Hiring is never easy. Hiring for startups is usually painful.
There is nothing more important than a core team that can launch off the runway. Every minute and every penny is insanely critical. But that same impulse drives many entrepreneurs to insist that the team has to be closely monitored in a shared space.
In all cases, what matters most are recruitment processes and hiring procedures that produce motivated teams who don't require supervision to perform well. Scroll down to learn about this proven framework which delivers just that.
Because remote work enables any company to hire talent from virtually anywhere, compensation can vary quite a bit.
It’s not uncommon to find full-stack engineers working for remote startups in Latin America for salaries in the low $30K and even below $20K/year. While these salary ranges are incomprehensible for some markets, particularly in the US and some Western European countries, they're actually comfortable wages in developing countries. In Colombia, for example, being part of the top 2% only requires a yearly household income of $36,000 USD.
On the other side of the spectrum, some startups in more established markets are comfortable offering remote-friendly compensation plans at US economic standards, with some engineering positions hitting 5+ figures.
At Torre, we advocate for salary transparency and compensation standards. We analyzed over 2,500 job postings and came up with a handy tool to figure out what you should be offering your remote employees at Remoter Salaries, which will be coming soon.
The usual positions offered in start-ups are generally well-defined.
To help you define your role(s) and job description(s), we’ve prepared some templates for the most popular remote jobs. They are based on analyzing thousands of job postings and our own experience of recruiting hundreds of employees for our companies.
By going remote, you open your company to a larger pool of talent. It increases the chances of getting very relevant candidates, but also requires broadening the scope of your search and could demand significant resources.
Here are some of the tools/tactics we’ve experimented with to get the best candidates.
Managing applicants is not an easy task.
Larger startups and corporations usually leverage ATS (Applicant Tracking Systems) to keep track of volume and process. Although you won’t likely manage dozens of openings as a brand new start-up, the problem of reviewing hundreds of applicants and following the process with them will persist, even for a couple of hires.
Some of my startup friends limit their “automation” to drive spreadsheets or AirTables with filters and rules. Larger organizations go as far as using complex emails, forms, and/or test automation to filter out candidates automatically.
In our case, we’ve built our own little ATS with Trello-like functionality, and optimized it for remote talent. I’ll go through some of that later in this post.
When interviewing candidates for a remote position, here are some things to consider:
Here’s a detailed step by step guide on how we were able to create an opening, get candidates, review and filter them, have interviews with 6 members of the team, perform technical and psychometric testing and finally, have a team-wide meeting to decide on the 4 chosen candidates.
We used our software engineer template to create our own opening in Torre Post.
Our operations team distributed the opportunity using:
These efforts generated about 800 applicants, which where then filtered using Alex’s own criteria down to 200 relevant Bios.
Bios were ranked by relevance. Alex used Torre Messenger to ask questions to candidates. He deployed questions by the order of priority given by Torre's candidate ranking system.
Alex could open or close the candidate faucet and work on as many or as few candidates as per his bandwidth. He ended up reviewing the top 50 candidates and sending them questions.
Given his time and availability, he worked on the first 30 candidates who's answers passed his own filters and interviewed 20 of them.
All candidates performed technical tests with our architect and tech lead, and psychometric tests with our operations coordinator.
Based on his 20 interviews, he made a filter and had 10 of them interviewed by some of our founding team members:
3-4 candidates were interviewed daily. A conclusion was made during the team's final huddle.
An initial offer of a 3-month probation period commenced. To date, all initial consultants have become full-time team members after passing this period.