Shaping Company Identity

When job markets wobble, clarity becomes your strongest recruitment currency. Right now, many organisations are quietly rewiring how they hire, not by posting more roles, but by improving how they offer roles. The shift is less about volume and more about certainty, clarity, and candidate experience. The signs are clear: in a more cautious hiring environment, candidates increasingly ask deeper questions long before accepting. They want to understand not only the role and pay but also stability, manager style, growth pathways, and how future-proof the position is given economic or technological change. That means companies that win today sell clarity. Clarity in expectation, clarity in culture, clarity in stability, clarity in value. These companies attract interest, build trust, and reduce risk for candidates making their next move. What this means for recruiters & hiring teams: Role descriptions need transparency, what the job really looks like, what success means, and how stability is maintained. Candidate experience matters more than ever: clear communication, fast feedback, and honest answers build trust and reduce drop-offs. Employer branding must reflect more than perks. Words like “stability,” “growth,” “support,” and “transparency” are becoming the new differentiators. Hiring becomes more consultative. Not just matching CVs to roles, but aligning ambitions, values, and long-term fit. In your hiring practice, are candidates asking more “big picture” questions, about stability, leadership, growth, than just details of salary or responsibilities? And if so, how are you adapting your job briefs, interviews or communications to meet that need for clarity and trust?

Here's an example pitch by IT Channel partner marketing that doesn't work: "We provide Browser Security, MDR, DLP, Access Control & firewalls.” Your positioning shouldn’t be about Browser Security, MDR, DLP etc. Or “world-class security.” It should be about the client’s real pain.   The better process is to identify the: vertical -> top issues -> what moves the needle -> and if you can solve issues best Let’s consider an example here: Gems and Jewelry Every gems & jewelry business founder worries about one thing: losing IP, which is their designs. Here’s how you can frame their worry to what their IT team is trying to achieve:   1. What drives them   → Protecting designs that are the lifeblood of their business → Avoiding losses from internal leaks or theft → Building client trust in secure financial transactions   2. How they define success → Designs never leaving the secure vault (digital or physical) → Authorized-only access to CAD drawings and client data → Zero incidents that could hurt brand reputation   3. How they make choices → Proven solutions that prevent design leaks (DLP, Access Control) → Assurance of 24/7 monitoring to catch anomalies fast → A partner who speaks business risk and not tech acronyms So, when you position it as: "Never let anyone steal your tomorrow's bestselling design. Protect your brand reputation along the way." It becomes more impactful. When you position like this, cybersecurity doesn’t just another service. It becomes the guardian of their crown jewels (pun intended). So next time you intend to run your marketing activities: → Segment database vertical wise → Ensure vertical wise positioning and messaging → Use relevant testimonials of that vertical if you have That’s when your marketing activities will bear fruit. In your next team review, ask your sales leadership and marketing to do this activity for 1 vertical you are strong in. (Read yesterday's post of mine on 3 layers to know your clients better than your competitors) https://lnkd.in/duZFwCvg ---- Rajeev Mamidanna Fixing what most tech founders miss out - Brand Strategy, Marketing Systems & Unified Messaging in 90 days & helping you with continuous Marketing

Some of the worst hiring decisions are made in the name of “culture fit. A company says they want someone who fits the team. Someone who gets the environment. Someone who aligns with the culture. Fair enough. But many times, “culture fit” has very little to do with values and everything to do with familiarity. It becomes a polished way of saying: This person feels like us. This person thinks like us. This person makes us comfortable. And that is where the problem starts. Because hiring people based on comfort rarely builds strong teams. It builds predictable teams. Similar teams. Teams that repeat the same thinking, the same blind spots, and the same bad habits. The candidate may be brilliant. They may have the experience, the judgment, and the ability to bring something the team is missing. But if they communicate differently, challenge ideas more directly, or simply do not mirror the personalities already in the room, they get labeled as “not the right fit.” Meanwhile, the safer candidate gets the offer. Because they are easier to digest. That is how companies end up hiring sameness and calling it alignment. Real hiring quality asks better questions. Can this person do the job well? Can they think critically? Can they bring a perspective we do not already have? Do they align with our values, not our comfort zones? There is a big difference between values alignment and personality preference. One builds strong teams. The other builds echo chambers. And in a time where businesses keep talking about innovation, adaptability, and better decision-making, hiring the same type of person over and over will keep producing the same outcomes. Maybe it is time to stop asking who feels like a fit and start asking who will actually make the team better. P.S. What is your take, has “culture fit” become an excuse for biased hiring decisions? #HR #Hiring #TalentAcquisition #Leadership #WorkplaceCulture

Meeting Human Needs = Using #Maslow’s Lens on Talent & Engagement Talent Acquisition & Engagement go beyond jobs and productivity—they’re about meaningful experiences from candidate to employee. Maslow’s hierarchy offers a timeless lens to align organizational practices with human needs. Maslow suggested that humans progress through five levels of needs—#physiological (survival), #safety (security), #belongingness (relationships), #esteem (recognition), and #self-actualization (growth and purpose). Maslow’s hierarchy of needs gives us a powerful way to design both Talent Acquisition & Employee Engagement Strategy: *Physiological & Safety* Talent- Transparent pay, benefits, and job stability attract the right talent. Engagement- Timely salaries, well-being programs, and psychological safety build trust. *Belonging* Talent - Employer branding that highlights culture, diversity, and inclusion appeals to candidates. Engagement - Team building, mentorship, and inclusive leadership sustain that connection. *Esteem* Talent - Showcase career growth, recognition opportunities, and employer reputation to inspire candidates. Engagement - Regular recognition, performance visibility, and career development fuel motivation. *Self-Actualization* Talent - Communicate how roles connect to purpose, innovation, and impact. Engagement - Offer autonomy, innovation opportunities, and alignment with organizational mission. When organizations address these layers in both hiring and engagement, they transform relationships from transactional to transformational. The result? Stronger employer branding, retention, and a workforce that thrives. While Maslow offers one powerful lens, other psychological and behavioural frameworks such as Herzberg’s Motivation-Hygiene Theory, McClelland’s Need Theory, and Self-Determination Theory can also provide rich insights. Perspectives from psychologists and practitioners can help broaden how we reimagine Talent Acquisition and Employee Engagement for the future of work. #EmployeeEngagement #TalentAcquisition #FutureOfWork #HumanCapital #Leadership #Maslow #WorkplaceCulture #EmployerBranding #LnDToday #SHRM #People Matters #Protouch #WORLD HRD Congress #More Than HR Global (MTHR Global) #Marshall Goldsmith

The #1 Mistake That Undermines Recruitment Success… ⭕Failing to Align the Recruitment Process with the Org’s Values, Vision, Mission, and Strategic Goals. I recently worked on a recruitment and onboarding project that wasn’t producing the results the org expected. The biggest mistake? Failing to strategically align the recruitment process with the org’s values, vision, and performance goals. When the right people aren’t in the right roles, it impacts not just performance but the overall culture—and without the right people, culture can’t thrive. And without a thriving culture, achieving results becomes much harder. Here’s how we turned it around—and how you can avoid these common recruitment pitfalls: 👉 Avoid Hiring Without Clear Results in Mind: I redefined the process to ensure we were hiring individuals who didn’t just have the right skills but who also embodied the qualities and values that would align with the organization’s culture and strategic goals. The right people drive culture, and culture drives results. 👉 Avoid Rushing the Process: We didn’t just fill positions quickly. Instead, we reverse-engineered the recruitment process to focus on the qualities, skills, and mindset needed for long-term success. By targeting candidates who could directly contribute to the org’s strategic objectives, we ensured we had the right people in place. 👉 Avoid Losing Sight of Results: Every hire had a clear purpose and was aligned with the ultimate business outcomes. We made sure the people we brought on board would positively impact performance and drive the org’s success from day one. 👉 Avoid Overlooking Onboarding: The onboarding process was just as strategically aligned as recruitment. We created a clear roadmap for new hires, ensuring they were set up for success and tracked progress against key goals. Celebrating milestones and adjusting our approach helped ensure each person contributed to the desired outcomes. 💡By aligning the hiring and onboarding with both strategic goals and the right cultural fit, we transformed a misaligned process into a success—boosting team performance and delivering measurable impact on key results. Is your recruitment strategy driving the right results? #RecruitmentStrategy #OrganizationalCulture #BusinessStrategy #PerformanceImprovement #OnboardingSuccess #ChangeManagement #WorkplaceCulture #RESETYourThinking #AlexandraEgan

One of the most common hiring practices among business owners is to look for candidates with experience in the same industry or even poach talent from competitors. On the surface, this seems like a logical move. You bring in someone familiar with the nuances of your market and who can hit the ground running. But as Harshal pointed out in our recent discussion, this approach has its flaws. Here’s why: 1️⃣ The Pitfalls of Industry Poaching When businesses focus solely on hiring from competitors, they inadvertently create a “war-like” situation. Companies start poaching each other’s employees, driving up salaries and breeding mistrust within the industry. This not only disrupts the ecosystem but often leads to unsatisfactory hires since employees with experience at competitors might bring rigid practices that don’t align with your company culture. 2️⃣ Attitude Over Experience The right candidate isn’t always the one with the most relevant experience. Skills can be taught, but attitude is innate. • A candidate with the right mindset can adapt, learn, and grow with your company. • They are more likely to embrace your vision and contribute meaningfully to long-term success. What defines the right attitude? It’s a combination of curiosity, willingness to learn, problem-solving abilities, and a collaborative spirit. 3️⃣ The Importance of Setting Clear Expectations One of the most overlooked aspects of hiring is the clarity of expectations. Employers often assume that candidates inherently understand their roles and responsibilities, leading to mismatched outcomes and dissatisfaction on both sides. • Before hiring, define what success looks like in the role. • Communicate these expectations during the interview and onboarding process to ensure alignment. 4️⃣ Training as a Long-Term Investment With the right attitude, any employee can be trained and molded to meet your needs. Investing in training may take time, but it pays off in loyalty, cultural fit, and long-term performance. Key Takeaways • Don’t limit your talent pool to competitors or industry insiders. Expand your search to candidates with the right attitude and potential. • Prioritize mindset over skill set—skills can be taught, but attitude is a game-changer. • Set clear expectations to ensure both employer and employee are on the same page. Hiring is not just about filling a position; it’s about finding someone who aligns with your company’s values and long-term goals. And that starts with focusing on attitude, not just experience.

𝗧𝗵𝗲 𝗛𝗶𝗱𝗱𝗲𝗻 𝗗𝗡𝗔 𝗕𝗲𝗵𝗶𝗻𝗱 𝗘𝘃𝗲𝗿𝘆 𝗚𝗿𝗲𝗮𝘁 𝗛𝗶𝗿𝗲 Over the last two decades in Talent Acquisition, I’ve hired for startups, global enterprises, and everything in between. I’ve seen resumes that shine. Interviews that impress. Assessments that tick every box. But only some of those hires truly 𝘴𝘵𝘪𝘤𝘬.  They thrive. They grow. They shape the culture. The rest? They perform. But they never really 𝘣𝘦𝘭𝘰𝘯𝘨. That’s what made me realize something that most successful hires aren’t always the most technically perfect ones. 👉 They’re the ones who naturally plug into the company’s 𝗖𝘂𝗹𝘁𝘂𝗿𝗮𝗹 𝗗𝗡𝗔 — they speak the same values, move at the same rhythm, and challenge the system from within the context. I call it 𝗢𝗿𝗴-𝗙𝗶𝘁 𝗗𝗡𝗔 — the invisible factor that separates good hires from great ones. It goes beyond just “𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝗳𝗶𝘁” or “𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝗮𝗱𝗱.” It’s about: ➡️ How someone responds under pressure in your environment ➡️ Whether they match the way decisions are made in your org ➡️ How fast they can align — without diluting their authenticity It's not about “fitting in” but about 𝗽𝗹𝘂𝗴𝗴𝗶𝗻𝗴 𝗶𝗻𝘁𝗼 𝘁𝗵𝗲 𝗼𝗽𝗲𝗿𝗮𝘁𝗶𝗻𝗴 𝗿𝗵𝘆𝘁𝗵𝗺 𝗼𝗳 𝘁𝗵𝗲 𝗰𝗼𝗺𝗽𝗮𝗻𝘆. When someone matches that rhythm, their learning curve flattens, their confidence rises, and they lead more naturally. ☑️ Skills can be trained. ☑️ Experience can be replicated. ❗ But Org-Fit DNA is what makes someone stay, contribute, and thrive. When hiring at scale — especially in product or startup ecosystems — this matters more than ever. Because 𝘀𝗸𝗶𝗹𝗹𝘀 𝗲𝘃𝗼𝗹𝘃𝗲. 𝗧𝗼𝗼𝗹𝘀 𝗰𝗵𝗮𝗻𝗴𝗲. 𝗕𝘂𝘁 𝗵𝗼𝘄 𝗮 𝗽𝗲𝗿𝘀𝗼𝗻 𝘀𝗵𝗼𝘄𝘀 𝘂𝗽 𝗶𝗻 𝘆𝗼𝘂𝗿 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝗼𝗳𝘁𝗲𝗻 𝘀𝘁𝗮𝘆𝘀 𝘁𝗵𝗲 𝘀𝗮𝗺𝗲. That’s why I personally believe this should be part of how we think about hiring — not to exclude candidates, but to better understand their long-term potential in a specific environment. I’d love to hear from TA leaders, business heads, and HR professionals. 𝗪𝗵𝗮𝘁 𝗱𝗼 𝘆𝗼𝘂 𝘁𝗵𝗶𝗻𝗸? 𝗗𝗼 𝘆𝗼𝘂 𝗮𝘀𝘀𝗲𝘀𝘀 𝗰𝘂𝗹𝘁𝘂𝗿𝗮𝗹 𝗮𝗹𝗶𝗴𝗻𝗺𝗲𝗻𝘁 𝗶𝗻 𝘆𝗼𝘂𝗿 𝗵𝗶𝗿𝗶𝗻𝗴 𝗽𝗿𝗼𝗰𝗲𝘀𝘀? 𝗢𝗿 𝗶𝘀 𝗶𝘁 𝘀𝘁𝗶𝗹𝗹 𝗼𝘃𝗲𝗿𝗹𝗼𝗼𝗸𝗲𝗱? #TalentAcquisition #HiringBeyondSkills #HiringForCulture #CulturalFit #OrgFitDNA #HRLeadership #RecruitmentStrategy 

When you are an entrepreneur and building something that requires people within you, this one factor becomes so important. When I started Hulladek Recycling, hiring seemed straightforward, find someone with the right skills, bring them on board, and keep building. But as the journey unfolded, it became clear that hiring isn’t just a task, it’s an art. We learned this the hard way. Early on, we made mistakes. We hired the wrong people, not because they weren’t skilled, but because they weren’t the right fit for what we needed.  The cost was steep, missed goals, delayed projects, and a culture that felt out of sync. 📌Over time, we shifted gears. → Hire for mindset first, skills second Skills can be taught, but the ability to learn, adapt, and contribute meaningfully? That’s priceless. We give the candidates situational based problems which helps us to figure out if the candidate is right or not. → Cultural fit is non-negotiable A great hire aligns with your company’s ethos. Misalignment here can drain the energy from even the strongest teams. → Real-world assessments over traditional interviews We moved from theoretical questions to practical tasks that mirror real challenges. It’s amazing how much clarity this provides. → Transparency from day one We now define roles with crystal-clear expectations, leaving no room for ambiguity. It helps us and the candidate start on the same page. → Value long-term potential over short-term fixes It’s tempting to hire for immediate needs, but we’ve seen that investing in those who grow with the company always pays off. Hiring is more than adding names to an org chart. It’s about creating a team that amplifies your vision. How have you fine-tuned your hiring process? #Entrepreneurship #HiringStrategies #LeadershipInsights #BuildingTeams

Most cybersecurity companies lean into fear. Dark palettes, threat-driven visuals, reactive messaging. It's the default aesthetic for the entire category. Onyx came to us while in stealth with no existing brand and a different perspective. Their founders are deeply experienced in the security space, and they wanted to position around optimism. Proactive, not reactive. Trust through clarity, not anxiety. We developed a visual identity that blended natural textures with 8-bit digital landscapes, with compositions that bridged the physical and digital worlds. The palette is calm and neutral. The feeling is forward-looking and hopeful. This was a full brand extension from scratch on a tight timeline: concept direction, visual language, web design and development. The result is a cybersecurity brand that stands alone in a crowded space full of legacy players still selling the same dark, fear-driven look. They've since come out of stealth with a $40M raise. Design's job here wasn't decoration, it was differentiation. And it worked.

Cybersecurity marketing truth: Conference booth: $40,000 for 72 hours of exposure LinkedIn: $0 for year-round client acquisition Let me explain why this matters: The math simply doesn't add up anymore. That $40K BlackHat booth gets you: - 3 days of fighting for attention - Hundreds of scanned badges (most whom will never respond) - A team of exhausted sales reps - Maybe 2-3 qualified opportunities if you're lucky Meanwhile, the most successful cybersecurity leaders I work with are building personal brands on LinkedIn that generate: - Continuous inbound leads - Speaking invitations - Media opportunities - Partnerships - Investor interest - And yes, actual customers The key difference?  Trade shows are transactional.  LinkedIn is relational. Here's what a strategic LinkedIn approach for cybersecurity leaders looks like: 𝟭. 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝗮 𝘀𝗽𝗲𝗰𝗶𝗳𝗶𝗰 𝘀𝗲𝗰𝘂𝗿𝗶𝘁𝘆 𝗱𝗼𝗺𝗮𝗶𝗻 Don't try to be everything to everyone. Are you an identity expert? Cloud security specialist? OT security veteran? Pick your lane and own it. 𝟮. 𝗦𝗵𝗮𝗿𝗲 𝘆𝗼𝘂𝗿 𝗼𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗸𝗻𝗼𝘄𝗹𝗲𝗱𝗴𝗲 CISOs don't need another vendor telling them breaches are bad. They need practical insights from someone who's been in the trenches. 𝟯. 𝗛𝘂𝗺𝗮𝗻𝗶𝘇𝗲 𝘀𝗲𝗰𝘂𝗿𝗶𝘁𝘆 𝗰𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲𝘀 Most security content feels like it was written by robots for robots. Talk about the human elements - the stress, the politics, the wins. 𝟰. 𝗗𝗼𝗰𝘂𝗺𝗲𝗻𝘁 𝘆𝗼𝘂𝗿 𝗷𝗼𝘂𝗿𝗻𝗲𝘆 Building or selling security solutions is hard. Share your progress, setbacks, and lessons. Vulnerability builds trust. 𝟱. 𝗘𝗻𝗴𝗮𝗴𝗲 𝗰𝗼𝗻𝘀𝗶𝘀𝘁𝗲𝗻𝘁𝗹𝘆 This isn't about posting once a month. It's about showing up regularly to add value to industry conversations. The cybersecurity industry has a trust problem. Your LinkedIn presence helps solve that by building relationships before the sales pitch. Is a LinkedIn-first approach right for every security company? No. But if you're spending $200K+ annually on trade shows without a personal brand strategy, you're leaving opportunities on the table. What's your experience with cybersecurity marketing? Is LinkedIn working for you or is the trade show circuit still your primary channel? P.S Meet my avatar at Vegas 😂 And he does look better than me.