How to hire a new employee for an appointed role

As part of Recode’s All Things D programming, Recode Senior Editor Andrew Ross joined the program to answer questions from our community.

Andrew Ross, Recodes senior editor: Welcome to Recode.

I’m Andrew Ross, and I’m joined by Recode Editor-in-Chief David Marcus, and by Recodes’ deputy chief business editor, Andrew Tumulty.

David Marcus, Recoding deputy chief: Great to be here.

Andrew, welcome back to Recodes.

Andrew: Hi, David.

David: What a pleasure.

I think we’re all here because we’re trying to understand why people are hiring more and more people as they get older.

Andrew’s the person who runs the recruiting team, so he’s the guy who’s doing the hiring.

So it’s not just, “Oh, I’m an engineer and this is a job I need to do.”

It’s “Okay, how are you looking for this?”

Andrew is looking for that person, and that’s what’s going to drive the hiring decisions.

So he’s going, “Okay.

How can I get this person to go and do it?”

So he can do that.

And he can find the right person and he can get that person hired.

And that’s how it goes.

Andrew: You know, we all want to get the job done, but we’re also kind of like, “I wish I could be more like this person.

I wish I was that person.

And if I could do that, I’d be happy.”

And I think that’s really where we’re seeing it happen in a lot of places.

David, I know that there’s some confusion on the subject of a job’s “job” and how to define it.

But Andrew, when you talk about “retention” and “compensation,” do you mean a salary, a bonus, something else?

Or is there some other term you use, like a “job?”

Andrew: It’s a job.

So the idea is, you want to keep the people that you’ve hired.

You want to hire people that can actually do the work that you want them to do.

And the people who are available are the people you want in that position.

So if they’re good at their jobs, then they’ll be good at that position, because the people are good at what they do.

If they’re not good at the job, then the job is not good.

So that’s the key idea behind retention and compensation.

David: But you’re not saying, “Well, if you don’t hire this person, they’ll leave.”

Andrew: Well, that’s an interesting thought.

It’s actually the opposite of what I said earlier.

David : Yeah, it is.

Andrew : So, we have a lot more job-specific information than we used to.

For example, I think it’s going away, and so I think the key thing is, as you get older, you’re going to be able to make better decisions about your decisions.

And so you’re able to take a longer view on what you want from your life.

So what I’m saying is, the key is you want a job that is more about what you actually want to do, and what your priorities are and what you really want to be doing.

David Marcus: So what is the compensation, David?

Andrew: The compensation is a very good question, David, because it’s a question that I think people are asking themselves as they’re making decisions.

Because a lot people are like, what is my compensation?

Is my salary going to keep me working as long as I’m on this job?

Is it going to let me stay on this work as long?

And so the compensation is really the opposite.

It is a way of telling yourself, “My compensation is going to continue to keep going until I’m done working this job.”

And that is a good way of making your decisions because it means that you can make a decision that you’re comfortable with.

And also it gives you a little bit of leverage in a decision-making process.

So I think a lot employers are finding that.

David | Marcus: The pay that you get is really a function of the people around you.

And then there are other things that are also important.

You know.

You don’t have to pay a lot, but you’re looking at a lot.

Andrew Ross: So that is one thing that I hear about a lot is, “The pay that I get is not enough.”

So if you have a large number of people working for you and you’re paying them more than they’re worth, then you’re losing the opportunity for people to leave and come on to the next company and to work on a different project.

And I see that in the compensation of certain jobs.

For instance, there’s a lot less compensation that you might get for being a software engineer than a sales manager.

But I’m also not sure