How to Avoid Alienating Non-Product Teammates in Your Product-led Company


This post is by Jeff Diana from Openview Labs


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One of the hidden challenges faced by product-led organizations is a tendency to focus so much on product that other functional areas end up feeling less appreciated. This can lead not only to dissatisfaction, unmotivated teams and reduced efficiency, but can also interfere with a company’s ability to retain top talent. It’s understandable how product-led companies find themselves operating in a distinctly unbalanced way that favors product teams to the detriment of other areas such as sales, marketing and even customer success. Many such organizations are led by founders and CEOs who started out as engineers and who naturally have a more product-centric approach to building and growing a company. Often, it doesn’t even occur to them that there’s any kind of imbalance because the lens through which they view the market is all product all the time. Even in such instances, there are steps you can take to help
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How AI Has Impacted the Hiring Process


This post is by Guest Author from Openview Labs


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Artificial intelligence, or AI, is a technological breakthrough with potential applications for nearly every industry. The proliferation of AI-powered tools, software systems, and devices is also dramatically transforming the way that recruiters source top talent. Recruiting technology can bring fresh hiring strategies to life. Modern tools hold the key to tackling areas of recruiting that have historically presented obstacles. Savvy recruiters now look to leverage these tools, not only to tackle challenges like unconscious bias and employer ghosting, but also to create avenues for better decision making.

Reduce unconscious bias

Diversity in hiring has become a priority for inclusivity-conscious companies. The concept of unconscious bias — learned behaviors and reinforced stereotypes that can unintentionally influence behavior — has been a barrier to entry for many people in the past. Experts believe AI-powered tools have the potential to drastically reduce unconscious bias on the part of recruiters. According to CIO, if
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Applicant Tracking System (ATS): Which One is Right for Your Business?


This post is by Amanda Walker from Openview Labs


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Scaling and hiring are the top concerns we hear from both our portfolio leaders and the broader tech community. Hiring can be daunting in a rapidly growing startup. Who do you need to hire now to continue to scale the business? Who fits the right background for the job? Each hire is crucial to get right in the early days of the organization. So how do you properly keep track of hiring without completely reinventing the wheel? It’s all amount implementing an Applicant Tracking System (ATS). An ATS can be used as a centralized platform to keep track of applicants throughout the hiring process. To dive into best practices, I spoke with Jenny Shedd, a Recruiting and Talent Strategy Consultant, who guides startups on ATS buy-in from senior leadership and implementation. I first met Jenny when she was consulting with JumpCloud’s talent team on this exact topic.

When to
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Building a Better SaaS Company: 3 Non-technical Assets for Success


This post is by Wendy Schott from Openview Labs


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If you asked most people to name the top three attributes of a successful SaaS company, they would probably include things like a killer product, strong technical expertise and a solid product-market fit. While all those are without question key elements of SaaS success, they are only a few pieces in a complex puzzle. There are many pivotal, structural and operational attributes that people tend to overlook. I am a self-proclaimed tech geek who loves the hands-on side of developing software products, and also someone who likes to use both sides of her brain. At Abstract, where I am the CRO, I have the chance to do just that. Our small-but-passionate company has taken on the daunting task of redesigning the design workflow process. Our common infrastructure supports today’s design workflow, solves the universal problem of version control, and makes the design process more accessible across all the functional teams
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Foosball Won’t Solve Your Talent Problem


This post is by Scott Maxwell from Openview Labs


Click here to view on the original site: Original Post




Startups like to think of themselves as agile innovators, but when it comes to talent acquisition, most indulge in lazy thinking. Even in 2018, many seem to believe that perks like foosball tables, ping pong, kegs, scooters and canisters of cereal will lure talented techies. Startups routinely waste opportunities to use their websites and social feeds as recruitment vehicles. This is the wrong time to take a cavalier approach to recruiting. A recent KPMG/Harvey Nash survey found 65% of tech leaders said hiring challenges are hurting the industry. Some sectors are hurting more than others; if you have the skills to do serious AI research, you’re one of just 10,000 people in the world who have that level of expertise. Convincing such talent to take a flyer on your company instead of a well-heeled competitor is a tall order. Startups need to spend more time thinking of how to market themselves
Continue reading "Foosball Won’t Solve Your Talent Problem"

Foosball Won’t Solve Your Talent Problem


This post is by Scott Maxwell from Openview Labs


Click here to view on the original site: Original Post




Startups like to think of themselves as agile innovators, but when it comes to talent acquisition, most indulge in lazy thinking. Even in 2018, many seem to believe that perks like foosball tables, ping pong, kegs, scooters and canisters of cereal will lure talented techies. Startups routinely waste opportunities to use their websites and social feeds as recruitment vehicles. This is the wrong time to take a cavalier approach to recruiting. A recent KPMG/Harvey Nash survey found 65% of tech leaders said hiring challenges are hurting the industry. Some sectors are hurting more than others; if you have the skills to do serious AI research, you’re one of just 10,000 people in the world who have that level of expertise. Convincing such talent to take a flyer on your company instead of a well-heeled competitor is a tall order. Startups need to spend more time thinking of how to market themselves
Continue reading "Foosball Won’t Solve Your Talent Problem"

The Top 12 People Leaders You Should Know (And Their Predictions for 2019)


This post is by Ellie D'Amelio from Openview Labs


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It’s clear that companies who are successfully scaling not only have the right business models in place, but also have strong People leaders driving the organization forward. They’re often the backbone of the company – an equal mix strategic, empathetic, tactical and inventive. We spoke to 12 top People leaders who embody these characteristics, and as a result, have fostered dynamic work environments during periods of high-growth. What do they expect for HR and talent in the coming year and how can you incorporate that into your people strategy? Read on for their predictions and insights on what’s to come in 2019.

Helen Russell
Chief People Officer, Atlassian

“2019 absolutely remains a candidate’s market and the already limited candidate pool is becoming even more discerning about the types of organizations they want to be a part of. As the best talent has a high moral compass and motivated by intrinsic

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The Incumbents Digital Dilemma: Why Digital Disruption Demands New Skills in the Boardroom


This post is by Anita Sands from Openview Labs


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Editor’s Note: This article first appeared on LinkedIn here Competing in a digital world requires companies to recognize a simple fact: we are rapidly moving from an era where systems support humans to one where humans will support systems. No company is immune from the inevitable disruption that digital technology is bringing. Forget about software “eating the enterprise.” Software is fast becoming the enterprise. The pace and scale at which this change is happening is mind-boggling and unprecedented. Whether we like it or not, the foregone conclusion for directors is that we are now all in the technology business. Not only have the ways in which customers purchase products, consume services, and interact with organizations shifted (although they have, radically), but human expectations have also altered irrevocably. Consumers now expect their experiences be seamless and their products intuitive and customized. The demand for everything to be mobile, transparent,
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Diversity in Tech: How can the innovators crack this code?


This post is by Anita Sands from Openview Labs


Click here to view on the original site: Original Post




Editor’s Note: This article first appeared on LinkedIn here A few months ago, I spoke about culture and microbehaviors at a tech company’s conference in San Francisco. To illustrate what “microbehaviors” are and how they can cause a feeling of exclusion, I described the difficulty I often have as an Irish person—unschooled in American sports—contending with the baseball metaphors my colleagues use all the time. As I relayed my frustration, the audience started to giggle. Since the group included plenty of non-Americans, I assumed I had touched on a common experience. However, as the laughter continued, I glanced over to the side of the stage and noticed the CEO blushing. Unbeknownst to me, his big kick-off speech right before my session had been full of “hit it out of the park” and “swing for the fences” baseball sayings to rally his employees now that their company was “playing in
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How to Hire at a Product Led Company


This post is by Amanda Walker from Openview Labs


Click here to view on the original site: Original Post




Product led growth is behind the rise of some of the largest SaaS companies including Slack, Expensify and Dropbox. To learn more about not only this go-to-market strategy, but how to hire for product roles at a product-first company, I spoke with Jack Shay, VP of Product at Pipefy. Below, some key takeaways from our discussion. The following has been edited and condensed for clarity. Amanda Walker: What is the role of product growth? Jack Shay: At the basic level a product owner should always be thinking about growing their product. The growth role just puts extra emphasis on being more of a cross-functional leader who can communicate how to think about ways the product grows the company. He/she thinks about how to engage other functions and teams about the philosophy of product helping to support growth all day every day across the business. It requires perhaps a bit more
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