MM Equity PMs, thoughts on team construction?

Premise 1: conceptually, most equity l/s PMs have fairly undifferentiated processes, difference comes down to how well you execute.
--> How do you differentiate yourself to analysts you really want to hire? Aside from conventional metrics of track record, longevity, promises of $$$
--> Is there a certain culture you strive to curate, that differentiates your team from others? What do you try to signal as differentiators (e.g. "PM is not purely a transactional sociopath"), and how do you signal it?

Premise 2: likewise, equity l/s analysts have commoditized skillsets, even more so than PMs. Everyone is smart and works hard.
--> How do you PMs think about *team* construction? The standard procedure seems to be: find people with whatever sub-sector expertise you need, get butts in seats, start running your process.
--> Any PMs out there with a more thoughtful, deliberate approach on assessing non-obvious analyst traits and piecing together a combination that is complementary? Not an entire team of analysts that are just replicas of you/each other?

Practically, there's little need for PMs to consider these questions given the supply/demand dynamic for analyst seats, but just curious if any PMs have considered exploring some of the above as a source of competitive advantage to build a stronger team machine.