Helping one billion people or bust – that’s the goal at Phenom People, an HR and talent acquisition technology company that helps giant organizations such as Hershey’s, Southwest, and Microsoft hire more effectively.
While it sounds like a tall order, it’s a mission that CEO and co-founder Mahe Bayireddi takes very 
seriously. “It’s the only reason why our company exists,” he says. “If you look at the purpose of the company, it’s to help a billion people find the right job. When we say a billion, we do mean it. We know that LinkedIn has 500 million people on their platform. We are talking about doubling that.”
Phenom People started out in 2011 with nine people. Today, the Pennsylvania-based firm has over 400 employees in seven countries across the globe. Throughout the expansion, Bayireddi has continued to focus on building a culture that believes in that mission. “It’s not just about growing our business, it’s also about how big of an impact we can generate across the globe,” he says.
And it seems to be working: three out of four employees at Phenom People say the main reason they stay is the company’s mission, according to data compiled by Comparably. That’s a striking figure, especially when compared to the broader population: in general, the most popular response is “comfort and familiarity,” with just 13% of people choosing mission.
Bayireddi sees Phenom People’s calling as a way of giving back to the world and leaving their mark while there’s an opportunity. “No business exists for 500 years,” he says. “We want to do what we can with what we have now.”
In that spirit, Bayireddi recently shared several hiring and culture-building practices that business leaders in any industry can learn from to build solid employer brands.
1.) Treat the interview as an opportunity to really learn someone’s story.
While many hiring managers get caught up in mundane questions that could easily be answered with canned responses, Bayireddi prefers a more thoughtful approach, asking questions such as “What is your story?” or “What have been the three most crucial moments of your life?” He finds that the responses tend to reveal how people process the ups and downs in their life, as well as their aspirations. “Everyone in life goes through the good and the bad,” says Bayireddi. “I’m trying to understand what they’re trying to do and who they want to become.”
2.) Identify your own definition of an A-player.
It may be tempting to look at companies you admire and strive to hire similar types of people, but Bayireddi says it’s best to identify your own specific needs first. “An A-player for Phenom may not be an A-player for Google,” he added.
A key part of that process involves identifying the skills necessary for the job and team. According to Bayireddi, there are only a handful of things that a person can really do well, and it’s your job as a business leader to figure out whether the skills you have are aligned with the needs of the business. “It doesn’t matter if we’re talking about Steve Jobs, Obama, or Gandhi, we all have our strengths and weaknesses, so we need to focus on the areas we’re really good at to continue excelling in them.”
In the interview, it’s also crucial to look out for red flags. At Phenom People, a big one is negativity. “If somebody is talking super negatively about their ex-boss, and not just in one job, but in three jobs, we’re going to have a problem.”
3.) Make the offer in a personal way.
Many companies stick to the tried-and-true way of making an offer to someone by phone or email. At Phenom People, team managers go the extra step and make an offer via video. They gather the whole team, record the welcome video, and send it off to the new hire. Bayireddi says doing it this way immediately creates a sense of bonding and warmth for the entire team. “It should feel like it’s a family; it is a family.”
In situations where someone may have multiple offers, Bayireddi says his best advice for sealing the deal is to offer someone access to top leadership. “Access is one thing people really connect with,” he says. It comes down to fulfilling that need in people to feel recognized and seen. “People are attracted to that more than money.”
4.) Take time to self-reflect.
It’s easy to get caught up in the day-to-day bustle, but as a business leader, it’s important to step back and take a big picture look at what you’ve done and where you’re going. Bayireddi practices this in a deliberate way: once a year, he gives himself three days of silence. “I go quiet,” he explains. “It helps me think about what I should do to be a better leader.”
When it comes down to it, you want to employ those who believe in your mission and use it as their work’s purpose. It should be bold and measurable so that it is achievable. Once it’s established, build core values around your mission and hire with them in mind. Curiosity, responsibility, intensity, self-confidence, and positive thinking are all reflected in every Phenom employee, empowering them to help one billion people find the right job.
More from Phenom People’s Culture Snapshot on Comparably.com
