This anecdote is a part of a series from the People Matters June cover: Travails of Team building. The story focuses on learning the first principles of attracting and enabling the core team from entrepreneurs. Read it in two parts Travails of team building: Learning from startups and Travails of team building: Enabling, not retaining.
It really is about hiring people vs. hiring the right people. During recruitment, sometimes we end up focusing on getting numbers and do not pay attention to whether we are hiring the right people. We fall into the pressure of business needs. At BookMyShow, we concentrate on hiring the right talent, most suited for the job. One of the most important criteria that the founders use while deciding on someone is the adaptability and passion for excellence in that person. Many a times, apart from examining whether a candidate is coming from a particular sector or industry or with certain skill sets, we evaluate whether the person will fit in the organization culturally and if he/she has passion for excellence, is capable of innovation, taking risks, and experimenting. These are the things we try to understand when we hire someone in the core team or at any other level in the organization. We have a qualitative questionnaire which we use to gauge the culture fit and passion a candidate has for the job. We also do not create a distinction between the hiring and the leadership team when it comes to building the talent pipeline. The latter is equally involved in the hiring process. For example, if the recruitment team is given a task to hire 50 engineers, the leadership team will be equally invested in it and will share the responsibility.