Every founder reaches a point when there no longer seems to be enough time. Hiring someone may be the next step, or you may first need to organise the work and clarify responsibilities. A better decision starts with understanding the role that will add value.
Describing the pressure does not define the role
Saying “I need someone to help me with everything” does not explain the expected result or the capabilities required. Identify the recurring work, the decisions that come with it, the information needed and what should improve once the role is added.
Connect the role to the institution
Every function receives something and passes something on. Clarify its relationship with sales, operations, finance or the customer, as appropriate. These connections help ensure that hiring does more than add another person to an existing communication problem.
Understand fit and development needs
Someone may meet some requirements of the role and need development in others. The Job Bar methodology helps build an understanding of capabilities and fit in relation to responsibilities, with results interpreted in the context of the work and actual expectations.
Set a performance standard
A measure should relate to an outcome the person can influence. Agree on what will be measured, when it will be reviewed and which resources and authority will be available. Follow-up can then focus on the work instead of relying on general impressions.
Start with a small role map
Twindix support helps you understand roles, competencies, outcomes and the relationships between them. The map can begin with a few roles that suit your hackathon team, then develop as the institution grows.
Human Capital & Organizational Development
Can you describe the result a new hire will deliver before choosing their job title?
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