Best Practices Aren't Always the Best Fit
"Best practices" or expert advice might not always be the perfect guide. For example, when recruiting for an early startup, sources like the YC library and mentors often told me the best way to find team members was through my network.
It makes sense to use warm intro to recruit as it seemed to improve the fit and productivity of new hires over interviewing strangers from job ads. However, it wasn't without its flaws. Although I've found great partners this way before, my network quickly ran dry. The pool of people interested in early-stage startups over high-paying jobs, especially in Taiwan, is small.
The real mistake, I discovered, was my blind faith in these practices without considering my unique circumstances. I failed to calculate the quality and cost of recruiting from both channels and consider our specific context.
For instance, many founder friends with a business background, struggle to connect with top engineering talent through their networks, which is a common challenge. On the other side, the job market fluctuates, and startups can receive hundreds of applications. It became clear that relying solely on warm introductions wasn't the most effective strategy for them and me.
Another learning from my experience is the importance of having a wide candidate pool. Early on, I reached out to the CS lab at my university and quickly hired two referrals without exploring other options. Unfortunately, these hires didn't meet our expectations, a direct result of not comparing them with a broader candidate set.
To me, effective recruitment hinges on the size of the candidate pool at the top of the funnel. Having enough candidates to choose from, whether from warm intro or job postings, is key. It's about creating options and then making informed decisions.
