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"It's going to be challenging; it's going to be intense. That's what working in an SME or startup is about, it's part of the experience. But you need to find the people that will enjoy [the experience], thrive in that environment, and who will go on that journey with you," one leader shared.
SMEs play a vital role in driving economic growth and innovation. However, building a high-performing team can be a key differentiator.
With that in mind, at a panel discussion back in November, held at a launch event for Instarem's latest report, HRO posed a question to the panellists: What are some practices that have worked for you as an SME, when it comes to selecting the right talent — be it physically or remotely?
The overall responses reaffirmed the importance of alignment with values, why recommendations prove useful, how "scaring" interviewees could give you better insights, and lastly, how understanding towards adversity can make a talent stand out.
Read on for what the panellists have explained:
Alignment with values
Liru Chan, SMB Leader, formerly Visa, PayPal and Google shared: "For me, the first thing [I look at] would be values: if it's a 'roll-up-your-sleeves' company culture, or if it's a company culture where speed to market is really important, does this person resonate with them?"
She added that often, when working as an SME, there is so much opportunity to stretch and take on different jobs.
"Something I look for also while hiring in an SME is, whether this person can be stretched, and if they are willing to."
Chan mentioned talked about hiring through your network, as she believes this approach provides valuable insights into a candidate's character through trusted recommendations.
"I know there is a level of biasness to that as well, but I find it really effective to hire people through my network because you can get a sense of that person, and they are highly recommended from people that you trust as well. You would know whether it might work out."
Ask for recommendations
Yogesh Sangle, Global Head, Instarem emphasised that beyond values, it is essential to take into consideration building diversity.
On top of that, he shared, it is imperative to ask people for recommendations and look for those who are entrepreneurial themselves.
"It just helps, if you are running a small business, to have people who can stretch, and not people who are more [about the] nine-to-five. They can have that flexibility and their hours, but be able to stretch when needed, and that's really, really important."
"It's also easier to hire people that someone recommends, because in an interview, there's only so much you can know about a person, but if someone's worked with someone, it just makes your life easier because they will tell you the positives and the concerns that you need to work on."
'Scare them' at the interview
Stephanie Choo, Founder of EDEN + ELIE, shared an unexpected insight into her hiring process. She observed that she had greater success when she adopted a less enthusiastic, perhaps even slightly intimidating, approach during interviews.
She realised that her initial attempts to "sell" the company and overly emphasise the exciting opportunities were sometimes counterproductive. By presenting a slightly more challenging outlook, she found that candidates remained engaged and interested in the role.
"I try to be very honest. You're not going to get my time if you can't self-direct. 'If Google can answer your question, ask Google. Don't ask me, because I don't have time' — I will tell them this straight to the face."
In addition to this, Choo shares another tactic during her interviews: asking questions that candidates need to answer on the spot.
"Now (with) AI, who knows who wrote the cover letter. Are their portfolios really their work? You don't know.
"I always ask them a question that they have to solve on the spot. If they can't think, then you know where [these] people are at."
Understanding towards adversity
Hugo Mas, Sales Leader, APAC - SMB, Deel told us: "One thing that I found helpful in hiring for startups was finding people that can take adversity and that have gone through challenges, that have had some success but also some failure. And [these people] pick themselves up and kept pushing."
He added that he, personally, places a strong emphasis on understanding the interviewees' personal experiences, enquiring about their upbringing, hobbies, achievements, and even their biggest failures.
"When you work in an SME, it's not going to be easy every day, it's going to be challenging. Nobody is not going to tap you on the back and say, 'Everything is great.' No, that's not how it goes."It's going to be challenging; it's going to be intense. That's what working in an SME or startup is about, it's part of the experience. But you need to find the people that will enjoy [the experience], thrive in that environment, and who will go on that journey with you."
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