Episode Summary:Travis and Kevin talk with the Founder and current Principal at CAPTIVATE TALENT, Christopher Gannon, about how to hire the right people, what makes a bad employee, building a repeatable hiring process, and more.Christopher Gannon Short Bio:Christopher is the Founder and Current Principal at CAPTIVATE TALENT, a talent solutions consultancy that focuses on placing top revenue professionals at growth stage technology organizations. They help their clients not only attract and hire, but also retain top talent. Christopher has been in recruiting for fifteen years and has worked for big firms, as well as internally in head talent acquisition positions for a few startups. Some of Christopher’s skills include talent attraction, candidate experience, global recruitment strategy, salary negotiations, pinpoint recruitment, and scaling revenue teams. Episode Highlights:Tenure of SDR- 18 monthsCost of new hiresTraining/onboarding Learning and development teamComparing the hiring process to datingTo revamp playbook of bad processStop, reevaluate, and find out where your relationships are“If I know a client is relying on me and I’m exclusive with them, I will go stand in the highway and stop traffic for them.”“People fail to stop and ask why things didn’t work out.”“Do we just try to hit quotas, or do we find people we would go to war with?”HR tech companies taking advantage of accessibility of hiringSales has the highest voluntary turnover rateHow to level set reality for candidatesBeing transparent is rareCandidates have to dig into culture“I’ve probably lost candidates from being overly transparent.”“You could have the best product in the world, but if you have bad leadership, it falls apart.”“It doesn’t matter how good your product is if you can’t grow your company.”“I think growing and scaling from a personnel standpoint is the number one overlooked thing in the startup world, and it’s the Achilles heel for most companies.”Most people don’t have a product good enough to just sell itself“You have to hire people you can go to war with, even when things are good.”Are you willing to bet your career on this person?Reference checksDefining a bad employee:Someone who burns resourcesNot making revenueKills cultureHiring for culture, “without culture you’re done.”“Turnover is inevitable, but if you’re hiring against turnover, you’re playing the wrong game.”Building a repeatable hiring process“We need to find the best person to work next to us, not just any person.”Navy SEAL exampleEvery instructor has a role in every aspectScreening: people don’t get formally trained in interviewingWhat to look for when hiringCoachabilityCuriosityUncommon skills- designAdviceFind out what happened to your last few hires and why they didn’t work outFind out how to build a strong repeatable process everyone agrees onFor candidates: ask good questions, get the answers you want, make sure things are transparent, don’t be fooled by money or short-term opportunityFavorite Points:Hiring the right people“You have to hire people you can go to war with, even when things are good.”Are you willing to bet your career on this person?What makes a bad employee/the importance of hiring for cultureBuilding a repeatable hiring processNavy SEAL exampleInvestment in individualsWho do you want next to you?What to look for when hiringCoachabilityCuriosityUncommon skillsTweetable Quotes:“If I know a client is relying on me and I’m exclusive with them, I will go stand in the highway and stop traffic for them.”“People often fail to stop and ask why things didn’t work out.”“Do we just try to hit quotas, or do we find people we would go to war with?”“You could have the best product in the world, but if you have bad leadership, it falls apart.”“It doesn’t matter how good your product is if you can’t grow your company.”“We need to find...