Software Executive Magazine

December 2017

Software Executive magazine helps software executives grow their businesses by showcasing the business best practices of our readers, executives from established and innovative software companies.

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Page 29 of 43

To Hire Or NOT To Hire In Silicon Valley? Talent does exist outside of the 101 Corridor – and software companies who find it are reaping the benefits. J E N N I F E R D O S K O W Edge Connection Sales Recruiting tion they've been wasting on their bumper-to-bumper commute. If you are a millennial, perhaps you're think- ing to yourself, "Who is this crotchety, old fashioned, out-of-touch recruiter, and why is she trying to squash the fun work-hard, play-hard culture?" The fact is, I used to be just like you working in San Francisco and the Peninsula with all of the energy in the world, but I got older, just like my peers, and very few of us wanted to endure this lifestyle long-term. A survey by The Mercury News noted that 46 percent of millennials want to leave the Bay Area in the next few years, and they point to traffic and skyrocketing housing costs as the main reasons. "It turns out that we were wrong about millennial preferences; the sto- ries were wrong that millennials wanted to live in a hyper-urban environment and that it would be OK to raise families in a condo," said Micah Weinberg, pres- ure, this might be accurate for some of the Bay Area techies, but take a closer look and Silicon Valley talent is spending one to two hours in traffic each way of their commute, and many millennials are living with their parents be- cause one bedroom apartments in San Francisco rent for $3,398 a month on average. Recent college gradu- ates in entry-level sales positions make between $50- 60k base salaries and hardly have enough money left over after they pay their rent and transportation costs (let alone have a car with a parking spot that costs al- most as much as rent). I recently wrote a blog post about the shift in Silicon Valley culture that went viral on LinkedIn, and it has really opened up dialogue about what the human capi- tal of the valley really wants in a company. In summary, people over the age of 30 are more interested in work- life balance than work-hard-play-harder team cultures where getting wasted with your boss is a normal oc- currence. These people are interested in being treated like grown-ups who are trusted to get their work done to the highest level whether they are in the office with the rest of the company or working from home. These people aren't swooning over the free catered lunches, full bars in their offices, or wild parties at the end of a successful quarter. Instead, they're excited to use cut- ting-edge technology and tools to get their work done efficiently and save a lot of time, energy, and frustra- S Should we hire in Silicon Valley? That is the question I'm asked almost daily as my startup software clients face frustration with hiring and retaining their sales tal- ent. If you don't live in or around Silicon Valley, you probably envision a technology mecca where everyone drives a Tesla to work and plays ping-pong while sipping a microbrew with their high-top, hoodie-wearing executive leaders. It's my sincere hope that technology companies start seeing that they are wasting a lot of money focusing solely on hiring sales talent in the Bay Area. SCALING & GROWING Framework By J. Doskow TO HIRE OR NOT TO HIRE IN SILICON VALLEY? SOFTWAREEXECUTIVEMAG.COM DECEMBER 2017 30

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