Ladies and for all, I'm Kawai, Representative Director of ReBoost Co., Ltd.
This time, as the title says, I would like to talk about "how to involve the best human resources necessary for startups".
What are the best people in startups?
What kind of people are the "best people you need"?
For example, "executives who promote the growth of the company together", "those who can work with a high level of expertise", "sales that can create large sales / engineers who lead the creation of advanced products", etc. may be various.
そして、こうした人材も会社のフェーズに応じて、その発揮していただきたい成果が変わってきます。
特に、「経営幹部」は取締役やCxOと言った会社にとって非常に重要かつ、基幹ポジションになるため、その定義や採用の手法も様々となります。
Many entrepreneurs asked, "What kind of human resources are suitable as executives in the first place?" "Under what conditions will such people choose the offer?" We will have a lot of consultations. I would like to tell you about that area.
In the context of the above executives, it will be the media of other companies, but I have also contributed on the theme of "executives that startup founders should look for", so please take a look at it when you are available.
優秀な人材に共通すること
In particular, in recruiting activities, we will make "executives" who lead to the rapid growth of the company as excellent human resources here.
When you think about it, this "executive" has elements in common in any phase or position.
I think that it is the following eight main.
- Understand financial statements and understand the structure of your business model
- In view of the time axis in company management, it is possible to set issues for what is expected.
- Defines the elements your business needs to stay competitive
- Design organizations necessary for business promotion and recruit necessary human resources from outside
- Has a high level of expertise and integrity, and can lead the company
- Be able to lead the organization by disseminating vision and value together with management
- Excellent networking capabilities and good relationships with all external takeholders
- The ability to make decisions and promote them even in ambiguous environments, and the ability to learn and absorb
Of course, in addition to the above, there are also needs for "leadership" and "development of human resources", but among the many executives who have seen it, it is especially common among those who feel excellent.
What strengths and commonalities do your company's executives have in common?
Once again, it is recommended that you try to disassemble the human resources that you feel are "excellent" even in your business competition and other industries.
Only after such a process will you set up your company as a "starting line that allows you to hire excellent executives from the outside."
So how do you adopt it? Let me tell you about it in a future series.
- Good "executives" have elements in common in any phase or position
- Establish a "start line to hire excellent executives from the outside" only after decomposing elements of excellent human resources