 30% jump in participation over 2011. During the course of the year, ideas were narrowed down by a broader group of judges until the “great eight” remained to participate in the Venture Finals on April 25.
Presenting their plans before an audience of venture capitalists, business leaders, faculty and students, the eight finalists fielded questions from four judges on aspects of their plans such as revenue models, intellectual property and the competitive landscape. The judges included representatives from Alara Capital, Karlin Asset Management, Compass Partners and Spark Capital.
When you work inside a startup with lots of clever and motivated staff you’re never short of good ideas that you can implement.
It’s tempting to take on new projects, new features, new geographies, new speaking opportunities, whatever. Each one incrementally sounds like a good idea, yet collectively they end up punishing undisciplined teams. I like to counsel that the best teams are often defined by what they choose not to do.
Let me explain.
As a VC I regularly meet with companies and listen to their plans. It’s a very common occurrence that a young startup with sub 20 staff and sub $2m in financing is racing around doing too many things. This level of complexity always worries me. A significant number of the companies I meet with get some form of feedback from me that:
“I’m a bit worried that you’re doing too many THINGS. You run the risk of being a mile wide and an inch deep. It’s hard enough to do X really well and succeed. I’m not sure how you do all these other things and yet I think they may end up being a distraction to X.”
The crowdsourcing site Kickstarter just turned three years old, and the New York Times has a niceprofile that explores how the company has evolved and how its changed the way entrepreneurs, artists, and anyone else with an idea can raise capital online.
Much as the introduction of cheap Web services lowered the barrier to entry for people seeking to create a start-up, and as offshore manufacturing gave entrepreneurs a chance to make products without having to build a factory, Kickstarter offers budding entrepreneurs a way to float ideas and see if there’s a market for them before they trade ownership of their company for money from venture capitalists.
Tapping into the wisdom of the crowd is nothing new. And now that Kickstarter has beaten the path, there are a few similar, and niche-focused, alternatives to Kickstarter. One interesting development to consider, though, when thinking about the online fundraising space, is the Jumpstart Our Business Startups Act, also known as the JOBS Act. As Talking Points Memoreports:
Kickstarter and other crowdfunding websites are also facing something of a watershed moment in the wake of passage of new bipartisan legislation, the JOBS Act, that would specifically allow for private startup companies to solicit investors with stock options offered online, something previously not allowed under Securities and Exchange Commission regulations.
When you’re a corporate business, and you take the big decision to move part of your recruiting, talent attraction and sourcing efforts to social. Most of my work involves working with businesses at this stage. Over the last year I’ve worked with Hard Rock Café, Oracle EMEA and APAC, and most recently the BBC.
Integrating social takes 4 key stages to make things effective, and I’ve picked up a few learning points at each that I want to share with you. The 4 stages are:
- Social places
For the next 4 weeks I’m going to be covering the key considerations in each of these stages, concluding with a webinar (date to be announced), where I will be using case studies from companies who are at different stages of the journey. In this post I will be covering stage 1: Technology.
In last week’s blog, I wrote about Pitney Bowes and internal social networks being a great catalyst for creating greater engagement and communication within the company.
That leads to better teamwork, and retention, since the employer is building stronger relationships. Being the CEO of an HR technology company that builds internal networks for the purpose of engaging employees to recruit via referrals, and the author of Social HR, I have seen great case studies on how companies build winning strategies for internal networks.
It’s best to pilot an internal social network with a sample group of employees to see if it’s a good fit for your culture, like Pitney Bowes did with IdeaNet, before rolling it out to the entire organization. However, you should use a combination of computer savvy and non-computer savvy employees as a test group to attain an informed dataset that measures both ends of the spectrum.
If you get good participation rates and quality ideas coming out of the network, then gradually expand it to more employees. It’s also important to get support from the executive level and, for most large organizations, set an agenda for the network.
On April 17, I attended a presentation, “How to Build a Real Social Recruiting Process,” by Ed Newman, Chief Analyst of Inside TMT. He spoke to an audience of professionals involved in corporate leadership recruitment. This meeting was sponsored by the Recruiting Affinity Group of the Technology Association of Georgia (TAG). I was familiar with social media, but curious what “real social recruiting” was. Here are the highlights of what I learned.
There is a talent war going on, as corporations compete against one another for talent, particularly for managers and leaders. While there has been a plethora of new social media products and services to aid corporate recruiters, the value proposition, “quality of hire,” hasnot been achieved consistently. Why? HR and corporate recruiters have been using social media to identify and contact potential employees but not to initiate and sustain relationships.
Mr. Freeman asserted that HR and corporate recruiters need to adopt “real social recruiting,” defined as long-term scouting for potential future hires, initiated and sustained by social media and complemented by periodic face-to-face contacts, driven by third-party referrals. This allows recruiters to build a long-term relationship with potential hires, evaluating them and confirming the validity of referral recommendations. This is a networking model supported by relationship management with the goal of achieving “quality of hire,” selecting the rightcandidate for the right position in the right company. What do all of these “rights” mean?
First, a potential new hire must fit very well the company’s mission and organizational culture. Second, the potential new hire’s skills, knowledge and goals must match very well the position into which she is being placed. Third, the quality of the match will reduce the likelihood of a quick turnover, that is, the new hire will stay with the firm long enough for the firm to recoup it’s initial investment in hiring and training the new hire. Unfortunately, traditional HR recruitment efforts only yield a 50% success rate at this matching process. This is very costly for US firms.
The recruiting ecosystem is changing, led by professional social networks like LinkedIn and Viadeo and companies like Jobvite and BranchOut, which are building Facebook apps for hiring and career development. This report examines that new ecosystem and how the above and more companies are changing the way businesses find and retain their employees.
Congratulations, you’ve done it! You started with an idea, launched a company, and now your product or service is selling well. It’s time to grow. But as you know, growing a business isn’t simple.
“The media plays up the overnight successes like Instagram,” says Jay Turo, co-founder and CEO of Growthink, “but for the vast majority of entrepreneurs, it is a long, slow, and gradually upward growth process.”
From an HR perspective, in particular, there’s a lot of work to be done, and it’s up to you. I recently connected with Turo and Dan Roitman, Founder and CEO of Stroll–two entrepreneurs who have successfully grown their businesses from scratch–and posed the question: What does it take to grow a company from startup to small business?
Here are five must-haves they identified to take your business to the next level.
1. A Culture that Supports Your Purpose
You need to decide what kind of culture you want your company to have. That depends, somewhat, on what you want your company to look like down the road. Start with the end in mind. For many entrepreneurs on the cusp of growth, it’s still go-go-go (and likely will be for a while). But stop working for a second and reflect on what aspirations you have for your company. According to Roitman, “Your long-term game plan should be supported by a culture that will take you there.”
For Stroll, the goal was to be a high-growth company. “We defined what values people need to embrace to make sure our employees are accelerating the business.”
Since the mid 1990s, Melbourne has experienced significant population and employment growth, and there has been substantial investment in the city’s industries and property market.
So where does that leave start-ups?
There’s no shortage of notable Melbourne start-ups, including daily deals site Catch of the Day and its group buying subsidiary Scoopon, which last year landed an $80 million investment.
Founded by Melbourne brothers Gabby and Hezi Leibovich, Catch of the Day was launched in 2006, while Scoopon launched in 2010.
“The Melbourne start-up scene has improved immensely in the past 18 months, particularly for tech start-ups,” says Andrew Birt, co-founder of Melbourne-based start-up incubator AngelCube.
“A lot of this maturity in Melbourne’s eco-system wouldn’t be possible without people like Guy King and Bevan Clark [RetailMeNot], Lorenzo Grollo [Grollo Foundation], Mark Harbottle [99designs], Tony Glenning [Starfish Ventures], Simon Baker [Future Capital], Adrian Stone [AngelCube], as well as others.”
“The more successful entrepreneurs who decide to reinvest, mentor and teach the next generation, the stronger chances Melbourne start-ups have in making it on the world stage.”
Birt says Melbourne’s start-up scene also benefits from the work being done at accelerators such as AngelCube.
“Accelerators shine a spotlight on what’s happening in a local start-up community and bring together a diverse group of mentors… We could do with another in Melbourne,” Birt says.
Amir Nisssen, founder of Student Entrepreneurs at Melbourne University, agrees the start-up scene in Melbourne has been “coming of age” in the last 12 to 18 months.
US cloud-based talent management software firm Cornerstone OnDemand has released its Recruiting Cloud product.
I’ve spent the last few weeks trying to recruit friends of mine to come work with me at my super early startup. In doing so I’ve had to educate a lot of my friends on what it’s like to be at a startup, and why you might want to join one. This blog post is a summary of all that advice. Oddly enough, I wrote a similar blog post my senior year of college while interning at Redfin. And since college I joined Cloudera before they were funded and left when the company closed its Series C, or third round of funding. The advice below mostly comes from my experiences at Redfin and Cloudera.
1) Responsibility, accountability, impact: at a startup it’s unavoidable to have lots of responsibility and accountability. There’s no doubt, too, that being at a startup will put you in a position to make a huge impact. If you do amazing work the entire company and all of its customers will benefit from it. And you’ll be loved for it. You’ll get notes from the CEO and other leaders complimenting you on how awesome your work is. On the flip side, if you make a big mistake, the whole company pays for it. But keep in mind that most startup cultures prefer agility and speed to cautiousness. It’s likely that your mistake won’t actually get you in trouble, as long as you were trying to do the right thing.
2) Risk: working at a startup is riskier. The startup likely isn’t profitable, and probably only has at most 12-18 months worth of money in the bank (this is called the startup’s runway). If the company does very well, the CEO will raise more money and extend the runway. You’ll still have a job and each round you’ll get a salary closer and closer to market rate (more about this later). If the startup doesn’t do well, you’ll be out of a job when the startup runs out of money. But you’ll be forewarned if the CEO is transparent — most of them are in earlier stages. A startup is risky because you’re building something from nothing. You’re doing something ridiculously hard because you believe in it and want nothing more than to see it succeed. You’re not failing even when all the odds are against you. You’re the underdog in many ways.
And by the way, if you’re a good engineer you’ll have zero issue finding another job. Zero. Every company in software, big and small, needs more good people. This trend won’t change for a long, long time, either.
Thomas Edison once said that “genius” is 1% inspiration and 99% perspiration. In the world of technology startups, that 99% involves a heck of a lot of coding and wireframing. If you’ve got an idea for a startup, that’s great — but odds are that an idea is all you have. (Well, maybe you have passion and some savings, too.) But you’ll need more than that to bring your idea to life — you’ll need a developer who can transform your vision into an elegant app or website.
If you’re just foraying into the land of entrepreneurship, you may wonder where the to even start looking for such a person. And even if you do find a developer, how will you know the extent of his talent and whether he’s a good fit for you?
Washington: Two young Indian-American entrepreneurs are attempting to make the traditional paper resume a thing of the past by connecting the job seeker and the employer through video resumes.
The Palo Alto Mayor, Yiaway Yeh, and several other top corporate leaders of the city which is known as the heart of the Silicon Valley – lined up last Thursday in its downtown to inaugurate the new office of GetHired.Com, which currently has just 14 employees.
Less than three weeks ago, on January 30, the duo Suki Shah and Naresh Patel announced having raised USD1.75 million in an oversubscribed round of seed funding for their GetHired. Com; which is said to be the most comprehensive video-based social recruiting platform and job board.
Shah argues that GetHired.com is the first job board to embed video capabilities directly into its social recruiting platform so that job seekers can record and submit personal, dynamic responses to an employer’s most pressing pre-screening questions at the start of the hiring process.