* This will be a big writeup. To read other parts click on my username and check other submitions.Every CEO needs to be a pro at hiring. In these articles, I will cover the process of hiring - and  add funny/sad life stories!What is the hiring peculiarity in any tech, creative or other startup? The “startupishness” of the organization! You cannot hire “just a candidate;” each new person helps BUILD a company at its core.This is my hiring process:
1. Definition of needs
2. Job description
3. Search for candidates
4. First contact
5. Interviews
6. Onboarding
7. FiringPart 1 - Define your hiring needWhy are you hiring? You need a plan which clearly defines this. I often hired so we could “do more." The result? An ineffective, bloated team. If you hire instead of solving real problems, you will waste resources by simply multiplying those problems in question.STORY #1: Our previous company developed a complex tamagotchi game for Facebook and iOS. Every week, new game objects and releases were added. 8 of the 41 employees in our creative department  were managers hired to get releases ready in advance. Yet those managers had noticeably low efficiency spending time on immeasurable "improvements." There was never a plan nor discipline. Organizing the managers’ activities became difficult, and things got worse. Nobody ever got us ahead of schedule.STORY #2: In 2013, we developed a technology to port our tamagotchi to mobile.  We hired two intelligent sales managers to market this product. Our ‘marketing plan’  was to post our solution on forums. The predictable results were weak, and the managers eventually quit. I had no opportunity to review their strategies, and . resources were spent with hardly noticeable results.CONCLUSION: DO NOT hire as a solution to your problems!  Make sure the current processes work at 85% of the possible result. Solve your internal problems first and then start hiring.