SPOTIFY

Spotify’s Secret Sauce of Recruitment in Hyper Growth


When a company is rapidly increasing its employees, just as Spotify has done in the last 15 years, it means that every employee must constantly be in a recruitment frame of mind. And it just comes from a strong relationship between TA and the larger HR team and the whole business.

Being able to build depth in this partnership enables the talent acquisition team to reach higher levels of efficiency with better hiring, faster. It is increasingly relevant and necessary in a more widely distributed world, and especially in a world where talent competition is more fierce than ever.

Having a talent acquisition team that understands and works across the business, and a business where all employees understand the purpose and vision of acquiring talent, means that companies can increase the flow of talent by working smart (together). Not difficult.

This may seem logical, but many businesses do not consider hiring in this way. For us it is an idiot. We sincerely believe that there needs to be a fresh way to approach the practice of talent acquisition across the industry.

Lay the foundation to accelerate quickly

We always start by asking what we are trying to solve, because hyper growth can mean different things for different companies. We hear this word often, but do we ever stop to think about what it really means? Questioning a demand and considering the impact and value of the strategy that the talent acquisition strategy can have is necessary for alignment. For example, in some cases hyper growth means higher volume and more high volume. While for other companies it’s more about how you optimize for volume and niche hiring at the same time.

We emphasize that our talent partners invest time with our key partners so that they can determine their needs together. This compass means that everyone is pulling in the same direction – an essential element for the Hyper Growth journey.

This work lays the foundation for our talent strategy. Relevant to any organization, but the lack of foundation and alignment in your goals (“besides hiring people fast”) is a show-stopper for any business to hire at speed. Hyper Growth is driven by speed, but your ability to accelerate depends on the quality of the engine you build.

What is your ability to acquire talent?

Sticking to the road tripping theme, to know where you are going, you need to have a clear idea of ​​how you will start your journey. We know where we want to stay (what we are settling for), but it is important to check the car before we start the journey. Do we have enough gas, how is the brake fluid or is the battery fully charged? This is the time when we evaluate our team’s ability to meet business needs.

At Spotify we take it literally: we evaluate what we consider as the three pillars of what we do in acquiring talent:

  1. People on our TA team – how versatile are they?
  2. Our process – how flexible is it?
  3. Our recruitment infrastructure – does it scale with demand?

We do not want to review or evaluate performance with professional development in mind. What we did (as a talent acquisition team) what we did yesterday still works today and whether it will work tomorrow is challenging for us. To be able to get to our last point, do we need to put some more air in the tires?

The secret to success in this industry is to be brave. We are not afraid to challenge everything and we do not lag behind. We all understand that scaling means shooting for the moon, and so this bold method has worked for us.

Combining strategy with business goals

We believe that any talent acquisition strategy must be 100% consistent with our business goals and vision. Many talented teams start and end by associating them with their job i.e. type of engineer, position etc.

We will never stop there. In order to be a consulting partner and to best support your business, we recognize that our talent team needs to be fully integrated into the business. This is non-negotiable for us.

How do we communicate with it? We create our goals so that they connect directly and influence business goals. Why? Our connections and business acumen strengthen our capabilities while increasing the chances of putting the right people in the right roles. We see our talented team as business people who wear recruitment hats, not otherwise.

In addition, over time, our talent team has become more fluid with the business, so instead of predicting their needs and moving forward with them, they have become much more intuitive and this is a great advantage.

People Vs. And technology

There was a time when there was fear about the role of technology. Will it replace people? What does this mean for me? The unknown has created anxiety.

However, digitization has accelerated this year, and many concerns have been addressed. There is more insight into the fact that when used properly in functions such as talent acquisition, technology is conducive to better experience and results.

When hiring in Hyper Growth, investing in technology helps us work more efficiently and effectively. For us, it builds the foundation of an infrastructure that takes us back in time. With that time, we focus only on what people can do – creating that world-class experience in an increasingly competitive talent market.

We never take technology for granted and hopefully it will be solved, but it is invaluable for us to use it to streamline processes and make our pipeline more manageable.

The relentless pursuit of quick talent acquisition

Hyper Growth Unexpected, like the sea. The waves and conditions of ebb and flow change at the notice of the moment. An important way is not to let yourself be comfortable. The mystery is embracing it – cross that wave and see where it takes you.

Being naturally curious and being a student of the talent marketplace is part of our secret sauce. We keep our eyes on the trend, and are not afraid to try something new and accept it when we make a mistake.

That’s a really simple argument – when your business is growing fast, you can’t let yourself get stuck. So those of you who are in this situation: Build strong partnerships across HR and business so that the whole company can take a holistic approach.

Recruitment should never be seen as “it is their job”. It’s all ours. That’s the key element – and as you can see, it’s not so secretive, it’s just logical.


Leader in acquiring talent with diverse experience in various Fortune 500 companies across the technology, consumer products, financial services, energy efficiency and consulting industries. The leader of strategically focused thinking creates value and increases profitability through skills identification and skills in human capital development. Proven ability to execute large-scale organizational changes, including inspiring, inspiring and empowering talent.




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