Genuine Curiosity

Author Dwayne Melancon is always on the lookout for new things to learn. An ecclectic collection of postings on personal productivity, travel, good books, gadgets, leadership & management, and many other things.


How can you hire people you'll never have to fire?

Over 8 years ago, I wrote about how to look at "things you'd hire on" vs. "things you'd fire on" and I still love that as a way to think about the things you'll look for when hiring people to join your team.  In my "day job" of cybersecurity, this is a frequent topic of discussion (in fact, I'll be on a panel at the RSA security trade show in a couple of months talking about Closing the Cybersecurity Skills Gap).

Today, I want to share some perspectives from Girish Mathrubootham.  Girish is the Founder and CEO of Freshdesk, which is a leading SaaS-based customer support software that seeks to help businesses promise, deliver and wow their customers. Girish has over 15 years of experience in building enterprise products and is on a mission to make the world a happier place for customers everywhere.

Girish has been talking a lot about how to hire long term employees that you will never have to fire, and focuses a lot on non-technical attributes (i.e. "not hard skills") when he hires.  It seems to work for him, so I recently did a "5 Questions" interview with him on this subject.

1. Girish, how do you recruit and interview for “passion?”  What are your biggest red flags when you evaluate a candidate?

Girish Mathrubootham CEO & Founder, Freshdesk

Girish Mathrubootham
CEO & Founder, Freshdesk

"One of my favorite questions is to ask people to tell me things that they have done and are really proud of, starting from the time they went to school. This gives me an opportunity to identify if they have been passionate about anything at all. If you are passionate about something, with the proper push, you can be made passionate about work too.

"I often come across people who don't have anything significant to share but assure me that given an opportunity, they will perform. If someone hasn't done anything worth sharing their entire life, how can they expect me to believe that claim?"

2. You say you can teach skills, and you don’t use them as primary selection criteria;  how do you quickly get people up to speed on the skills they need to be successful?

"Let me explain the difference between talent and skill. The ability to draw well and having a great sense of colour coordination is talent; knowing how to use Photoshop is a skill. Writing good code is talent, knowing Java or Ruby on Rails is a skill. We hire for talent and allow people to pick up skills on the job.

"For example, our core development platform is Ruby on Rails, but until we hit 69 employees, we did not have a single engineer who knew Ruby on Rails when they joined us. We just focused on hiring good programmers and they learned Ruby on Rails in a few weeks.

"Of course, there is some short term loss of time in getting people up to speed. But our talent pool expands like crazy and we end up hiring some awesome people."  

3. What are the limits of this approach?  In other words, is this approach limited to specific types of industries or specific types of positions?

"You cannot always follow this approach blindly. There are several roles where specific knowledge is crucial. And hiring people who are experts in their trade is great for your company. So we are open to hiring these people as well. But it's not always that simple. Maintaining a high quality team when experts are hard to find, or expensive, is very tricky. So complement your team with talented people who can learn on the job. 

"Let's say I need someone to ensure that our Production apps are running at peak performance. My pick would be someone who has the right skills and experience in handling scale and who can tune our MySQL databases. I will hire someone with the right skill rather than someone who can learn these things over 6-8 months." 

4. When did you begin using this approach, and how has it benefited Freshdesk?

"We have been doing this right from the beginning. We hired someone who used to handle retail operations (and hated the job) as our marketing content writer. Our Product manager today was earlier with a telecom company, managing their 3G network infrastructure deployment. One of the engineers working on our Search, used to build firmware for Audi cars. We would have missed a lot of such awesome people if we had focused on skill-based hiring. "

5. What advice would you give to employers and rewriters who are considering adopting this approach?

"If you find awesome people with the right skills and talent, then hire them by all means. When good talent is hard to come by (which is usually the case) try relaxing the skills part a bit to see if smart people with the right talent can learn on the job. I am sure you will be pleasantly surprised."

I tend to agree with Girish's outlook on this topic, and have often said I try to hire people who have the ability to tackle problems they've never seen before, apply focused effort and learn what they need to know along the way.  Of course, I also look for people who can communicate well around complex topics, work well with others, and can aggressively pursue a goal without panicking.

What about you?  Have you learned any good techniques to find strong team members that you'd like to share?  I'd love to hear from you.

Now available: "Toolbox for Success" eBook

I've been working with the fine folks at Hyperink Press to produce my first ebook, "Toolbox for Success:  What You Need to Know to Succeed as a Professional."  I'm pleased to announce that it is available through the Kindle store.

This is my first solo book (I've contributed to others), but hopefully not my last.  I'd love to hear your feedback and see your reviews on Amazon (especially if you find value in the book).  

Also, if you have topics you'd like to see me address or incorporate into subsequent books please let me know.

Humor at Work: What works best and when

Employee laughing.jpg

They say laughter cures all. They also say laughter is truly the best medicine -- and that can be true at work, as well as at home.

Laughter on a regular basis improves blood pressure, stimulates the organs and can reduce pain, according to studies. So if it helps promote all those things, why don't we have more humor in the workplace? A daily dose of fun - humorous quotes, timely (and appropriate) jokes, fun events, and other forms of humor at work can help relax employees, increase morale, and energize the social aspects of the workplace. Workplaces that see humor as a tool often find themselves with happier and more productive employees. This in turn can create a better business, one that sees regular increases in profits and results.

But in today's workplaces, the stresses often outweigh the lighter moments. Sure, companies say they have a happy, positive culture, but are they faking the culture? There are telltale signs that a company's culture is lacking in the workplace. Lack of care about any type of 'mission' statement; Senior managers don't walk the walk with employees; online reviews don't reflect the everyday realty and more.

What can company owners and employees do to make a more vibrant, fun-seeking company culture? For starters, a company's owner or top leader can make the initial charge to try to have more fun. But it takes honesty and some guts to share that. But employees may respond well to that.

Timing and Context

With all good humor, timing and context are important. Even if you are a funny person, cracking a joke about Obamacare during a serious office meeting about company health insurance costs may not be the right setting. Or suggesting that you use a company photo of everyone throwing money in the air, on  Minted photo holiday cards that you send to customers might not fly. In other words, keep in mind that not everyone has the same sense of humor.

Finding the right balance of timing, context, the moods of your co-workers and managers is all important for humor to flourish in the workplace. Take into consideration, too, that fellow employees are often more comfortable bantering with colleagues than with management. There's an uncertainty that reduces the idea to get funny around bosses. Employees aren't sure how humor will be taken or perceived over time.

If you make it a habit, it can help.  For example, my company's headquarters location has a monthly "recess" in which we all gather together in the kitchen for a party for about an hour.  Each month, a different department hosts it, selects the theme, provides the refreshments (including some adult beverages, and decorates the place.  It has become a very popular event that people look forward to and it's a good place for some socializing with people you don't see much during the normal business day.  

Culture Drives Humor

In many ways, the culture makes the humor in a workplace. If your work culture is stiff and formal, weak attempts at humor and levity will fall flat. In a culture that's looser and full of guffaws on a more regular basis, you can really see some humorous efforts rise. That's according to Michael Kerr, who runs the business consultancy Humor at Work and is author of "The Humor Advantage: Why Some Businesses are Laughing all the Way to the Bank" (Dec. 2013). Workplaces that are more creative and innately innovative tend to have more humor within. It's all about feeling relaxed in an environment. With more relaxation and chances to bend the rules, a work culture can open itself up to more humor from its employees.

By removing emotional anxiety in the workplace with a more light-hearted tone, employees will get a strong sense of empowerment to create projects and programs. And these initiatives could help with team building, recruiting, office communications, morale and overall productivity in the workplace.

New Help for Old Project Management Problems


Over the years, I've done a lot of jobs.  One thing that's remained constant: Effective project management - especially in a team-oriented project - can mean the difference between success and failure.

Once the project and budget have been approved, the real work of project management begins. Tracking the project tasks and communicating with the team are ongoing efforts that every PM faces. For some time, a PM has had to rely on the same set of tools. With the latest cloud technology, software as a service (SaaS) solutions are available to help the PM stay more organized and connected with the team.


According to PR Newswire, Gartner research states that almost 50 percent of manufacturers will be using some form of SaaS by 2015. Netsuite is a cloud-based resource management system that provides leaner manufacturing and resource planning to stabilize your company. It gives you visibility across the business in real-time. With this level of visibility to the various processes, you have better manufacturing resource planning and management. You can pay close attention to forecasting and inventory management. Netsuite gives you demand planning capabilities to create a more finely tuned forecast. Using sales projections, trends, seasonal fluctuations and historical data, you can come closer to your on demand inventory needs.


This tool provides a lot of organizational flexibility. The PM has various ways of slicing-and-dicing multiple projects and teams to allow better collaboration and communication. The PM has control over how workspaces, projects and tasks are organized for visibility and easier tracking, according to Workspaces are work areas that can contain one or more projects and tasks. They can be shared with multiple people. Multiple workspaces may be created to reflect different areas of focus. One workspace could be created for a new-product development effort and another for marketing campaigns for an existing product.

Projects are created within workspaces and can be either public or private. A public project may be accessed by everyone who has access to the workspace, like when you need the entire team to access smaller projects for only a subset access.

Tasks are the work units of a project and they also can be created as public or private. The comment system within tasks allow a greater collaboration between the team members without relying on email. A project history of task communication can be stored this way.

Once a project manager understands how to set up workspaces and projects in Asana, it can become a tool to make collaboration, communication and tracking easier for the PM.


Smartsheet is structured like a spreadsheet with rows and columns and is flexible and customizable that integrates with Google Docs. This is a good choice for specific project management needs that other solutions don't offer. Spreadsheets can be organized in folders or workspaces. Each sheet can be shared with multiple people. The reporting capability is more than just formatted output. Reports can be made to be drilled-down into or used interactively, such as in what-if scenarios. Smartsheet is supported by a number of articles, videos and tutorials. There are webinars available to learn more about how to customize the product to meet your needs, according to

Google Docs

If you are on a limited budget, or if you need a minimal project and resource management system, Google Docs may have enough capabilities for you and your team. This is a hybrid office automation system with word processor, spreadsheet, graphics capabilities and the ability to collaborate on documents. While not organized specifically for the PM, the pieces manage a small project. Just don't expect automatic Gantt chart creation or resource leveling across tasks, according to

Project managers have dealt with tools that came out 20 years ago or more. Even updated, they don't take advantage of the features that the cloud offers. These tools give the PM more flexibility and choices on how to set up and manage their projects.

Those are a few options, in a nutshell.  If you're using something different that you absolutely love, or you have real-world feedback on any of these options, please leave a note in the comments..