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This profile was last updated on 4/5/16  and contains information from public web pages and contributions from the ZoomInfo community.

CoFounder | Chief Executive Offic...

Phone: (877) ***-****  
Email: z***@***.net
ZipRecruiter Inc
1453 Third Street Promenade Suite 335
Santa Monica , California 90401
United States

Company Description: ZipRecruiter offers a do it yourself web based hiring solution as an alternative to recruiters. Founded in 2010, Ziprecruiter enables companies to post to multiple...   more

Employment History


  • B.A. , Sociology
    Oberlin college
139 Total References
Web References
ZipRecruiter expands into Tempe, adds 238 jobs | AZ Big Media [cached]
"Arizona's deep talent pool and active lifestyle make it an ideal location for ZipRecruiter's brand, culture and growing team," said Ian Siegel, CEO and co-founder of ZipRecruiter.
Online Job-Application Systems Are Growing [cached]
Ian Siegel, co-founder of ZipRecruiter, says the idea for creating the online service came to him while reading through a stack of résumés at a prior company. "Not only did I spend hours weeding through résumés," says Siegel, "but then I was phone-screening what looked like the best candidates on paper by asking them all the same questions. The frustrating part was - regardless of what their résumé said - many candidates obviously lacked basic skills required for the position."
With ZipRecruiter or other systems, Siegel says, each applicant answers the screening questions online. Then it's up t hiring managers to decide whether they want to pursue a candidate.
After registering with ZipRecruiter or other similar offerings, the first step that companies take is creating the online candidate interview, which can be anywhere from one to a half-dozen questions.
The second step gives companies the opportunity to post their job opening to multiple free job boards. "Many companies don't realize the volume of traffic going to free job boards," Siegel says. "The number of applicants a company can draw from these boards now compares favorably to even the largest paid job sites."
The third and final step is reviewing candidate answers and résumés online. Siegel says hiring personnel can toggle between applicants' answers and résumés online as they collaborate with staff to rate and select the best candidate.
ZipRecruiter, the co-founder says, helps hiring managers steer clear of the applicants who submit résumés to one job site after another, without stopping to determine whether an opening is a genuine fit for their abilities. "For most employers, vetting these résumés is a time-consuming, highly subjective and expensive task," Siegel says.
One Bad Business Idea Can Ruin Your Company - Fortune [cached]
Ian Siegel
Today's answer to the question: What did you learn from your biggest failure? is written by Ian Siegel, co-founder and CEO of ZipRecruiter.
You've Been Fired. What Do You Tell Job Interviewers? - Fortune [cached]
"There is only one strategy for having been fired, and that is to immediately admit it," says Ian Siegel, CEO of job site ZipRecruiter. Since co-founding the company in 2010, he has personally hired most of his company's 335 employees, some of whom had been shown the door at other companies. "I love it when someone says, 'I was fired,'" Siegel says. "It shows me I'm dealing with an honest person."
How someone describes why he or she was given the boot, he adds, is crucial. Never badmouth a previous boss (or your old employer's new owners). "Someone who explains a firing by blaming someone else is not mature enough to work here," Siegel says. A vague reason like "It just didn't work out" won't do, either. "What I do want to hear is what you learned at your last job, and how you're going to apply it here if I hire you."
You don't say whether your job interviews are at other startups, but if so, that gives you an advantage, according to Siegel. "In the startup community, you run into lots of people who were fired or whose ventures failed. There's nothing unusual about it," he says. "What I'm listening for is what the person took away from the experience."
One product manager, for instance, was an intra-preneur who had built a multimillion-dollar business inside a larger company. "He had done brilliantly at every aspect of it-product development, marketing, the works," says Siegel. "But revenues from the business, although they were big, still fell short of what he had projected. So they fired him, even though his only mistake was an overly optimistic sales forecast. Siegel hired the guy, a move he now calls "one of the best decisions I ever made," adding that, "in our interview, he said he'd never overestimate financial results again, and he hasn't."
So your task now is to think hard about everything you learned at your last job, and how it could benefit your next employer's business. "Rehearse your answer ahead of time" to the question of why you were fired and what that taught you, as well as what else you are bringing to the table, Siegel suggests. "Then move the discussion ahead to what you can do for this company. If you prepare in advance, you can get through your work history quickly and start talking about the future."
A word about references: Since your former colleagues would apparently disagree that you're "not a team player," that will help you too-at least, it will if prospective employers dig into your references (including some they locate themselves, without even telling you) as carefully as Siegel does.
"These days, everybody moves around, for all kinds of reasons," Siegel observes.
As a general rule of thumb, ... [cached]
As a general rule of thumb, every person hired should be smarter than the manager at what theyve been hired to do, says Ian Siegel, cofounder and CEO of the employment platform ZipRecruiter. "If every manager at the company keeps doing that, youll end up with an elite team," he says. "Thats the dream."
Managing someone who is smarter than you, however, does take a certain approach, says Siegel, who cofounded ZipRecruiter in 2010.
The approach turned out to be the key to his success, says Siegel, although he didnt know it at first. Initially, Siegel felt like a fraud and was certain he was failing, but when he admitted during a leadership meeting that he didnt know what he was doing, he got some surprising feedback.
"Everyone in the room started immediately telling me that I was the best manager at the company," he says. "The only reason they thought that was because I was the best listener the team had ever had. It sounds so simple, but listening to people is highly effective, especially when youre managing people who are smarter than you."
Present Objectives, Not Strategies
Throughout his 21-year career, Siegel has managed teams that were filled with smart people. Recently, he managed a computer engineering team from Israel who were working to complete high-level systems architecture programming for ZipRecruiter. "Many had come out of the Israeli military and were beyond elite," he says. "They had been writing code to save lives. They were the best of the bestoff-the-charts smart."
Instead of being intimidated, Siegel tapped into their motivation and changed the way he delivered his tasks. "I would start each project with the mission," he says. "I would say, This is the goal. This is the strategy. This is what success looks like."
This approach gave the team autonomy, which is important when managing people who are smarter than you. "Describe the objective and let them go," Siegel says.
Identify Strengths And Weaknesses, In Team Members And In Yourself
Problems often happen in the workplace when a manager feels the need to prove their worth by leading with their ideas, says Siegel. "Instead, lead by creating an environment where the best ideas come out," he says.
This is a common challenge when a company promotes a top performer to management. The best managers usually arent the best performing individuals, says Siegel. "If you take Michael Jordan, for example, and have him coach the team, his expectations for the rest of the players will be unrealistic," he says. "The things that come easy to Michael Jordan dont come easy to the rest of the team. Managers need to be good at identifying individual talent."
Identifying strengths also means acknowledging shortcomings, says Siegel. "You go to war with the army you have," he says. "The Israeli engineers, for example, are fantastic at solving business and technical problems, but I am light years ahead of them when it comes to getting up in front of a room and explaining that strategy in a way everyone can understand. There has to be appreciation on both sides and a willingness from all of the participants of the team to work together."
When team members who are smarter act superior to managers, this causes problems, says Siegel. "Ive run into engineers, marketers, and product developers who do this, and its not limited to one specific type," he says. "While you can argue, those who will fight to the death are poison to a team. Those are individuals, regardless of their talent, that you want to move off your team."
Celebrate Success
Make sure you always acknowledge a job well done, says Siegel. "If you tell someone to solve a hard problem, and then act like the results are to be expected because you pay them a salary, it will quickly lead to the person feeling underappreciated," he says.
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