如何招募最优秀的工程师和销售代表

今天，我们将听取JuiceBox联合创始人兼首席执行官David Paffenholz的分享，了解如何物色优秀的工程和销售人才。

Today, we're gonna hear from David Paffenholz, cofounder and CEO of JuiceBox, about how to source great engineering and sales talent.

JuiceBox是一个由红杉资本支持的AI人才寻源平台，被Ramp、Cursor和Perplexity等公司用于招募全球顶尖人才。

JuiceBox is an AI sourcing platform backed by Sequoia and used by Ramp, Cursor, and Perplexity to recruit the best talent in the world.

首先我们将聆听他的演讲，随后进行深入对话，进一步探讨他在招聘方面的建议。

First, we'll hear his presentation, and then we'll have a conversation to dig deeper into some of his advice for recruiting.

大家好。

Hey, everyone.

我是David，JuiceBox的联合创始人。

I'm David, co founder of Juicebox.

今天我们要讨论的是如何物色并聘用最初的几位工程师和客户经理。

Today, we're talking about how to source and hire your first few engineers and AEs.

特别是作为初创企业，你们可能正考虑着许多不同的事情。

Especially as a startup, you're probably thinking about a bunch of different things.

争取下个月的几千美元经常性收入、招聘新人以及推出新产品功能。

Getting your next few thousand dollars in MRR, hiring and shipping new product features.

人们很容易忽视具体要引进什么样的人才，而只是单纯追求招聘速度。

It can be easy to not focus on the specific people you're bringing on, and really prioritizing speed instead.

速度固然重要，但同时你的前几名员工对公司的意义重大。

Speed is really good, but at the same time, there's a lot of reasons your first few hires matter a ton.

你们将共同定义企业的文化、发展速度和未来方向。

You're gonna be defining the culture, velocity, and future of your business.

早期人才的质量将为后续所有员工奠定基调。

That talent in the early days is shaping that for everyone who follows.

未来的员工会以你们的创始工程师、创始客户经理为榜样，更重要的是，你们彼此塑造——他们也将影响企业的运营方式。

Your future hires are gonna be looking up to your founding engineer, your founding AE, and perhaps even more importantly, you will be shaping them, and they will be shaping how you run your business too.

更明确地说，公司文化是由前10名员工定义的，接下来的40人则会巩固这种文化，共同塑造前50人的整体氛围。

Now, making that even clearer, the culture is defined by the first 10 people in the company, and perhaps the next 40 people after that, for the first 50 people total.

如今，Juicebox已是一个20人的团队。

Today, Juicebox is a team of 20.

我们对最初招聘的10人精挑细选，对后续的10人同样如此。

We put a lot of thought into who the first 10 people were we hire, and just as much thought into the next 10 as well.

与此同时，招聘工作既极具挑战性又竞争激烈。

At the same time, hiring is really hard and really competitive.

我们在此展示了一位工程师的截图，你可以看到他们将收到的大量外部邀约。

We put a screenshot here from an engineer, where you can see the amount of outbound that they will receive.

如果你本人是工程师，可能也收到过类似的LinkedIn私信、邮件等。

If you're an engineer yourself, you might have received the same LinkedIn DMs, emails, and more.

因此，当你考虑招募其他人才时，请记住他们同样收到大量邀约，我们必须确保你的信息和接洽方式脱颖而出。

And so, as you're thinking about you recruiting other talent, keep in mind that they're receiving a lot of outbound themselves, and we'll need to make sure that your message and your outreach stands out.

那么，在思考人才去向时，什么才是关键因素？

So, what really matters when thinking about where talent goes?

首先，我们需要考虑他们拥有的选择，以及他们如何评估加入贵公司与其他公司的优劣。

First, we should think about the options that they have, and how they're probably evaluating joining your company, versus joining another company.

我们将其归纳为三大类。

We think of that in three main buckets.

第一类是大科技公司/明星企业，正如我们想象的，提供丰厚的薪酬待遇和非常稳定的工作。

The first one is big tech, fan companies, as we might imagine, strong compensation packages, and a very stable job.

但与此同时，工作节奏可能较慢，这些人在岗位上产生的影响力也较小。

At the same time, the pace will probably be slower, and the impact that those people are having in those roles is less.

我们可以将其与成长期公司进行对比。

We can contrast that with growth stage companies.

这张幻灯片上较少的标志代表后期或大型成长期公司，如Stripe、OpenAI和Anthropic，但实际上大多数B轮及以后的公司都属于这一类别。

And so fewer logos on this slide are kind of later stage or large stage growth companies, Stripe, OpenAI and Anthropic, but really most series B and onwards companies are going to fit into this category.

这类公司最关键的特点是：薪酬具有相当可预测的上升空间。

What matters most here is that the compensation has pretty predictable upside.

他们的股票不太可能归零，而且随着公司持续发展，他们可以预估未来几年的收入。

Their stock is likely not going to go to zero, and they can estimate how much they'll be making in future years as the company continues to grow.

而且他们的起薪可能也已经相当不错了。

And they're probably already starting at a pretty good base salary as well.

与此同时，他们的工作节奏较快，但仍能感受到自己正在产生一定影响。

At the same time, their work is somewhat fast paced, and they still feel like they're making somewhat of an impact.

同时，公司已建立了完善的制度体系。

At the same time, there's a lot of structure in place.

可能存在多层级的组织结构，他们肯定无法直接与创始人共事，对自己实际工作的掌控权也较少。

There might be multi layer orgs, they're definitely not working with the founders directly, and they have less ownership about the work that they actually do.

现在，我们来思考你所在的初创公司，或者说你目前所处的阶段。

Now, we'll think about your startup, or where you probably are right now.

早期员工加入的原因，是为了能够塑造企业文化、产品和发展轨迹。

The reason for an early hire to join is to be able to shape the culture, the product and the trajectory.

在股票经济收益方面，他们面临的潜在结果波动性也最大。

They also have the highest variance in potential outcome on the economics of your stock.

他们将获得公司最大份额的股权授予，但与此同时这些股权也最有可能变得一文不值。

They're gonna receive the largest equity grants in your company, but they're also the most likely to go to zero at that point.

因此在某些方面，早期员工承担的风险与创始人承担的风险有相似之处。

And so in some ways, the risk that an early employee is taking on is somewhat similar to the risk that a founder takes on.

我们将探讨多种方法来最小化这种风险，并以最佳方式推销早期公司的优势。

We'll go through different ways to minimize that risk, and sell being at an early stage company in the best way possible.

因此在考虑引进和招聘哪些候选人时，我们需要明确他们更倾向于上述三种类型中的哪一种。

So as we think about what candidates we're bringing on and hiring, we'll want to make sure that we understand which of those three groups are they leaning towards.

大多数人才其实已经对某类公司有了倾向性。

Most talent will already have an inclination one way or another.

我们可以通过他们近期或当前任职的公司来判断，甚至可以通过面试时的言谈来识别。

We might be able to tell based on the companies that they recently worked at or currently work at, or even what they tell us on the interview.

当我们与候选人交谈时，首先要弄清楚的是，他们是否倾向于这三个方向中的某一个？

When we're speaking to candidates, the first thing we want to find out is, do they have a leaning in one of those three directions?

如果是，为什么？

If yes, why?

哪些因素对他们来说很重要？

Which of those things matter to them?

我们如何利用这一点说服他们加入我们公司？

And how can we use that to our advantage to convince them to join our company?

随着流程推进，我们需要确保他们始终言行一致。

Now, as we continue the process with them, we'll wanna make sure that they're staying true to their word.

他们是否也在面试大型科技公司？

Are they also interviewing with a big tech company?

如果是，可能表明他们还不确定自己的职业方向。

If so, that might indicate that they're not quite sure in which direction they wanna go yet.

我们需要重新强调他们为何应该选择初创企业。

We'll have to circle back to selling on why should they be joining a startup in the first place.

一旦确认他们想加入初创公司，就要解决第二个问题：为什么选择你们的初创公司？

Now, once we've figured out that they want to be joining a startup, we'll have to go to the second question, which is why should they choose your startup?

我们已经确定他们可能追求高影响力、能承受高风险，并希望拥有直接参与重要功能开发、与创始人共事、真正影响公司发展轨迹的自主权。

We've already established that they probably want to have high impact, they're open to pretty high risk, and they wanna have the ownership of being able to work directly on important features, working with the founder directly, and really being able to influence that trajectory.

这些条件在很多初创公司都能实现。

Now, those things can happen at a lot of different startups.

假设一位早期工程师正在与你们公司洽谈，他们很可能也在接触其他公司，甚至可能是同批次的竞争对手。

And let's say an early engineer is speaking with your company, they're likely also going to be speaking with other companies, maybe even other companies in your batch.

接下来我们应该思考：为什么他们应该选择你们的初创公司？

And so next, we should think about why they should work at your startup.

这才是真正体现你们独特性的地方。

This is really unique to you.

这里有几个指导要点，我们经常看到它们成为主要的卖点。

There's a few guiding points on here that we've often seen be a main selling point.

其中之一是使命驱动。

One of them is being mission driven.

例如，如果你所在的行业与特定人群有密切联系，比如你从事解决国际银行账户问题的金融科技，或是移民创业项目，可能会有更多人被这一使命所驱动，并真心希望贡献力量。

For example, if you're working in an industry that has a specific connection to certain people, let's say you're doing a FinTech that addresses international bank accounts, or you're working on immigration startup, There might be people that are more driven to that mission, and really want to contribute.

其他候选人可能更关注股权和薪酬增长空间。

Other candidates might be more focused on equity and compensation upside.

他们将此视为获得高波动性结果的机会。

They view this as a chance to have a really high variance outcome.

在这种情况下，我们可能需要更侧重潜在收益，甚至提供股票计算器来展示他们未来的可能收益。

And there, we might wanna focus more on what the potential upside is, even provide a stock calculator for where they might wanna go in the future.

在其他情况下，你可能拥有一个非常有趣的问题领域。

In other cases, you might have a really interesting problem space.

这可能是深科技领域，那些技术上具有重大挑战的领域，会吸引特定群体愿意投身这些深度挑战。

This could be deep tech, things that are really technically big challenges, and will attract a certain pool of people who wanna work on those deep challenges.

最后一点，我认为经常被忽视的是，很多人加入公司是因为文化和团队，特别是熟人推荐。

And then finally, and I think this is often missed, is many people join companies because of the culture and the team, especially referrals.

他们已经认识在该企业工作的人，并有理由成为其中一员。

They already know people who are working at that business, and have a reason to be a part of it.

在推介公司时，你应该明确知道这四点中你在强调哪些，可能侧重其中一两点，而且根据交谈对象的不同，侧重点也会变化。

As you pitch your company, you should make sure that you know which of those four you're pitching, probably pitching one or two of them, and they might also vary depending on the candidate that you're speaking to.

现在我们已准备好一些基础事项，让我们思考寻找这些候选人的渠道。

Now that we have some of the initial things in place, let's think about the sources that we have for finding those candidates.

我们将在高层次上讨论三个主要渠道，然后深入探讨寻源环节，因为这是最可控的部分。

There's three main ones that we're gonna cover at a high level, and then we're really gonna dive into the sourcing part, because that's what's most under your control.

首先，你要最大化利用推荐渠道。

First, you wanna maximize your referrals.

你认识的人、过去共事过的人、以及现有团队成员也认识的人。

People that you know, people that you've worked with in the past, people that your existing team members know as well.

在这方面你可以非常具体。

You can get very specific on this.

事实上，我们见过一些公司在新员工入职第一天，就与他们坐下来逐一查看所有联系人，寻找其他可能合适的人选以及他们可能想联系的对象。

In fact, we've seen companies where on the first day of a new hire, they sit down with that hire, and look through every single one of their connections, to see who else could be a good fit, and who else they might want to reach out to.

你可能还想设置推荐激励或推荐奖金，成功录用后奖金通常在1万到2万美元之间，有时甚至更多。

You might also want to include a referral incentive or referral bonus, that can be anywhere from 10 to 20 ks, sometimes even more, for successful hires.

与通过招聘机构支付的费用相比，推荐奖金通常仍然是相当划算的。

Compared to the fees that you'd pay with say a recruiting agency, that referral bonus is often still a pretty good deal.

接下来，你需要发布职位。

Next, you'll want to distribute your job.

如果你是YC初创公司，一定要在'Work at a Startup'上发布。

If you're a YC startup, you'll definitely wanna post on Work at a Startup.

事实上，Juicebox的首位员工也是通过'Work at a Startup'招聘的。

In fact, Juicebox made its first hire from Work at a Startup as well.

LinkedIn以及其他招聘网站。

LinkedIn, as well as any other job boards.

除了'Work at a Startup'，大多数在线招聘平台可能会带来很多无效信息，候选人的匹配率可能不高。

Now, apart from work at a startup, most online job boards are likely going to give you a lot of noise, and might not give you the best hit rate on candidates.

同时，你需要关注这个渠道，确保也在审查这些申请人。

At the same time, you want to look at that channel, and make sure that you're reviewing those applicants as well.

你能掌控的主要措施是让职位描述（JD）易于阅读。

The main thing you can do there, that's under your control, is making the JD very easy to read.

我认为最简单的测试是：如果你作为申请人阅读那份职位描述，是否会有申请意愿？

I think the easiest test is if you were reading that job description as an applicant, is that something you'd want to apply to?

最后，人才搜寻。

And finally, sourcing.

这里我们将进行最深入的探讨。

This is where we're going to be going most in-depth.

主动为您识别并联系合适的候选人。

Proactively identifying and reaching out to the right candidates for you.

我们将介绍一系列步骤来优化这一过程。

We'll cover a bunch of different steps on how to make that good.

但首先，让我们谈谈什么是人才搜寻以及它的重要性。

But first, let's talk what is sourcing and why does it matter in the first place.

人才搜寻意味着主动寻找候选人，而非等待申请人主动投递。

Sourcing means proactively finding candidates, rather than waiting for applicants who come to you.

最优秀的候选人通常不会主动求职，他们可能已在其他公司任职。

The best candidates aren't applying, they're probably already working somewhere else.

你可以把这想象成外展销售的过程。

You can think of this as very similar to outbound sales.

你正在构建一个漏斗顶端的渠道——在这里，潜在客户开发就如同候选人搜寻，你通过发送候选人邮件或私信进行冷接触，然后跟踪整个渠道和转化流程。

You're building a top of funnel pipeline, in this case, prospecting is like sourcing candidates, you're doing cold outreach in the form of candidate emails or DMs, and then you're tracking your pipeline and conversion funnel from there.

通常在公司初期，我们会专注于销售环节以推动初始收入。

Oftentimes, we're focused exclusively on the sales part in the early days of the company, and driving that initial revenue.

同时当我们转向招聘并成为重点时，我们希望像当初打造外展流程那样，对招聘流程投入同样的专注和用心。

At the same time, when we switch over to hiring, and that becomes a big focus, we wanna put the same attention and care into the hiring process, as we might have when crafting our initial outbound process too.

那么我们如何在人才搜寻中取胜？

So how do we win at sourcing?

这需要几个不同的步骤。

There's a few different steps to it.

首先是实际寻找候选人。

The first is actually finding candidates.

这就是搜索环节。

That's the search component.

这时你需要借助LinkedIn招聘或Juice Box等平台来寻找适合该职位的顶尖人才。

That's where you go to platforms like LinkedIn recruiter or juice box to help find top candidates for your role.

然后你要为他们制定接触话术。

You'll then put together outreach messaging for them.

通常是一个多步骤的推广活动，包括电子邮件、LinkedIn私信，可能还有几位不同创始人同时联系同一位候选人。

Typically a multi step campaign, think email, LinkedIn messaging, maybe a few different founders reaching out to the same person.

你的目标是说服他们参加面试，最终成功录用。

Your goal is to convert them into an interview, and then finally close the candidate from there.

现在我们来具体讨论如何开展人才寻访，特别是销售和工程这两类职位。

So let's talk how we actually do sourcing, specifically to two roles, sales and engineering.

你们早期招聘的岗位很可能主要是客户经理和软件工程师。

A lot of your early roles are probably gonna be account executives and software engineers.

这两类职位的寻访流程会有所不同。

The sourcing process for those two roles will differ.

之前我们看到满是LinkedIn私信的截图就是针对工程职位的。

The screenshot we saw earlier on with all those LinkedIn DMs was from an engineering role.

传统而言，软件工程师岗位在外部寻访中竞争最为激烈。

And traditionally, software engineering roles in particular, have been the most competitive for your outbound sourcing.

虽然销售岗位竞争相对没那么激烈，但如果你在旧金山或纽约这样的竞争激烈市场招聘，销售岗位同样会面临激烈竞争，需要投入同等程度的精力和细节。

Now, while that's a little bit less so the case on the sales side, if you're hiring in a competitive market like San Francisco or New York, your sales roles are also gonna be very competitive, and you'll wanna put the same amount of attention and detail into those roles as well.

随着公司规模扩大，你们会变得更加专业化，专注于更细分的岗位或制定全新策略。

As you'll scale, you'll become more specialized, focusing on more niche roles or creating different strategies altogether.

接下来几页我们仍将聚焦销售和工程岗位。

We're gonna stay focused on sales and engineering for the next few slides as well.

那么我们具体如何寻找人才？可以使用哪些特定标准？

So how do we actually find people and what are the specific criteria we can use to find them?

让我们先从客户经理开始。

Let's start with AEs.

我想探讨的第一个策略是关注同行业的其他公司。

The first strategy I wanna take a look at is other companies in your industry.

如果他们曾向相同的买家角色销售过类似规模的交易，这将使他们更容易适应贵公司，并有望拥有更快的起点。

If they've sold into the same buyer persona, if they've sold a similar deal size, it'll make it particularly easy for them to adapt to your company as well, and hopefully have a faster starting point.

我们可以通过锁定特定公司或寻找配额达成信号来筛选。

We can look for that based on targeting specific companies, or looking for quota attainment signals.

许多客户经理会公开列出他们的配额达成情况。

Many account executives will publicly list their quota attainment.

你会看到诸如第三季度100%达成率，或全年140%达成率之类的表述。

You'll see that in the form of things like 100% attainment in Q3, or 140% attainment for a full year.

每位客户经理的情况可能不同，具体取决于公司的运营方式。

It can be different for every single AE, or different based on how the company operates.

有些公司并不以日历年作为考核周期，因此部分指标可能看起来略有不同。

Some of them don't have calendar years as their annual cycles, and so some of the metrics may look a little bit different.

相对稳定的指标包括总统俱乐部资格，或与其他客户经理的排名比较。

Things that are consistent are President's Club, or being ranked in comparison to other AEs.

另一个有用的信号是候选人是否快速完成了晋升周期，从SDR到AE，再到高级AE等。

Another factor that can be useful signal in AEs, is candidates who have quickly gone through promotion cycles, from SDR to AE, AE to senior AE and more.

如果这些晋升是在同一家公司完成的，则特别有参考价值。

It's particularly helpful if they've done that while being at the same company.

而且他们是在同一管理者或团队内获得晋升，而非通过跳槽实现职位提升。

And they've been promoted while working for either the same manager or within the same team, rather than having hop between companies to get those promotions.

最后，你可能需要寻找有快节奏初创企业工作经历的人选。

And finally, you'll probably wanna look for someone who's been in a fast paced startup environment.

虽然这类候选人也存在，但找到有种子轮或pre-seed阶段公司经验的人选可能性较低。

Now, it's unlikely that you'll find someone who's been at a pre seed or seed company previously, though those candidates exist as well.

你更可能找到的是那些在A轮到C轮公司工作过的人选，这类公司通常是市场团队规模化发展的阶段。

You're more likely to find people who have been at kind of the greater number of series a to c companies, where go to market teams typically scale.

现在，让我们从软件工程的角度思考如何找到他们。

Now, let's think through the software engineering side and how we can find them.

关于软件工程，我要强调的第一点是，你真正需要关注的是自身优势。

The first thing I'll highlight for software engineering, is you'll really wanna focus on what advantages you have.

因此，如果作为创始人或联合创始人，你们拥有某些独特优势能吸引特定人才，就要把这些优势纳入招聘策略中。

And so if there's something that you as a founder, or with your co founders know makes you unique, that might appeal to certain people, you'll wanna focus on that in your search strategy as well.

例如，我来自德国，所以我们最初的招聘对象就包括现在居住在湾区的其他德国人。

For example, I'm from Germany, so some of the initial outreach we did was for other Germans who now live in the Bay Area.

你还可以关注候选人使用过的特定技术或参与过的开源项目。

You can also look at specific technologies they may have used or open source projects they have contributed to.

要尽可能发挥创意，就像做销售那样。

Get as creative as you can, a little bit like you might do for sales.

我们发现对早期工程类候选人特别有效的筛选标准是：拥有自主项目开发经验，或做过类似创业的工作。

Things we've seen work particularly well for early stage engineering candidates, is having shown some experience of building their own projects, or doing something that's more akin to starting a startup.

也许他们曾经是初创公司创始人，或完成过极具创业性质的项目。

Maybe they've even been a startup founder in the past, or they've built projects that look a lot like a startup.

最后，你需要通过特定社群来扩大招聘范围。

And finally, you'll want to scale your outreach by going into specific communities.

比如Slack群组、开源项目社区或Discord论坛。

Think Slack groups, even through open source projects, or Discord forums.

这些都是绝佳的招聘渠道。

All of those are great places to recruit.

接下来我们看看实际操作中的表现。

Next, we'll see what that looks like in practice.

这里有几个评估标准案例（以JuiceBox平台为例）可以用来筛选不同简历。

So here's a couple criteria, in this case on JuiceBox, that we can use to assess different profiles.

在截图下方区域，你可以看到这些标准的具体内容，比如针对AE岗位的'总统俱乐部成员'、'100%以上目标达成率'等要求。

In the lower section of the screenshot, you'll see some of those criteria, including in this case for the AE role, President's Club, 100 plus percent attainment and more.

这将轻松为你筛选出那些个人资料，并突出显示你可能需要重点关注的对象。

That'll easily rank those profiles for you and highlight ones that you might want to focus on.

对软件工程师同样适用，我们会看到一些可用于评估的标准。

Same thing for software engineers, and we'll see some of those criteria that you can use to assess.

那么接下来进入下一步：互动环节。

So moving on to the next step, engaging.

你可以将其视为接触阶段中的初步联系步骤或邮件序列步骤。

You can think of this as the outreach step or the email sequencing step of getting in touch.

对于AEs和Squeeze来说存在一些相似之处。

There's some similarities for AEs and Squeeze here.

我们需要个性化定制接触方式，多步骤活动在所有情况下都适用，并且要将接触渠道分散到多个平台。

We'll want to personalize the outreach, multi step campaigns will work in every case, and you'll want to distribute that outreach across multiple channels.

所以考虑邮件加LinkedIn步骤，如果你有其他联系方式，比如Twitter私信，也能产生很大影响。

So think emails plus LinkedIn steps, plus if you have a different way of getting in touch, a Twitter DM, can make a big impact as well.

每个角色都有其独特之处。

Some things that are more unique to each of the roles.

在AE方面，你可以重点推介职业发展轨迹。

On the AE side, you can focus on pitching the trajectory.

很多时候AE的晋升周期非常固定，尤其是在大公司。

Many times AEs have a very rigid promotion cycle, especially in large orgs.

在小型公司工作会为他们提供更快的晋升通道。

Being at a smaller company will give them a faster path to advancing.

无论是通过晋升专注于企业销售，还是最终管理销售团队。

Be that through promotions to focusing on enterprise sales, or at some point even managing a sales team.

这也为他们长期进入领导角色提供了机会。

It also presents an opportunity for them to get into a leadership role in the long term.

例如，对于那些真正希望未来成为销售副总裁的候选人，押注初创公司并以这种方式加速职业发展可能会让他们获得优势。

And so, for example, for candidates who really want to become a VP sales down the road, they might have an advantage by betting on a startup and accelerating their career path that way too.

与此同时，加入发展良好公司的客户经理往往能获得非常丰厚的薪酬方案。因为销售业绩出色，他们推动着业务发展，掌握着大部分销售渠道，并且拥有稳定的业绩配额。

At the same time, AEs who join companies that work out well, oftentimes end up having very strong comp packages, Because the sales are going well, they're driving that, they own the majority of the pipeline, and they have a consistent percentage quote.

这对你的公司来说是非常有利的。

That's a really good thing for your company.

虽然可能会让你觉得支付过高，特别是在业务顺利时，但这是吸引更多优秀客户经理的绝佳信号。

It might feel like you're overpaying, especially if things are going well, but it's a great signal to attract even more good AEs.

如果你的公司取得成功，他们理应赚取丰厚收入。

They should be making a lot of money if your company is succeeding.

现在，在工程团队方面，我们希望强调他们在你公司角色中可能承担的责任和挑战。

Now, on the engineering side, we wanna highlight the ownership and challenges that they might be tackling in your role.

优秀的工程师往往对此感到兴奋。

Oftentimes, great engineers are excited by that.

他们希望解决真正棘手的问题，而在初创公司他们能够做到这一点，几乎可以自主选择要攻克的问题。

They wanna work on really hard problems, and they're able to do that at a startup, where they can almost choose the problems that they will be working on.

他们还将置身于高度自主的小型文化或团队中，这种环境会推动这种文化。

They'll also be in a very autonomous and small culture, or small team, which drives that culture.

关键在于创始人——最好是技术创始人——要主动接触这些优秀人才。

It really matters that the founder, ideally the technical founder, is gonna be reaching out for those sweet hires.

例如在Juicebox，我们的CTO Ishan负责所有软件工程师的招聘接洽。

For example, at Juicebox, Ishan, our CTO, does all of our software engineering outreach.

那么一封实际邮件应该怎么写呢？

Now, what does that actually look like for an email?

在这张幻灯片中，我们将看到几个要点示例，说明如何让邮件更具吸引力。

In this slide, we'll see a few example points of what makes an email compelling.

一些基本要素比如添加姓名变量，可能还包括他们当前所在公司。

Some basic things like adding variables for the first name, maybe their current company.

你需要为你的公司建立可信度。

You want to establish legitimacy for your company.

这有点像销售。

This is a little bit like selling.

为什么你们公司是一个理想的工作场所？

Why is your company a great place to work?

你们有哪些客户？

What customers do you have?

业务发展势头如何？

Do you have momentum in the business?

增长速度是否很快？

Has it been growing fast?

如果你们最近有融资公告或其他提及公司的新闻文章，这是很好的补充内容。

If you have a funding announcement that you've recently had, or any other news article that talks about the company, that's a great place to include this.

尽管有这些不同的要点，你还是要保持简洁。

Despite those different points, you want to keep it somewhat short.

大多数候选人会在手机上快速浏览这些内容，所以需要有几个能吸引他们注意的点，至少能让他们快速回复或通过你附带的Calendly链接预约通话。

Most candidates are going to read this on their phone, they're quickly gonna skim through it, and there should be a few things that catch their attention, at least enough to be able to give a quick response, or book a call with you if you include your Calendly link.

在后续邮件中，我们需要增加一些附加价值。

Now, in the follow-up email, we'll wanna add some additional value.

因此在这种情况下，这部分内容放在第三段。

And so in this case, that's in the third paragraph.

这是这个职位特别之处的另一个原因，说明他们能在该职位上产生影响以及为何应该申请。

It's another reason why this role is special, why they'll be able to have an impact in that role and why they should apply.

我们还会注意到之前的一些事项，比如重新链接职位描述，让他们能轻松预约。

We'll also notice some previous things like relinking the job description, making it really easy for them to book.

这里还包括一个行动号召，并给他们一个退出的选择，比如'现在不是合适时机'。

In this case, also including a call to action, and giving them a way out of saying, hey, it's not the right time for me.

现在我们将转向使用不同渠道进行联系。

Now, we'll flip over to reaching out using a different channel.

通常来说，LinkedIn消息或LinkedIn连接请求会是你最佳的选择。

Oftentimes, LinkedIn messaging or LinkedIn connection requests are gonna be your best bet.

在这个案例中，特意将其设为第三步，因为前两步（发送邮件和跟进邮件）是自动化的，而LinkedIn步骤则不会自动化。

In this case, it's intentionally the third step, because the first two steps are automated, emailing and follow-up emails, while LinkedIn steps won't be automated.

你需要手动操作这些步骤以遵守LinkedIn的条款。

You'll have to be doing those manually to comply with LinkedIn's terms.

通常意味着快速发送连接请求，可能是跟进你之前发送的消息，并再次附上预约链接或行动号召。

Oftentimes, means a quick connection request, maybe following up on the previous messages you sent, and again, including a booking link or a call to action.

我们可以在JuiceBox上看到具体效果。

And we can see what that looks like on JuiceBox.

JuiceBox会提醒你发送外联请求，这样既能保持邮件序列的进度，也能完成你或联合创始人需要执行的手动步骤。

JuiceBox will give you a reminder to send that outreach request so that you keep your email sequence on track, but you also do the manual steps that you or your co founder will complete.

在完成两封邮件和LinkedIn消息后，你至少还需要再发送一封最终跟进邮件。

Now, after you've done those two emails and the LinkedIn message, you'll wanna circle back with at least one final email.

我们有些客户会设置多达八步的邮件序列，具体做多少完全取决于你。

We have some customers who do like eight email sequence steps, so it's really up to you how many you want to do.

他们可以重新链接回JJD，甚至可能提到你在LinkedIn上联系过他们这件事。

They can relink back to the JJD, they might even mention to the fact that you reached out to them on LinkedIn.

或者你可以这样说：我的联合创始人再次看到了你的资料/我刚想到这个职位适合你的另一个理由/注意到你背景中的某个亮点。

Or you can do things like saying, my co founder came across your profile again, or I just thought of another reason that this role could be a good fit for you, or noticed something in your background.

越是个性化定制——即使这意味着需要逐个手动修改每封邮件——越能产生重大影响，特别是在最后阶段。

The more personalized you make this, even if that means individually going in and customizing each of those emails, will have a big impact, especially at that final step.

接下来我们快速看一下在JuiceBox中管理邮件活动时的界面概览。

With that, we'll see a quick snapshot of what that looks like in JuiceBox too, as you manage your email campaigns.

现在让我们来看一些具体的数据指标。

So let's take a look at some metrics, what these look like.

这是JuiceBox外联指标的真实截图。

This is a real screenshot of JuiceBox outreach metrics.

我们会在这里看到客户经理（AE）、软件工程师（SWE）、社区与活动经理以及客户成功经理等职位。

We'll see AEs, SWEs, community and events managers, and a customer success manager role in here.

我主要关注的指标是中间那列，第三栏显示的是回复率。

And the kind of main metric I'd look at is the middle column, the third one, where you can see the reply rate.

这是在A轮融资公告之前，Juicebox当时尚未公开获得任何资金。

And so this was before series A announcement, Juicebox had not had any funding public at that time.

我记得我们发送这些招聘活动时团队规模大约10到15人，根据不同职位，回复率在10%到18%之间。

I think we're around 10 to 15 team members when we were sending these campaigns, and with response rates between 1018%, depending on the role.

这个案例中，软件工程师职位的回复率最低，约11%，这基本符合预期，因为该岗位竞争也最激烈。

In this case, the SWE sequence had the lowest response rate around 11%, which is roughly what we'd expect because it's also the most competitive for.

总体而言，如果你的邮件序列能达到10%到20%的回复率，表现就算不错了。

Now, overall, if your sequences are in that 10 to 20% range, you're doing good.

当然还有提升空间。

It could still be better.

我们有些客户能达到40%以上的回复率。

We have some customers who get 40 plus percent response rates.

这通常是因为他们品牌口碑好，但有时也归功于他们撰写的邮件内容极具吸引力，并且针对目标候选人进行了个性化定制。

Oftentimes that's because they have a good brand, but other times it's because they do a really compelling job of writing specific email outreach, and personalizing that to the candidates that they're reaching out to.

第二个关键指标是这些候选人是否真正对你的职位感兴趣。

Now, the second metric is whether those candidates are actually interested in your role.

即使你获得15%的回复率，其中大约只有一半——可能稍多一些——会对你的职位真正感兴趣。

And so even if you get a 15% reply rate, only roughly half of them, maybe a little bit more, are likely going to be interested in your role.

因此你的目标应该是让回复率达到感兴趣率的一半左右。

And so your target there should be that your response rate is roughly half of your interested rate.

如果总体回复率上升但感兴趣率保持稳定，这可能表明你的邮件内容虽然让人回复，但收到的可能是'别再发邮件了'或'请取消订阅'这类反馈。

If your response rate overall is going up, but your interested rate is staying steady, that's probably a sign that something that you're doing in the email messaging is getting people to say something, but that could also be things like stop emailing me or please unsubscribe.

所以单纯回复率不应作为黄金标准，真正重要的是超出回复率的感兴趣率。

So reply rate alone shouldn't be the golden standard, rather it's the interested rate that you get beyond the reply rate.

回到这些示例活动，我们的AE职位有9%的兴趣率，SWE是7%，而社区和活动经理职位则高达11%。

Going back to these example campaigns, for the AEs we have a 9% interested rate, SWE is 7%, and then up to 11% for their community and events manager role.

那么如何真正将其列为优先事项呢？

So how do you actually make this a priority?

经常当我与创始人交流时，我们会探讨一些关于人才搜寻和接触的不同技巧，虽然道理大家都懂，也达成了共识，但接下来几周他们往往不会真正付诸行动。

Oftentimes when I chat with founders and we kind of go through some different tips of doing your sourcing and outreach, everything makes sense, people are aligned, but then they don't actually do it in the following weeks.

日常事务繁杂，总会有看似更紧急的事情，特别是当你还与外聘机构合作时，他们也会提供候选人渠道。

There's a lot of things that are going on, there's a lot of things that are gonna seem more important, especially if you're also working with external agencies where you'll also be getting candidate pipeline.

我们发现最有效的方法就是为自己制定时间表并作出承诺。

What we found to be really helpful there is just setting a schedule for yourself and making a commitment.

比如说，我们计划每周安排发送100封邮件，这些邮件会分散在一周内发送。

Let's say we want to schedule a 100 emails every week that will be spread out throughout the week.

你可以在周末完成这项工作。

You can do that on a weekend day.

我个人习惯在周日晚上处理这些，为接下来一周做好准备，明确要联系的对象，之后的工作就能自动推进了。

I personally do these on Sunday evenings, get ready for the week, know who I'm reaching out to, and then it kind of flows autonomously for me from there.

一旦你明确了岗位需求并了解需要开展哪种类型的接触，甚至可以提前几周就做好准备。

You can do it even do it multiple weeks in advance once you're calibrated on your roles and you know kind of what type of outreach you'll be doing.

你的目标应该是每周至少与10位候选人进行交流。

Your goal should be to speak with at least 10 candidates a week.

你可以选择集中在一天完成，或根据个人偏好分散安排。

You can either do those all in one day or spread those out a little bit depending on your preference.

如果每周面试人数达不到10人，可能意味着你的接触量不足，这时就需要扩大接触规模，比如每周发送150-200封邮件等。

If you're not getting to 10 interviews per week, it's probably a sign that you're not doing enough outreach, and so you can scale that outreach up, think 150 emails, 200 emails per week, etc.

最后，每位创始人都应该参与这个过程。

And then finally, every founder should be involved in this process.

人们很容易会说'让某位创始人主导招聘工作'。

It's tempting to say, oh, one founder is gonna lead the charge on hiring.

这变得非常困难，因为这也意味着并非每位创始人都能在招聘过程中提供相同的意见或校准。

It becomes really difficult, because it also means that not every founder is giving that same input or calibration into the hiring process.

尤其是那些早期招聘，回到我们最初讨论的内容，它们会塑造公司文化。

And so especially with those early hires, going back to what we talked about in the very beginning, it shapes the culture.

这应该是每位创始人都参与并重视的初始接触工作。

It should be that something that every founder is involved in, and cares about to do that initial outreach.

这里有个快速技巧，特别是如果你有位负责销售的创始人，或者日程特别满的话，只需预留一些专门用于人才搜寻或咖啡会谈的时间。

Quick hack there, especially if you have, say a founder who's doing sales, or has a particularly booked calendar, just block some time that's dedicated for sourcing or coffee chats.

接下来关于录用阶段，我们会讲得简短些，因为这部分内容更多需要根据公司具体情况定制。

Now, going on to the and closing stages, we'll be a little bit shorter on these ones, because a lot of this will be more custom to your company.

接下来，我们来谈谈如何面试合适的候选人，以及什么样的面试安排适合你。

Next up, let's talk about interviewing the right candidates, and what interview schedule works for you.

这里有两个面试安排示例，一个是针对客户经理（AE），另一个是软件工程师（SWE）。

There's two example interview schedules here, one for AEs and one for SWE's.

我们先从销售岗位开始。

Let's start with the sales side.

在第一轮面试中，你需要重点考察销售能力。

In the first round, you'll want to focus on selling.

这可以是30分钟的交流。

That can be a thirty minute chat.

甚至可以更短，只需介绍公司业务、你热爱公司的原因以及公司愿景。

It can even be shorter, just sharing what the company does, why you're passionate about the company and what the vision for the company is.

这部分内容可能类似于投资人的介绍会议。

Parts of that might be similar to even an investor intro chat.

你要让他们对公司感到兴奋，并记住你们是做什么的。

You're trying to get them excited about the company and make them remember what it is you do.

你还需要试着了解他们潜在的销售卖点可能是什么。

You also want to try to understand what their potential selling points could be.

那么为什么候选人会有兴趣与你交谈呢？

And so why is the candidate interested to speaking with you?

他们还在与其他哪些公司洽谈？

What other companies are they speaking to?

他们是明确属于'我想加入早期初创企业'这一类型吗？

Are they squarely in that startup category of I want to join an early stage startup?

他们是否仍不确定自己可能更适合大型科技公司或成长阶段企业？

Are they still uncertain whether they fall into maybe I want to go to big tech or growth stage company?

你需要尽可能收集信息，因为这些将在后续流程中用于说服工作。

You want to gather as much information as you can, because you'll use that to sell later on in the process.

第二轮面试将是你进行评估的主要环节。

Second round is where you're going to be doing most of your assessment.

不同公司对此有不同的操作方式。

Different companies have different ways of doing this.

我曾就某些做法是否合理进行过辩论，比如让AE职位的候选人演示你们的产品，或是演示他们熟悉的产品。

I've had some debates on whether it makes sense, for example, for an AE role to have the AE demo your product, or demo the product that they are familiar with.

这可能是他们当前任职的公司，或是之前工作过的企业。

And that might be the company they're currently working at or a company they previously worked for.

你可以两种方式都尝试，看看哪种更有效。

You can experiment with both and see what works.

如果你们公司采用产品驱动增长模式，或产品易于理解，让他们演示你们的产品也有道理。

If your company is PLG or the product is pretty easy to understand, it could make sense for them to demo your product as well.

在那通电话中，你将扮演客户的角色。

During that call, you'll be taking on the role of the customer.

实际上你是在模拟客户，而候选人则扮演销售角色，提前进入工作状态。

And so you're effectively kind of role playing the customer, while the candidate is being your seller, and already getting embedded in that role.

这样做还有个好处是，他们能了解你们产品的实际运作，如果喜欢这个产品，将在后续签约阶段成为你的优势。

One of the advantages of that too is that they get to know what your company actually does in the product, if they like the product, that'll be an advantage for you later on, as you go towards closing.

下一步是终轮面试，如果是线下的话通常需要到场。

Next step is the final round, typically on-site if you're in person.

你应该尽可能多地与团队成员接触，如果已有其他市场岗位的新员工，可以安排些咖啡闲聊，主要是让客户经理们互相熟悉，而终轮面试中你仍将承担大部分评估工作。

You'll want to have as many touch points as you can with other people on the team, so if there's already other go to market hires, schedule some coffee chats with them, they're mainly for the AEs to get to know each other, and you'll still be doing most of the evaluation in the final round.

在JuiceBox的终轮面试中，我们会进行第二次模拟演示或推介，这次会有两位联合创始人共同参与。

At JuiceBox, in the final round, we do another mock demo or pitch, and we'll go through that, in this case, with both co founders present.

每家公司都有自己独特的风格，具体采用哪种方式最适合由你决定。

Each company has kind of their own style of doing that, and what works best is up to you.

在软件工程岗位方面，首轮电话面试会非常相似，重点在于推销——为什么你们公司很棒？

On the software engineering side, the first call is going to be very similar, really focused on selling, why is your company great?

他们为什么要对加入你们感兴趣？

Why should they be interested in joining?

同时也要了解候选人最初为何愿意接听这通电话？

And then also getting to know, you know, why is that candidate interested in taking the call in the first place?

以及你后续可以用什么来说服他们？

And what could you be using later on to sell them?

之后我们还会进行案例研究，比如在一小时通话中构建一个网页应用，你需要确保面试官不是那种容易在面试中作弊的人，这也可能改变你进行第二轮面试的方式。

From there, we'll also want to go into a case study, for example, in this case, building a web app on a one hour call, you'll want to make sure that your interviewer is not one that's easily subject to cheating on an interview, and so that might also change the way you run that second round interview.

到了终轮面试时，你还需要让他们来现场。

And then with the final round, you'll also bring them on-site.

我们通常会安排成接近完整的一天，大约六小时，包括系统设计环节、沙盒项目实践，以及与联合创始人的传统面试。

In our case, we try to make it like almost like a full day, roughly six hours, that includes a system design portion, a more of a sandbox project, and then also more traditional interview with the co founders.

我们会安排些更轻松的活动，比如团队午餐或咖啡闲聊，让他们感觉自己也已经是团队一员，而不只是整天在面试。

We try to include something more casual, say a lunch or coffee chats with the team, so that they feel like they're actually a part of the team as well, rather than just interviewing all day.

所以要真正强调推销环节——我们发现创始人最常犯的错误就是在首轮电话中只顾着面试候选人，却忘了推销公司。

So really to emphasize the selling piece, that's the number one thing we see founders do wrong, is in the first call, they're just interviewing the candidate rather than selling the company.

你应该把这个顺序颠倒过来。

You should flip that order.

你首先要做的是推销公司，其次是面试候选人。

The first thing you do is sell the company, and then the second thing you do is interview the candidate.

关于推销公司，你可以用一些示例话术来强调薪酬上升空间，比如重点提及你曾以创始人身份主导过销售工作。

So for selling the company, some example lines you could use on the kind of compensation upside, you might focus on you having done founder led sales previously.

因此如果你作为创始人曾达成过40万美元以上的营收，即便没有销售背景，客户经理也会视此为机会，认为他们可以运用自己的销售专长做得更好，推动公司发展。

And so if you as a founder have closed over $400,000 in revenue, and perhaps you don't even have a sales background, and AE might see that as an opportunity for them to go in and do even better, bring their sales expertise and push the company forward.

在团队方面，特别是工程类招聘时，你需要强调你或联合创始人的背景、你们创业的初衷，甚至是合作投资方的实力。

On the team side, and perhaps more on the engineering hiring side, you would emphasize the backgrounds of you or your co founders, why you're building what you're building, or even the investors that you're working with.

现在我们来谈谈offer阶段和最终敲定offer。

Now, let's talk about the offer stage and closing your offer.

你的主要优势在于整个流程的高效快速。

Your main advantage is speed throughout the whole process.

你可以在7天、10天内完成整个流程，最长不超过两周。

You can run this process within seven days, ten days, maybe max two weeks.

大型科技公司甚至成长期企业的流程都会比这慢得多。

Big tech or even growth stage companies are going move much slower than that.

他们需要协调多人参与，面试环节可能也更多。

They have to coordinate across many people, they probably have more interview stages to their process.

你应该充分利用这个优势。

And you should use that to your advantage.

这意味着要明确候选人的下一步安排，清晰地传达给他们，最好在确定人选是否合适后立即安排后续事宜。

That means knowing exactly when the next step is for the candidate, communicating that clearly to the candidate, ideally even getting it scheduled as soon as you have that confidence in whether they're a good fit or not.

在发offer时，你要重点强调候选人应该加入你公司的原因，特别是针对该候选人在意的卖点。

During the offer, you'll want to emphasize why they should be joining your company, specific to the selling points that the candidate cares about.

我们经常看到不同公司的offer内容非常雷同。

And so, oftentimes we see those offers be pretty generic or pretty much the same across different companies.

到这个时候，你应该已经充分了解候选人情况和他们想加入你公司的原因，并能在沟通中突出这些要点。

At this point, you should have a pretty good understanding of who the candidate is, why they wanna work at your company, and you should be able to emphasize that in your conversations with them.

理想情况下，你也可以请另一位创始人或投资人（比如天使投资人）去联系那位候选人，并强调他们应该加入你们的相同理由。

Ideally, you can also ask the other founder, or an investor, maybe an angel investor, to reach out to that candidate, and emphasize that same reason why they should be joining you.

敲定offer会很难，尤其是对早期阶段的公司而言。

Closing the offers is gonna be hard, especially with early stage companies.

所以，即使你的第一个offer没有成功，也没关系。

And so, even if it doesn't work out in your first offer, that's alright.

你会在下一次成功的。

You'll make it work in the next one.

我今天要说的就这些。

That's it for me today.

祝你们顺利发出offer。

Good luck on making your offers.

如果需要任何帮助，请随时联系我们。

Please reach out if we can help with anything.

接下来，我们将请Hajj来谈谈关于招聘的话题。

With that, we'll bring on Hajj for a bit of a discussion on hiring.

谢谢，David。

Thanks, David.

刚才的演讲非常精彩。

That was a fantastic talk.

我有几个问题想和你探讨。

I had a few questions that I'd love to discuss with you.

第一个宏观问题是：你认为创始人在首次招聘时最常犯的三个错误是什么？

So first one, high level, what are the three most common mistakes you see founders make when they're starting to hire for the first time?

这是个好问题。

That's a good question.

我认为第一个错误我们在演讲中也提到过，就是没有推销公司，没有意识到招聘本质上就是销售——要说明为什么你的公司很棒、为什么他们应该加入。尤其是早期创始人，他们向客户、向投资人做了很多推销工作，在招聘时同样需要推销。

I think the first one is one that we talked a bit about in the presentation as well, which is around not selling the company and not understanding that hiring is really all about sales and talking about why your company is great, why they should be joining, especially early stage founders where, you know, they've done a lot of selling to customers, to investors, and then they also need to do selling for hiring.

有时候这一点要过一会儿才能让人恍然大悟。

And sometimes that only clicks a little bit later on.

你觉得他们实际上会怎么做呢？

What do you think it is that they do instead?

是不是直接就跳到面试候选人的环节了？

Is that they skip to, like, interviewing the candidate?

是的。

Yes.

没错。

Yeah.

他们基本上就直接开始面试候选人了。

They kind of skip right into interviewing the candidate.

有时候连基本的自我介绍都没有，不介绍公司情况，不说为什么这是个令人兴奋的工作场所，直接就问些通用性的候选人问题。

Sometimes, like, no proper intro on themselves, on the company, why it's an exciting place to be, and much more kind of directly into more generic candidate questions.

我觉得候选人也都能感觉到这种敷衍。

And I think the candidates feel that too.

他们能察觉到自己被当作流程中的一环对待，自然也就没那么大热情了。

They know if it's kind of being treated like a process, and they might not be as excited either.

我一直认为，这也是初创公司区别于大公司的一个优势——招聘专员永远没有创始人那么擅长推销公司。

And I always found that it's another way that you stand out from the bigger companies is that the recruiters can never sell the company as effectively as the founder.

所以开场就聊聊你自己，说说创业初衷，让候选人知道他们正在和创始人对话，这对搞定前几名关键招聘特别有效。

So just opening up by talking about yourself, why you founded the company, knowing that for a candidate, knowing that they're on the call with the founder can be really effective to close those first few hires.

对。

Yeah.

而且我觉得最理想的状态是，整个过程应该像自然交谈一样。

And and I think ideally, it even feels conversational.

就像是互相了解的过程，你满怀期待地参与对话，希望对方也能感受到同样的热情。

It's like getting to know the person and, like, being excited to be there, hopefully, they feel the same way too.

我认为第二点确实属于外联范畴。

I think the second one is really on the outreach side.

所以需要将其变得更通用化，特别是当你以收到的入站邮件为基准时——这些邮件往往是很糟糕的例子。因为平均而言，招聘外联邮件通常写得不够精细：可能缺乏个性化，没有明确的行动号召，对公司优势的呈现也不充分。因此应该回归第一性原理：什么样的邮件会让我愿意回复？什么样的邮件能让我感到兴奋？并以此作为外联信息的标准。

So kind of making that more generic, especially if you benchmark against the emails that you have received inbound and use those examples, they're often pretty bad examples because I'd say the average recruiting outreach is not a very well crafted email, It's probably not personalized, it probably doesn't have a clear call to action, it probably doesn't sell the company a lot, and so instead really thinking first principles, what is an email I would respond to and what is an email that would get me excited and trying to use that as the as the bar for the outreach messaging.

我很想深入了解这一点。

I would love to go deeper into that.

你提到合作公司中有几家能获得40%以上的回复率，这不仅仅是品牌效应。

You mentioned that some of the companies you work with are getting 40% plus response rates, and it's not just brand.

而是因为他们发送的这些外联邮件确实精心设计。

It's that they're sending these really well crafted outbound emails.

他们具体做了哪些工作让这些邮件和消息如此出色？

What exactly are they doing to make these emails and messages so great?

能想到什么具体例子吗？

Any examples that might spring to mind?

是的。

Yeah.

我认为他们有两方面做得很好。

I think there's two things that they do well.

首先是发送对象的创意选择，他们会采用相当有创意的寻才策略或人才发现方式。

The first is creativity on who they actually send the outreach to, They'll have pretty creative sourcing strategies or ways of finding talent.

可能是和你上过同一所高中的人。

Maybe that's people who went to the same high school as you.

可能是曾在类似公司工作过、能通过这点建立联系的人。

Maybe that's people who happen to have worked at a similar company previously and you have some connection through that.