Startup 101: How to Hire

There’s an adage in business: hire slow, fire fast. But what does it really mean to hire slow?

Hiring slow isn’t about dragging your feet; it’s about taking the time to understand who someone truly is before bringing them into your business. As tempting as it may be to quickly fill a position, especially when you're feeling the pressure, rushing into a hire can have serious consequences.

When you're building a strong company culture, a single bad hire can do immense damage in a matter of weeks, if not days. And cleaning up those repercussions will take far longer than it would have to hire right in the first place.

But how do you ensure that you’re hiring the right person? It’s all about assessing two factors: skills fit and cultural fit. The latter is often underplayed in the hiring process, but in my experience, it’s crucial. Skills can be taught, but culture? That’s in the bones. And it’s essential to your company’s long-term success. Here’s how you can get it right.

Step 1: Write a Clear and Honest Job Description

It all starts with the job description. This is the foundation of your hiring process and should set clear expectations for both you and the candidate. Before you start writing, ask yourself: Who is the ideal person for this role? Who do I need on my team to reach the company's strategic goals?

Job Description:

1. Start with a compelling company introduction. Share your values and the kind of work environment you foster. Be upfront about what you're looking for and the type of candidate who would thrive in that culture. This isn't just a formality—it’s your first step in filtering out those who might not be the right fit. If someone reads your job description and doesn't apply because they don't like the vibe, GREAT! One less resume you have to review and one less interview you need to conduct. That candidate has self-selected out. Also, be specific about the hours, the location (remote or in-office), and anything else that could be a dealbreaker early on in the job description. The goal is to avoid wasting anyone’s time.

   
   

2. Clearly list the tasks and responsibilities of the role. This ensures that you and the candidate are on the same page. Each item should answer the prompt: "I trust you to..."

   
   

   For Example, if I was running a coffee shop and hiring a cashier, I want to trust my new employee to arrive punctually, cheerfully greet each customer, take orders accurately, learn how to use the POS and resolve any technical issues that come up, make change, and resolve issues with customer orders. My list for Barista Responsibilities is easily written:

   1. Arrive on-time and ready to work

   2. Cheerfully greet each customer and make them feel welcome

   3. Enter orders with 100% accuracy into the POS system by repeating the order back every time

   4. Learn to use POS system with fluency to resolve technical issues

   5. Return proper change to customers

   6. Resolve customer issues with grace and kindness

      
      

3. List the Compensation and Benefits. If they have made it this far into the job description, the candidate is probably wondering if the job is worth their time, let them know what they get in exchange for working for you.

   
   

4. Finally, outline the Requirements and Physical / Environmental Demands of the job. Whether it’s technical abilities or soft skills, be specific about what’s needed for the role (years of experience, education). Then, clearly outline any physical or environmental conditions the candidate should be aware of, like lifting requirements, excessive standing or sitting, etc. This is essential to layout upfront so candidates with disabilities can request accommodations if needed, and employers can deny candidates if they cannot fulfill an essential function of the role.

A job description isn't just a checklist for candidates; it's a chance to set expectations and weed out people who might not be the best fit. If the job description is written well enough, it can serve as the performance evaluation template through onboarding.

Step 2: Use Your Current Team for Referrals—But Follow Protocol

Your team can be a valuable resource for finding new hires. But just because someone is referred by an existing employee doesn’t mean you should skip the usual hiring process. It’s easy to fall into the trap of hiring someone because they’re a “friend of a friend,” but that doesn’t guarantee cultural fit or skills alignment.

Make sure to have them submit a resume, screen them, and take them through the full interview process. Ask yourself: How well do they know the person who recommended them? Are they related or in a close relationship? How would the recommender’s role affect their working dynamic? Keep in mind, though, that while referrals can work out wonderfully, they also come with potential risks that need to be assessed.

And always remember—don't just ask anyone for a referral. Go to your best employees, the ones who really embody your company culture, for their input. This helps ensure you’re bringing in people who align with the values you want to cultivate.

Step 3: Ask the Right Questions in Interviews

When it comes to interviews, it’s not just about whether someone has the skills to do the job. It’s just as important to assess whether they will fit well within your company’s culture.

This is where core values come into play.

Cultural fit is often intangible—it’s a gut feeling you get from their answers, demeanor, and how they resonate with your values. That’s why it’s so important to have a structured process to assess it. Random interview questions will get you random hires. Interview questions based on core values will pointedly select those who fit the culture you want to foster.

For example, if one of your core values is teamwork, ask the candidate, “Tell me about a time you worked on a team and the role you played.” If customer service excellence is a core value, ask, “Tell me about a time you went above and beyond for a customer.”

These questions help you gauge whether the candidate’s values align with the company’s. For each of your core values, develop specific questions, score the responses consistently, and be honest with yourself about whether the candidate demonstrated that value. If someone can’t show that they share your values, it’s a red flag.

Step 4: Don’t Settle for One Interview—Test the Fit

Hiring isn’t just about one conversation. To truly get a sense of whether someone is the right fit, it’s important to have multiple touch-points. Start with a screening interview to determine whether there are any immediate deal-breakers, then follow up with a more in-depth conversation with another team member to get a second perspective.

In addition, consider giving the candidate a trial day on the job. This gives you both a real-world sense of how they’ll interact with the team, and how they’ll handle the work in action. It’s crucial for them to see the job firsthand and experience the culture as it really is.

Hire the Right Fit, Not Just the Right Skillset

At the end of the day, hiring should be about finding someone who will thrive in your culture and excel at the role. Yes, skills are important—but cultural fit is what will sustain success in the long run. Taking the time to vet a candidate against your core values, test them in real-world scenarios, and ensure alignment with your business will ultimately lead to a stronger team and a stronger company.

So, hire slow. Take the time to get it right. Create a thoughtful, values-driven hiring process that reflects who you are and what your company stands for. By focusing on both skills fit and cultural fit, you’ll build a team that will support your business growth—and maybe even surpass your expectations.