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Profiling : are You
an Entrepreneur
or what?

Your guest speaker Geert Fiers
+ 20 years experience in recruitment Fiers & De
Mey/Thefuturealliance
http://www.thefuturealliance.com
Co-founder of ATS (Applicant Tracking System)
www.HR-Technologies.com

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Copyright Geert Fiers ,all rights reserved

At present :
• creation of www.psaq.eu

• Temporary Resident

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Profiles of Entrepreneurs
• Based on Qualitative Research : PSAQ : Professional Styles & Attitudes
Questionnaire combined with in depth interviews
• Comparison with Managers and general professional population
• Focussing on “First Line” entrepreneurs; not the second or third generation in
family businesses
• Founders of companies from 10 tot + 1,000 employees were screened

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Security
Job Security

Planned Career
Guarantee
Financial Security
Long Term visibility professional career
…

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Why?
• Why do you consider to start up your own company?
• What would hold you back?
• How do you look at the alternatives, a corporate career, a government job …?

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Parameters

Significant Personal
Risk versus
Security

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Autonomy versus

Dependency


Significant Personal Risk

Entrepreneurs

Intra preneurs

Dependency

General working
population

Security
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Autonomy

Dependency
Need for guidelines
Need to work within a structured
environment
Focus on rules and regulations
Responsibility for professional career is
exteriorized to a certain (greater) extent :
corporation, government, union …
Together with Security we could call this
the need for a professional “caring”
environment”
The largest part of the working
community is situated here

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Autonomy
Need to own your own professional life
Need to realize professional goals
in your way
Being one’s own boss
In complex organizations : having control
Disliking hierarchy (above)
Not a nominal factor, but a continuum:
From having single control to
partnerships, being a minority
shareholder with extended reporting
duties
Consider the fact that al of these
relationships vary during the life of the
company

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•Standing out of the crowd?
• What do we really mean?

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Taking considerable
Personal Risk

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Taking considerable
Personal Risk
Engaging a part of your financial means
that could hurt when lost
Out of financial reserves or loaning
capacity
Abandoning a steady career
One step further
Risking the security of others
stakeholders : employees, shareholders
The level of risk can evolve during the
professional life of the entrepreneur

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Manic?
So you are probably a little bit Manic 
But is that enough to be entrepreneurial?
Aberrations often occur when there is no
personal risk but all stakeholders are
recklessly involved
On the contrary, all stakeholders should
be correctly informed to make venture
socially acceptable
Otherwise your just another …

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Scale of operation
The bonsai and the sequoia
Start-up entrepreneurs are less
concerned about size than managers
As a start-up you can (must) dream
about the sequoia but not forget that
you start with a small bonsai

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Size
Some innovative projects take some
much “side energy” : financing, rules
…that it is decided to realize them within
existing structures

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Social Compliance
• Entrepreneurs are more likely to
overrule social compliant
behaviour
• For start-up entrepreneurs there
is a very thin line between
private life and work – work-life
balance???

• “Now, considering you
brought my mother into it :
71,5” Gordon Gekko

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Energy
And how u use it!

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Social Status

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Self confidence
In your agility
In being able to adapt to unpredictable
situations, to adapt to rapidly changing
market situations
Of course : hubris lurks around the corner


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Influencing factors : Family
• Getting the chance to experiment
• Values cited : “hard work”; “just go for it”
• Partner
• Mentor

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Need for Scale of Action
10
8
Pro-active

6
4

Lack of Social
Compliance

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Entrepreneur
Intrapreneur

0

General Pop

Need for Power

Administration

People Management
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And what about the
money?
Does it play a role?
Consider : high on Risk and low on
Autonomy; that is called gambling not
entrepreneurship

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Triggering events
• The straw that breaks the camel’s back
• Management buy-out opportunity
• The market opportunity taken up outside the company structure
• The “mature manager” deciding to take up entrepreneurship as a (final) career
step
And of course : “the ultimate spin-off”

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The straw that breaks
the camel’s back

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The straw that braeks
the camel’s back
°Promises (e.g. for promotion) not kept
°Profoundly disliking the boss
° One of your market contacts pinpoints
an opportunity; the project is not okayed
by your superiors

In each of these cases you were always for
all positive or negative signals as a trigger
to take the step

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Self Assessment Questionnaire
• Describe you long-term career dream, does your wish to start-up your own
business comply with that?
• Make a list of the reasons why you want to start-up you own business
• Describe in detail what your personal risk is in your venture

• How important is job security for you?
• What kind of “control” do you wish to have over the operation; define your
preferred scheme
• How important is work-life balance to you?

• How is your energy level and which part are you wiling to delegate to your
project?
• Which part of the skills do you have to succeed; do you know how to fill in the
rest?
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Most important
• Don’t hesitate to go for your idea, even if your score on the self assessment is
horribly low, because you might stand out in a different way

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Attracting Talent for
start-ups

• http://www.youtube.com/watch?v=X5NN
x1bP7gM

Motivation

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Fundamental questions
• Take the time to consider how far you want to go in “sharing” your idea;
sharing the company; this may fundamentally influence the type of talent you
will attract but also what your part of the story will be;
• Make a list of the qualities that are complementary to yours and fundamental
for the success; make sure who you need “on-board” and which activities are
better outsourced;
• Do not only prepare the recruitment and assessment of potential talent; but
make sure that you have an excellent “on-boarding” program; a lot of the
decisions to leave a company are taken on the first day; a bulk of energy is
wasted on “setting of on the wrong foot”
• Make a realistic list of your assets to engage talent; you’re not alone out
there, there is something called “the labour” market
• If you have international goals; consider them from the start
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• “You need to attract determined, innovative, flexible resourceful , risk minded
individuals. To do this, emphasise the exciting (sometimes roller coaster) ride
of a start up, the freedom to make decisions that have impact, and offer
rewards that match the risk”. Robert Kilpatrick – IESF UK

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Active community building
• For those roles and talents that are “key” to your activity
• You must know who is a potential talent for you company
• You should actively keep in touch with that community in all possible ways: -irl! conferences;
invite them to your events;
social media
Make sure your project and company is known in that population

By You I mean, yourself or someone of the company that has this at least
partially as ad dedicated role.
As the company grows all managers and staff should be involved in this to a
certain extent.
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As you grow …

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Channels &
Platforms

Search Engines

Offline/ Non
traditional

Talent
Community

Branding &
Campaigns

Job Publishing

Social Networks

CRM (Passives)

Job Marketing

Online
Job boards

Social Pages

Executive
Recruiting
Campaigns

Job Aggregators

Social Apps

Niche Boards

Social API
Integration

CRM

( active )

Mobile Recruiting

Employee
Referrals

University
Campus

Executive Search
Agencies

Talent Networks

Recruiting Events

Job Feeds
(RSS/XML)

Talent Community / Career Website Platform / Applicant Tracking System

Social CRM

http://www.youtube.com/watch?v=Mw7US6RiKts

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