From one piece The playbook for building high talent density teams | Adam Ward, Head of Talent at Cursor 30 beliefs, in the piece's order there
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Their words
my warm take is like every recruiter should be a talent engineer.
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recruiters are excellent at 90 to 110% capacity and are terrible outside of that.
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they try to collapse this into one role, and generally that's a mistake.
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Their words
I don't think you can have a 10X person on a bad team. It just like doesn't exist.
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korrents.com
Truly strategic recruiters seem to be in short supply because recruiting has been made somewhat transactional.Their words
I feel like there's a supply and demand crisis around really strategic recruiters because of the somewhat transactional nature we've made recruiting over time.
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Their words
It's actually execution. And execution comes down to having the right talent at the right time.
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korrents.com
Closing a candidate is a team sport.Their words
closing is a team sport.
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it does feel like the unit of measure that matters the most is the most fixed and finite, which is time.
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when you think about your offer and if you're negotiating, it has to just fit a line of logic.
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I fundamentally believe there are right people for right companies at the right time.
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korrents.com
Chasing the highest offer tends to leave people unexcited about their work within six months.Their words
And I think what you realize six months in is like that just becomes your new level of like comp expect you know, comp life. But you're you're not excited about the people you work with or the work you're doing.
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Their words
the goal is to not be selling at the close. We're we're we're trying to sell throughout.
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for a lot of companies, it's hard to think of a better way than you know, doing side-by-side real work to get those signals.
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korrents.com
Work samples predict success best, yet most companies still rely on across-the-table interviews.Their words
research has shown that work samples are the highest predictor of success at a company. But yet most companies are still spending a lot of time doing one-to-one across the table assessments.
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Having a meal with someone is one of the most human and leveling things that you can do.
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korrents.com
The most important interview is the hiring manager's first conversation, not the on-site.Their words
we put so much energy to the onsite interview, which I totally get, but honestly the most important one is that hiring manager first conversation.
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korrents.com
Caring for candidates more than anyone else does is an unfair advantage any recruiting team has.Their words
the more that we can care for our candidates and demonstrate that, I think it's an unfair advantage and it's in all of us.
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once someone's ignored one thing, it's much easier for them to ignore the second and third.
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korrents.com
Recruiters should be a confidence engine for hiring managers, not the ones making hiring decisions.Their words
the recruiters goal is really about helping provide confidence to that hiring manager to make the right decision. They're a confidence engine. They're not a decision-making engine.
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korrents.com
If talent is a founder's top priority, no effort, resourcing or time should stand in the way of it.Their words
if if talent is number one, then there should be no obstacles to in terms of effort or resourcing uh or time put in to get there cuz that is paramount to your success.
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korrents.com
Mining employees' networks in repeated one-on-one sessions beats automating it with an AI tool.Their words
You could you could automate that. You could use an AI tool and have some fit walk them through a facilitation of it, but nothing beats you and I sitting down every other week for 6 weeks and diving into people.
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The very best systems thinkers take these things and put them into like very small tactics
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That is the worst question you can ask. The best The better question to ask is, "Hey, Lenny, of all the product engineers you worked with, who stands out to you as the person who's most collaborative with designers?
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korrents.com
A company should define what great looks like for its own role rather than borrow another company's definition.Their words
you you owe it to yourself to kind of identify what does great look like for you and who's going to be successful in this role in this product versus what was successful for someone else
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if you think about going after the 1%, the most important step is getting really clear on what 1% means to you.
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I think this connectedness to sales has been somewhat detrimental to companies as they think about doing this in a more strategic way.
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korrents.com
Funnel-style recruiting weeds people out at each stage and ends up hiring whoever remains.Their words
the way we all recruit is we kind of weed people out at each stage and we hire the remainder. So, this remainder hiring is the output of the funnel of doom.
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korrents.com
The candidates who reply to cold outreach are not the top 20 percent, just the ones caught on a bad day.Their words
20% of those will reply. By definition that is not the top 20% that is just the 20 people who you caught on a bad day for them.
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I think maybe the thing that is waning, I would say, is like the specialized technical person.
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I really believe we're in this like moment where there's this like resettlement of talent and labor and how work gets done.