Maurice Harary, CEO/Co-Founder - The Bid Lab
Maurice Harary is the CEO/Co-Founder of The Bid Lab and knows a thing or two about the qualities to look for when hiring anyone. In this interview, they share some insights with The Industry Leaders.
Can you share a little about your background and experience in hiring and building successful teams?
Marketing to the real person - As people evolve, they become more sophisticated in understanding when and how they are being marketed. That is why being authentic and honest in your advertising is more important than ever. Much like the de-influencer trend on TikTok, many people are looking for more authentic examples of how to live their lives and thus respond to more genuine, human, and even “messy” marketing. Don’t be afraid to add the imperfect or perfectly human into your advertising approach. People make lifelong connections to relatable brands, and your honest humanity in marketing will be your greatest asset in a world craving more authenticity and less perfection.
What are the top 3 qualities you look for when hiring anyone.
How do you keep a member of your team engaged and excited about their work? First, identify who is showing up consistently, who is actually getting work done, and who has a growth mindset when it comes to themselves and your company. Once you’ve identified your strongest team players - let them know you’re on their team as well. Increasingly employees want meaningful work that allows them to flourish in their professional life so they can thrive in their personal life. Recognizing talent and appreciating effort are the starting points of engagement. Take it one step further by actively encouraging employee growth. Have regular sit-downs where you discuss setting professional goals they are passionate about and how you as an employer intend to help them achieve the growth they are looking for.
Where is their fulfillment? Finding the things that make them feel most fulfilled - being with family, traveling, hitting new goals - are the keys to sustaining them in every sense of the word. It’s easy to get caught up in things that don’t matter. Focusing on what brings them fulfillment and putting your energy there reminds you that their life is a whole entity and not just separate parts.
What’s their motivation? Of the things they have realized are a priority, why are they motivated by them? Finding the source of motivation really helps you help them to stay focused on the end goal and where to put your energy going forward.
What are some examples of questions you might ask during an interview to determine whether a candidate possesses these key qualities?
Take the time to ask the right questions. People are often nervous to tell you what they really think or say something that needs to be said. Take your time in communication. Make sure to ask leading questions that invite people to provide genuine responses and stay present in the moment. Sometimes if you just pause before answering people will provide additional information. When you are able to show someone with your questions and thoughtful body language that you are really there to listen they feel more comfortable opening up, even if they are nervous about what they have to say.
If you had to assign weightings to the above qualities, which would get the highest weighting, and why?
Engagement is the New Quiet Hiring - My work is all about building good relationships both with my employees and my clients. Taking the time to really understand a person so I can help them achieve success is inherently fulfilling and thus motivating. I work hard to hire good employees and work with them to build their careers. Our journey together creates amazing bonds and is what makes The Bid Lab a company I am proud of. Moving from thing to thing or task to task is just like eating too much candy, you’re full but not fulfilled. Focusing on the important things and really investing in them is what creates a sustainable sense of fulfillment to help you both reach your goals.
How do you assess people for qualities like adaptability, resilience, and a growth mindset during the hiring process?
There's a subtle art to asking interview questions that help assess a stranger's interpersonal skills. I'm sure many companies ask prospective hires about difficult situations or past workplace conflicts to look for a history of red flags, but workplace bullies probably know better than to spill the beans about prior workplace conflicts in a formal interview. Questions about teamwork are better because it allows me to gauge their ability to treat their colleagues with professionalism and respect. "Can you describe how you approach working with a team?" is more open-ended, as I'm looking for answers that emphasize professional flexibility, empathy, and constructive collaboration. I'm not looking for answers that suggest the person will take on as much work as they can; as the manager of a remote business, I work with a team that must rely on and communicate with each other as professionals.
How do you balance evaluating a someone's technical skills with their soft skills and overall fit for your team and company culture?
New Hires = People, Not Resources: I'm looking for new hires that emphasize professional flexibility, empathy, and constructive collaboration right from the very beginning. As the CEO and manager of a remote business, I work with a team that must rely on each other and must communicate with each other as professionals. I'm looking at new hires as people, not just as resources. That's why empathy is the key to any recruitment or hiring strategy. Even job descriptions themselves benefit from empathy: by putting myself in a candidate's shoes, I can imagine what their needs and concerns might be and anticipate their questions.
What advice would you give to someone who is just starting to build a hiring process?
It's so critical showing where you struggled and overcame struggles as opposed to never letting them see you sweat. Be realistic in setting KPIs, goals, and improvement rather than just hitting an arbitrary number that you think should be hit or met. Have them be a part of the conversation when discussing these goals for the future. Their input/feedback could provide insight, allowing much greater success for everyone involved. Studies have shown that people are more likely to complete tasks assigned to them and lead by example when they feel they have been part of the decision or plan. Furthermore, seeing and identifying mistakes are often the hardest part of accountability. Once this has been established, avoid playing the 'blame game' and find the courage to own it! This will help allow you to solve the issue. Lastly and most importantly, DO IT! As it's been said - "it is better to offer no excuse than a bad one”!
