Eric Lefkofsky Quotes

I see many founders waste too much time trying to work their networks and/or ultimately settle for mediocre but available candidates. You will definitely have to interview hard for cultural fit, but the best talent isn't cheap.

I think proximity in recruiting matters the most.

I raised the standards on recruiting.

NBC Universal has created a role called 'talent branding specialist' - a marketer whose job is essentially to put the company on the radars of the most sought-after candidates.

I heavily overinvest in recruiting. I have an understanding with certain search firms that if you find someone great, don't wait until there's a job opening - send him to me.

Whenever someone leaves, the next person that gets pulled in is somebody with similar values.

We hired extremely slowly at the beginning. It took us a year to get to four people. It's hard to hire as a very small company, and we wanted to make sure we found people who cared a lot about what Stripe was doing.

It's not a very high failure rate if you choose people that you really like the sound of.

One thing that founders always underestimate is how hard it is to recruit.

I've always been really internally focused. I tend to focus on hiring - ensuring that every person we hire is both a really good fit and really good - and also that everything we put out to our users is very high-quality.

When choosing between two similar applicants, hiring managers are increasingly turning to social media outlets to supplement information they are unable to glean from applications or interviews.

We are being super selective on who we bring in and really just trying to hire the very best.

LinkedIn is increasingly becoming a very strong place for companies to develop their talent plans, their recruitment plans, and so there are ways in which we can track some of the momentum there.

If we go in the Middle East, and we start to recruit there, and we see that all of a sudden there's this massive interest, there's massive depth of people that we feel have the ability to succeed, then we would go there first - or quicker.

You go for the best talent available, wherever it is. You fish it out. That's how I've scouted all my career. Doesn't matter where it is - international, domestic, college, anywhere.

Rightly or wrongly, for better or worse, valuation is a very important tool for recruiting - particularly in the markets for software engineering, where the market is really tight.

Recruiting is tough because you have to stay in the battle. You've got so many guys that are going after a certain amount of kids.

We have to hire, retain, and develop the best staff.

The number one thing in recruiting in terms of making it a great job is players in your own area.

Our hiring is almost completely built around just going through someone's life story, and we look for moments when they had to make important decisions, and we go deep on those.

The Cantor reputation is one we get from clients and those we hire.

AirBnB spent 5 months interviewing their first employee, before they hired someone and in their first year, they only hired 2 people.

HR should be every company's killer app. What could possibly be more important than who gets hired?

I always have an idea before we even start the movie because if you hire the wrong person, within a couple of days you're going to know that and you're going to be really panicked.

... how much time you should be spending on hiring? The answer is 0 or 25 percent.