#People in startup #Team #Recruitment #Company Culture
July - August 2018
"People join startups because they believe in the idea and trust the owner. Recruiting is not just a session of interviews, but it's about going to meetups and promoting your business. No one but a CEO can do this."
Matěj Matolín, HR manažer STRV
Interview: I do not tie business or people to rules, I only give direction
Cocuma, Culture Rocks, Cultmag... you name it. Petr Skondrojanis created several interesting projects and from time to time we invite him to UP21. For inspiration. This time we asked him a few intimate questions – where he searches people, what company culture he has and who inspires him.
Why Teams Are Successful
The Aristotle Project examined the operation of 180 teams at Google and looked for reasons why some were successful while others were not. A huge amount of data has been gathered and complicated diagrams and formulas have emerged. However, it was almost impossible to find a link between a team's composition and its success – at first.
"People spend a third of their lives at work. Still, employers want them to act professionally and leave their emotions at home. In reality, these two worlds are interconnected. Happiness at work = happiness at home and vice versa. Only when we start to respect people, will they work well."
Michal Šrajer, Co-founder & CHO stestivpraci.cz
Interview: Finding a suitable partner is key to a successful business
Some investors prefer startups run by only one founder. Others like to work with companies run by two or more people because they motivate each other, provide each other with feedback and divide labor based on their strengths. "We are like yin and yang," says Luboš Němeček, as Štěpán Gregor laughs. An interview with founders of Hunter Games about a company that creates escape games and believes that having two (or more) founders is always better than one.
Interview: I run a company which is managed by its 600 employees
600 bosses and 1 CEO. Is it a reality or a fiction? We are bringing you an interview with Pavel Kysela, a CEO of Adastra, who talks about running a successful company in which each employee is a decision-maker.
"In 3 years, we’ve grown from 2 to 120 people. We bet on young, talented, but inexperienced people who were enthusiastic and wanted to do something in their life – and it worked. We trained them, gave them confidence and they turned out to be stars. "
Marcel Veselka, spoluzakladatel a CEO tesena
"I follow servant leadership. In practice, it means I'm trying to serve people so that they do their job well."
Pavel Šiška, vedoucí partner consultingu Deloitte