Former General Electric CEO and Chairman Jack Welch once famously stated that “Getting the right people in the right jobs is a lot more important than developing a strategy”.

It’s a bold statement – particularly given the importance of a sound strategy for today’s tech businesses – but it’s one that reflects the reality of the job market in the United States.

Employment regulations mean that businesses are constantly competing for the best talent, structuring benefits and packages to lure talented, resilient employees in.

While it’s suggested founders work with experts to understand hiring practices in detail, this article breaks down the basics of what it takes to make sure your business is “talent ready”.

Once you’ve made the decision to expand to the US, and ensured you are as committed as your business  is ready to support a move of this scale, you can start to think about your team on the ground.

It can be tempting to bring in an experienced hire from the outset, but as CEO and Founder of US Expansion Partners David Rose points out, they may not have the flexibility you need to build something brand new.

“Bringing on senior executives such as a CEO, CRO, or VP too early can be costly and risky. While it might be tempting to recruit someone with extensive experience and industry ‘connections’, most of these candidates will not have startup experience or the ability to navigate the early stages of growth effectively.” 

What you’re really looking for when building your team is someone with a proven track record who has the tenacity and adaptability to get involved in multiple different challenges.

To do that, you need to be as upfront and descriptive as possible when drafting their job description. Arbitrary titles will likely attract a series of mismatched candidates.

Instead, the job description needs to include the following:

One of the most powerful factors in attracting talent is the package that you offer early employees.

The flexibility of US employment policies mean you can adjust specific factors like benefits and commission to gain a competitive edge – but only if you know what potential employees want and expect.

But expectations in the tech sector specifically at early stages of a startups journey may also expect stock options, particularly if their salary is largely commission based. That’s where an Employee Stock Option Plan (ESOP) comes in. David states:

“Employees in the US tech industry often expect stock options as part of their compensation package and are savvy in their understanding of these programs. A robust ESOP should cover the number of shares outstanding, the price per share, vesting schedule, and the most recent 409 A valuation of the company.”

Finally, it’s also important to factor in various compensation models. Variables like your chosen site, whether you’re open to remote work, and bonus payments will all affect salaries, as will state taxes. 

For sales staff, it’s important to understand exactly what will trigger a commission payout. Says Rose:

“When it comes to sales commissions, it is crucial to establish precise parameters for calculation and disbursement. Clearly outline the trigger events for commission payments—whether it is upon contract signing, shipment, or invoice payment collection. Additionally, decide on the frequency of recurring revenue payouts, considering options such as monthly disbursements or an annualised basis.”

With those details bedded down, your HR team can advertise and attract candidates.

Employees in the US are extremely well versed in the nuances of compensation and package discussions, and you can expect an intensive interview process where you and your HR team will be peppered with questions about benefits, compensation, your ESOP and so on.

However, it’s equally important that you look beyond potential candidates’ ability to sell themselves and understand what they bring.

Make sure you really explore their past experience and skills, and try to assess whether they possess the personal tenacity required to help you break the market.

The importance of making the right choice cannot be understated, so be systematic and take your time to make sure you find a great fit who can really deliver.

US employees are fluent in benefits, compensation and models. To attract the best, write a clear, compelling job description, and advertise until you have a strong list of candidates.

Use the interview as an opportunity to field any queries, but also, to probe deeply into candidates experience; you need to understand not only what they can bring, but also whether they have the adaptability to wear many hats in a demanding, fast-paced startup environment. Energy outweighs extensive experience if they can’t juggle various demands.

That being said, don’t forget the culture factor. You will need to work closely with this team, and they are the face of your businesses in a new market, so make sure you can work with, and trust them.