Disclaimer: This post is for educational and informational purposes only and does not provide financial advice or investment guidance
I read a job description the other day that asked for a "rockstar" with "ten years of experience in a technology that has only existed for three." It’s a fantasy. When i solve for better hiring practices, I start by killing the idea of the "perfect" candidate. We’re looking for people, not mythical creatures. People have flaws, but they also have the ability to learn.
We use algorithms to screen resumes now. It’s efficient, sure. But it also means we’re filtering out the people who didn't use the right keywords but might have the best ideas. When i solve for a more human-centric recruitment process, I try to look for the stories. What has this person overcome? What are they curious about? You can’t find that in a metadata tag.
Once someone is in the door, the real work starts. Onboarding shouldn't just be a checklist of passwords and office tours. When i solve for a better start, I’m looking for a way to make someone feel like they belong. Belonging is a powerful motivator. It’s the difference between someone who works for a paycheck and someone who works for a purpose.
I think about the concept of "potential" a lot. It’s such an abstract thing. How do you measure what someone could do? When i solve for employee growth, I realize it’s about providing the right environment. A seed won't grow if you put it in a dark closet, no matter how much "potential" it has. You have to give it light and water and space.
There’s a lot of talk about "culture fit," but that often just becomes a code for "people who look and think like us." When i solve for diversity, I’m looking for "culture add." What can this person bring that we don't already have? How can they challenge us to see things differently? Diversity isn't a quota; it’s a survival strategy.
Retention isn't about golden handcuffs or fancy offices. It’s about respect. When i solve the problem of people leaving, I usually find that they didn't leave the job—they left the feeling of being undervalued. You can’t buy loyalty, but you can definitely earn it by treating people like their contributions actually matter.
I’ve seen managers who treat their teams like a chess board. They move people around without explaining why. When i solve for better leadership, I advocate for the "why." If people understand the goal, they’ll find their own way to get there. They don't need to be moved; they need to be inspired.
At the end of the day, we’re all just looking for a bit of stability in an unstable world. When i solve the complexities of human capital, I’m trying to build something that lasts. Not a monument, but a community. A place where people can grow, fail, and succeed together. Because that’s the only way anything real ever gets built.
Disclaimer: This post is for educational and informational purposes only and does not provide financial advice or investment guidance