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Talent Playbook

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At RRE Ventures, an early stage venture capital firm in New York City, our founding teams always tell us that Talent is one of their biggest challenges. While it's gotten easier and less costly to start companies in the last few decades, getting the right team is still a major challenge and yet is a core differentiator for your company.

Given that Hiring and Talent can often seem unapproachable and complicated, we put this Talent Playbook together as a starting point to cover some of the fundamentals. We interviewed Heads of Talent in our network to highlight a few best practices. This also includes an excel template to get you started on hiring when you aren't at a point to invest in more sophisticated systems yet.

Veröffentlicht in: Kleinunternehmen & Unternehmertum
  • Njce! Thanks for sharing.
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  • @Ray Horan On the development front, there are so many things you can do. It truly starts on the front end at the start of the hiring process with clearly outlined expectations and set path for success. I've seen wonderful mentor programs, onboarding, collaborative creation of development opportunities and the list goes on. Let me know if you'd like to talk further, I'm happy to help.
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  • Hi Maria, thanks so much for getting back to me. I've seen quite the opposite. Farming a search out to multiple recruiters creates more confusion, time spent clearing up said confusion, poor candidate experience and sub par results when it comes to quality candidates and uncovering the best talent for the role versus a race to the finish line. The spaghetti against the wall syndrome tends to happen more times than not with an increase in fall offs and employee retention. The most effective recruiting process embraces partnering with experts that deliver results with a qualified and quantified process via a solid network.
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  • Hi Maria - great breakdown of how it's done. One thing I'm curious about however: can you share a bit about alumni management? I realize that for individual startups this may not be a critical question, but I'm curious if/how VC's influence/manage talent across their portfolio companies?
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  • @Ray Horan Great question - Development is one of the most important parts. We offer some suggestions later in the deck, but overall it's important to tailor it to each employee. Their managers should be providing feedback (both good and bad) and working to help the employee get better at skills that they should be developing.
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Talent Playbook

  1. 1. Maria Palma, Director of Platform @RRE Ventures THE TALENT PLAYBOOK HOW TO SOURCE, HIRE AND RETAIN WORLD CLASS TALENT
  2. 2. 2 RRE VENTURES IS AN EARLY STAGE, SEED & SERIES A, VENTURE CAPITAL FIRM LOCATED IN NEW YORK
  3. 3. FOLLOW US @RRE 3 WHERE RRE INVESTS HERE ARE A FEW OF THE SPACES WE HAVE INVESTED IN AND SOME OF OUR 120 ACTIVE COMPANIES
  4. 4. FOLLOW US @RRE 4 OUR FOUNDERS CONSISTENTLY TELL US THAT TALENT IS ONE OF THEIR BIGGEST PAIN POINTS
  5. 5. BUILDING THE RIGHT TEAM IS CRITICAL FOR ALL COMPANIES... 5
  6. 6. BUT IT’S HARD, REALLY HARD
 EVER HIRE THE WRONG PERSON? 6
  7. 7. MEET JAMES,
 A CANDIDATE YOU THINK IS AWESOME 7
  8. 8. FOLLOW US @RRE 8 YOU QUICKLY HIRE JAMES AND ARE EXCITED FOR HIM TO HIT THE GROUND RUNNING
  9. 9. 9 THEN YOU REALIZE JAMES ISN’T A FIT FOR THE ROLE OR COMPANY 

  10. 10. FOLLOW US @RRE 10 WHEN YOU LET HIM GO, IT’S HARD EMOTIONALLY, FINANCIALLY, AND OPERATIONALLY
  11. 11. IT SLOWS THE COMPANY DOWN AND NOW YOU NEED TO REHIRE FOR THAT POSITION 11
  12. 12. FOLLOW US @RRE 12 HIRING MISTAKES ARE PAINFUL AND COSTLY
  13. 13. A SINGLE HIRING MISTAKE COSTS 15 TIMES BASE SALARY IN HARD COSTS & PRODUCTIVITY LOSS 15X 13 - ”WHO” BY GEOFF SMART
  14. 14. FOLLOW US @RRE 14 HIRING ALSO TAKES A LOT OF TIME
  15. 15. 30-50% OF THEIR TIME ON PEOPLE 15 OUR CEOs SPEND
  16. 16. FOLLOW US @RRE 16 FINDING THE RIGHT PERSON IS NOT STRAIGHTFORWARD
  17. 17. YOU WANT THE PROCESS TO FEEL LIKE THIS... 17
  18. 18. FOLLOW US @RRE 18 18 BUT IT FEELS MORE LIKE THIS
  19. 19. SO HIRING IS PAINFUL 
 EXPENSIVE
 MESSY
 TIME CONSUMING 19
  20. 20. BUT IS THERE A SIMPLE SOLUTION?
 WE DON’T HAVE ALL THE ANSWERS 20
  21. 21. BUT, WE TALKED TO HEADS OF TALENT IN OUR NETWORK AND THIS IS WHAT WE LEARNED 21
  22. 22. FOLLOW US @RRE 22 WHEN IT COMES TO TALENT, HAVING A LITTLE PROCESS GOES A LONG WAY
  23. 23. FOLLOW US @RRE 23 THE NEED - MOC FRAMEWORK
 - COMPETENCIES
 - JOB DESCRIPTION ESSENTIALS - EMPLOYER BRAND - CULTURE - LITTLE BLACK BOOK - ONLINE 
 - RECRUITERS - REFERRALS SOURCING - INTERVIEW PROCESS - APPLICANT TRACKING - REFERENCE CHECKS INTERVIEWING - MOTIVATION - COMPENSATION CLOSING - ONBOARDING - DEVELOPMENT - HIGH PERFORMERS - UNDERFORMANCE - TALENT PLANNING RETAIN & DEVELOP
  24. 24. FOLLOW US @RRE 24 THE NEED - MOC FRAMEWORK
 - COMPETENCIES
 - JOB DESCRIPTION ESSENTIALS - EMPLOYER BRAND - CULTURE - LITTLE BLACK BOOK - ONLINE 
 - RECRUITERS - REFERRALS SOURCING - INTERVIEW PROCESS - APPLICANT TRACKING - REFERENCE CHECKS INTERVIEWING - MOTIVATION - COMPENSATION CLOSING - ONBOARDING - DEVELOPMENT - HIGH PERFORMERS - UNDERFORMANCE - TALENT PLANNING RETAIN & DEVELOP
  25. 25. BEFORE HIRING YOU WANT TWO THINGS IN PLACE: 25 2 1 EMPLOYER BRAND CODIFIED CULTURE
  26. 26. FOLLOW US @RRE 26 IT’S THE IDENTITY YOU CREATE TO ATTRACT PROSPECTIVE TALENT WHAT IS EMPLOYER BRAND?
  27. 27. IDEAS TO BUILD YOUR EMPLOYER BRAND 27 2 1 3 4 BENEFITS ON YOUR SITE HOST MEETUPS MONITOR PUBLIC PRESENCE WRITE CONTENT 5 CONTRIBUTE PUBLICLY
  28. 28. 28 ADD BENEFITS & TEAM PICS TO YOUR WEBSITE 1
  29. 29. FOLLOW US @RRE SHOW THE PERKS 29
  30. 30. FOLLOW US @RRE AND THE BENEFITS 30
  31. 31. 31 2 HOST RELEVANT MEETUPS
  32. 32. IDENTIFY THE INTERESTS OF EMPLOYEES YOU WANT… 32
  33. 33. FOLLOW US @RRE 33 THEN TARGET MEETUP GROUPS WHERE THEY HANGOUT
  34. 34. FOLLOW US @RRE HOST OR SUPPORT THEM 34
  35. 35. FOLLOW US @RRE HERE ARE SOME IDEAS 35
  36. 36. 36 MONITOR YOUR PUBLIC PRESENCE 3
  37. 37. RESPOND TO REVIEWS, ESPECIALLY NEGATIVE ONES AND ENCOURAGE EMPLOYEES TO ADD REVIEWS 37
  38. 38. FOLLOW US @RRE EXAMPLE ON THE MUSE 38
  39. 39. FOLLOW US @RRE EMPLOYER PRESENCE SITES 39
  40. 40. 40 WRITE CONTENT 4
  41. 41. CONTENT SHOWS PROSPECTIVE EMPLOYEES WHO YOU ARE AND WHAT YOU THINK 41
  42. 42. FOLLOW US @RRE MANAGED BY Q BLOG 42
  43. 43. FOLLOW US @RRE LINKEDIN ENGINEERING BLOG 43
  44. 44. 44 CONTRIBUTE PUBLICLY 5
  45. 45. FOLLOW US @RRE 45 CONTRIBUTE TO ONLINE COMMUNITIES AND FORUMS, SHOW YOUR SKILLS
  46. 46. CAPTURING YOUR CULTURE ON PAPER MAKES IT EASIER TO HIRE AGAINST 46 CODIFIED CULTURE
  47. 47. FOLLOW US @RRE 47 IT ALSO ALIGNS YOUR TEAM ON CORE VALUES
  48. 48. POST-IT EXERCISE TO CODIFY CULTURE 48
  49. 49. POST-IT CULTURE EXERCISE 49 2 1 3 4 HAVE YOUR TEAM WRITE ADJECTIVES THAT YOUR COMPANY IS & IS NOT SORT THROUGH TO FIND THEMES, 
 BE HONEST ABOUT HOW YOUR COMPANY REALLY BEHAVES & ACTS BOIL DOWN TO 3-5 MAIN VALUES OF YOUR COMPANY TRANSLATE EACH VALUE INTO POSITIVE OR NEGATIVE INDICATORS THAT REPRESENT EACH ONE 5 FIND WAYS TO REINFORCE & RECOGNIZE CULTURE DAY TO DAY
  50. 50. FOLLOW US @RRE 50 EXAMPLE OF INDICATORS SEE ABOVE FOR AN EXAMPLE OF POSITIVE & NEGATIVE INDICATORS FOR TWO OF RRE’S VALUES 

  51. 51. REMEMBER, CULTURE IS NOT JUST WHAT YOU PUT ON YOUR OFFICE WALLS 51
  52. 52. BUT MORE IMPORTANTLY, CULTURE IS THE WAY THE TEAM THINKS, ACTS, & BEHAVES 52
  53. 53. FOLLOW US @RRE 53 FOR EVERY HIRE YOU MAKE, YOUR CULTURE EVOLVES SLIGHTLY
  54. 54. REVISIT YOUR CULTURE AS YOU GROW 54
  55. 55. RECAP OF WHAT YOU NEED BEFORE YOU HIRE 55 EMPLOYER BRAND CODIFIED CULTURE
  56. 56. NOW YOU’RE READY TO GET STARTED ON HIRING 56
  57. 57. FOLLOW US @RRE 57 THE NEED - MOC FRAMEWORK
 - COMPETENCIES
 - JOB DESCRIPTION ESSENTIALS - EMPLOYER BRAND - CULTURE - LITTLE BLACK BOOK - ONLINE 
 - RECRUITERS - REFERRALS SOURCING - INTERVIEW PROCESS - APPLICANT TRACKING - REFERENCE CHECKS INTERVIEWING - MOTIVATION - COMPENSATION CLOSING - ONBOARDING - DEVELOPMENT - HIGH PERFORMERS - UNDERFORMANCE - TALENT PLANNING RETAIN & DEVELOP
  58. 58. CLEARLY DEFINING THE ROLE AND WHO YOU NEED 58 THE NEED
  59. 59. FOLLOW US @RRE 59 HERE ARE THE STEPS TO DEFINE THE NEED
  60. 60. FOLLOW US @RRE 60 DEFINE THE “MOC” MISSION PURPOSE AND WHY THIS ROLE EXISTS OUTCOMES 3 – 8 MEASUREABLE RESULTS TO ACHIEVE COMPETENCIES BEHAVIORS NEEDED TO SUCCEED IN THIS ROLE
  61. 61. FOLLOW US @RRE 61 BREAKDOWN COMPETENCIES WRITE DOWN ATTRIBUTES OF EACH COMPETENCY THAT DEMONSTRATE IT AND CAN BE TESTED AGAINST IN INTERVIEWS AND REFERENCE CHECKS 

  62. 62. FOLLOW US @RRE 62 WRITE DOWN OTHER SPECIFICS LIST OUT OTHER DETAILS SUCH AS: COMPENSATION DIRECT MANAGER LOCATION HARD SKILLS FIRST 90 DAY GOALS
  63. 63. NOW USE THIS INFORMATION TO WRITE THE JOB DESCRIPTION 63
  64. 64. FOLLOW US @RRE 64 WRITE IT TO ATTRACT AN IDEAL CANDIDATE
  65. 65. FOLLOW US @RRE 65 BUT NOW, WHERE DO YOU FIND THIS PERSON?
  66. 66. FOLLOW US @RRE 66 THE NEED - MOC FRAMEWORK
 - COMPETENCIES
 - JOB DESCRIPTION ESSENTIALS - EMPLOYER BRAND - CULTURE - LITTLE BLACK BOOK - ONLINE 
 - RECRUITERS - REFERRALS SOURCING - INTERVIEW PROCESS - APPLICANT TRACKING - REFERENCE CHECKS INTERVIEWING - MOTIVATION - COMPENSATION CLOSING - ONBOARDING - DEVELOPMENT - HIGH PERFORMERS - UNDERFORMANCE - TALENT PLANNING RETAIN & DEVELOP
  67. 67. HOW TO FIND AND ATTRACT A POOL OF GREAT CANDIDATES 67 SOURCING
  68. 68. FOLLOW US @RRE 68 OUTBOUND SOURCING: PROACTIVELY REACHING OUT TO CANDIDATES
  69. 69. FIRST TYPE OF OUTBOUND: YOUR LITTLE BLACK BOOK OF TALENT 69
  70. 70. FOLLOW US @RRE 70 IT’S AN ACTIVE LIST OF THE MOST TALENTED PEOPLE YOU KNOW & KEEP IN TOUCH WITH
  71. 71. 71 WHAT IF I DON’T HAVE
 A LITTLE BLACK BOOK?

  72. 72. 5 STEPS TO START 72 2 1 3 4 LIST THE MOST TALENTED PEOPLE YOU KNOW (IN EXCEL OR GOOGLE DOC) TELL THEM ABOUT YOUR COMPANY 
 ASK THEM WHO THEY THINK YOU SHOULD GET TO KNOW BLOCK OUT TIME EACH WEEK, 
 GET TO KNOW THEM & REPEAT 5 GROW LIST & MAINTAIN CONTACT BRING IT
  73. 73. SECOND TYPE OF OUTBOUND: ONLINE SOURCING 73
  74. 74. FOLLOW US @RRE 74 THE MAIN THREE 74
  75. 75. FOLLOW US @RRE 75 LINKEDIN RECRUITER ALLOWS FOR ADVANCED SEARCHING & BETTER OUTREACH $125/ MONTH
  76. 76. FOLLOW US @RRE 76 ANGELLIST IS A GLOBAL SOURCE TO FIND CANIDATES LOOKING TO WORK FOR STARTUPS FREE
  77. 77. FOLLOW US @RRE 77 A-LIST IS ANGELIST'S NEW TOOL WITH PREVETTED CANIDATES, FREE TO BROWSE $10K TO HIRE
  78. 78. FOLLOW US @RRE 78 GITHUB, LOOK AT PROFILES AND SEE PROJECTS THEY CONTRIBUTE TO FREE
  79. 79. FOLLOW US @RRE 79 OTHER GREAT ONLINE SOURCES 74
  80. 80. THIRD TYPE OF OUTBOUND: RECRUITERS 80
  81. 81. FOLLOW US @RRE 81 WHEN TO BRING ONE IN IN HOUSE RECRUITER STARTUPS TYPICALLY HIRE AN IN-HOUSE RECRUITER AT 30 PEOPLE
  82. 82. WHAT TO LOOK FOR IN YOUR FIRST RECRUITER 82 2 1 3 4 CARES ABOUT PEOPLE PROCESS-DRIVEN VALUES CANDIDATE EXPERIENCE USES TALENT METRICS 5 REPRESENTS YOUR BRAND WELL
  83. 83. RECRUITING FIRMS: GREAT IF YOU ARE TRYING TO FILL MANY ROLES QUICKLY OR ARE STRUGGLING ON A SPECIFIC KEY HIRE 83
  84. 84. FOLLOW US @RRE 84 ~12 - 25% OF FIRST YEAR SALARY PAID IF YOU HIRE BETTER FOR JUNIOR ROLES NOT EXCLUSIVE CONTINGENT SEARCH FIRM CONTINGENT TIP: PAY THE HIGHER % FEE (SINCE NOT EXCLUSIVE) TO SEE BETTER RESUMES
  85. 85. FOLLOW US @RRE 85 ~33% OF FIRST YEAR SALARY PAID REGARDLESS OF HIRE BETTER FOR EXECUTIVE ROLES EXCLUSIVE, QUALIFIED SEARCH RETAINED SEARCH FIRM TIP: NEGOTIATE FREE REPLACEMENT SEARCH IF CANDIDATE LEAVES <90 DAYS RETAINED
  86. 86. IF YOU USE A FIRM, GET RECOMMENDATIONS FROM INVESTORS AND FOUNDERS 86
  87. 87. FOLLOW US @RRE 87 INBOUND SOURCING: APPLICANTS WHO COME TO YOU DIRECTLY OR ARE REFERRED TO YOU
  88. 88. FROM YOUR WEBSITE TO SOCIAL MEDIA, THERE ARE MANY SOURCES OF INBOUND 88
  89. 89. FOLLOW US @RRE 89 ONE INEXPENSIVE & HIGH QUALITY INBOUND CHANNEL IS EMPLOYEE REFERRALS
  90. 90. FOLLOW US @RRE 90 COMPENSATE YOUR EMPLOYEES FOR BRINGING IN TALENT
  91. 91. FOLLOW US @RRE 91 BUILD REFERRALS INTO YOUR CULTURE SO HIRING GREAT PEOPLE IS EVERYONE’S RESPONSIBILITY
  92. 92. TYPICAL AMOUNT IS $2- $5K AFTER THE EMPLOYEE HAS BEEN THERE 90 DAYS 92
  93. 93. FOLLOW US @RRE 93 ONE CAUTION WITH REFERRALS, WATCH OUT FOR DIVERSITY SO YOU DON’T HIRE MORE OF YOURSELF CS CS
  94. 94. DIVERSITY DRIVES PERFORMANCE, RESEARCH HAS SHOWN THAT DIVERSE GROUPS OUTPERFORM THOSE WITH LESS DIVERSITY 94
  95. 95. FOLLOW US @RRE 95 DIVERSITY GOES BEYOND RACE AND GENDER, IT’S ALSO ABOUT THOUGHT AND BACKGROUND
  96. 96. FOLLOW US @RRE 96 THE NEED - MOC FRAMEWORK
 - COMPETENCIES
 - JOB DESCRIPTION ESSENTIALS - EMPLOYER BRAND - CULTURE - LITTLE BLACK BOOK - ONLINE 
 - RECRUITERS - REFERRALS SOURCING - INTERVIEW PROCESS - APPLICANT TRACKING - REFERENCE CHECKS INTERVIEWING - MOTIVATION - COMPENSATION CLOSING - ONBOARDING - DEVELOPMENT - HIGH PERFORMERS - UNDERFORMANCE - TALENT PLANNING RETAIN & DEVELOP
  97. 97. EVALUATING CANDIDATES TO FIND THE RIGHT FIT 97 INTERVIEWING
  98. 98. HIRING MANAGER HEAD OF TALENT 98 FOR INTERVIEWS, EVERYONE SHOULD HAVE A ROLE
  99. 99. FOLLOW US @RRE 99 THE INTERVIEW PROCESS DEFINE THE INTERVIEW STEPS AND OBJECTIVES FOR EACH INTERVIEWER

  100. 100. FOLLOW US @RRE 100 CONSIDER GIVING CANDIDATES A SMALL SKILLS TEST, ESPECIALLY FOR TECHNICAL ROLES
  101. 101. FOLLOW US @RRE 101 FOR CULTURAL FIT INTERVIEWS, THE BEER TEST ALONE IS NOT GOOD ENOUGH TO ASSESS
  102. 102. REMEMBER INTERVIEWS ARE A TWO WAY STREET 102
  103. 103. THIS IS NOT A SECRET, TELL CANDIDATES YOUR PROCESS 103
  104. 104. FOLLOW US @RRE 104 TELL THE CANDIDATE WHAT TO EXPECT: WHAT ARE THE NEXT STEPS? WHO WILL THEY MEET WITH? WHAT IS THE TIME FRAME?
  105. 105. FOLLOW US @RRE 105 STANDARDIZE RESPONSE TIMES TO CANDIDATES 
 
 7 DAYS FOR ONLINE APPLICATION
 2 DAYS FROM ONSITE INTERVIEW
  106. 106. FOLLOW US @RRE 106 WITHOUT PREP, CANDIDATES OFTEN GET THE SAME QUESTIONS ALL DAY
  107. 107. FOLLOW US @RRE 107 EACH ROLE REQUIRES UNIQUE INTERVIEW QUESTIONS
  108. 108. 108 PEEL THE ONION:
 DIG INTO THE CANDIDATE’S RESPONSES & PUSH FOR SPECIFICS

  109. 109. A FEW THINGS YOU ARE NOT ALLOWED TO ASK ABOUT IN THE US: 109 AGE MARITAL STATUS CHILDREN SEXUAL ORIENTATION DISABILITIES
  110. 110. FOLLOW US @RRE 110 HAVE INTERVIEWERS SCORE CANDIDATES ON A 1 - 4 SCALE, THEN DEBRIEF WITH TEAM
  111. 111. FOLLOW US @RRE 111 HELPS KEEP TRACK OF CANDIDATES FROM APPLICATION TO HIRE APPLICANT TRACKING SYSTEM:
  112. 112. FOLLOW US @RRE GREENHOUSE 112
  113. 113. FOLLOW US @RRE LEVER 113
  114. 114. FOLLOW US @RRE 114 APPLICANT TRACKING IN EXCEL KEEP TRACK OF CANDIDATES THROUGH THE INTERVIEW PROCESS WITH SCORES & COMMENTS

  115. 115. REFERENCE CHECKS 115 2 1 3 4 TAKE THE TIME TO DO THEM DELVE DEEPER THAN SURFACE READ BETWEEN THE LINES FIND YOUR OWN REFERENCES
  116. 116. DON’T BE LAZY ON THIS ONE, REFERENCE CHECKS TELL YOU A LOT & FINDING YOUR OWN REFERENCES CAN MAKE A BIG DIFFERENCE 116
  117. 117. FOLLOW US @RRE 117 THE NEED - MOC FRAMEWORK
 - COMPETENCIES
 - JOB DESCRIPTION ESSENTIALS - EMPLOYER BRAND - CULTURE - LITTLE BLACK BOOK - ONLINE 
 - RECRUITERS - REFERRALS SOURCING - INTERVIEW PROCESS - APPLICANT TRACKING - REFERENCE CHECKS INTERVIEWING - MOTIVATION - COMPENSATION CLOSING - ONBOARDING - DEVELOPMENT - HIGH PERFORMERS - UNDERFORMANCE - TALENT PLANNING RETAIN & DEVELOP
  118. 118. GETTING THE CANDIDATE YOU WANT OVER THE FINISH LINE 118 CLOSING
  119. 119. THINK ABOUT WHAT’S REALLY MOTIVATING THIS CANDIDATE TO JOIN 119
  120. 120. TIPS TO SELL AND CLOSE THE CANDIDATE 120 2 1 3 4 SOCIALIZE WITH THE CANDIDATE UNDERSTAND FAMILY CONCERNS ADDRESS ANY CONCERNS HELP WITH RELOCATION 5 HAVE TEAM/BOARD REACH OUT
  121. 121. 121 YOUR INVESTORS & NETWORK CAN BE A FANTASTIC RESOURCE FOR COMPENSATION DATA
  122. 122. FOLLOW US @RRE COMPENSATION BENCHMARKS 122 Average Base Salary For Engineers By Company Stage & Level of Experience AverageBaseSalary $75,000 $106,250 $137,500 $168,750 $200,000 Funding Stage Seed Funding Only Post Series B Post Series D Growth Capital Funding Only 1 Year Expereince 2 Years Expereince 3 Years Expereince 4 Years Expereince 5 Years Expereince Director Level FOR EXAMPLE, HERE IS DATA RRE RECENTLY PULLED FROM ADVANCED HR FOR A PORTFOLIO COMPANY
  123. 123. FOLLOW US @RRE COMPENSATION BENCHMARKS 123 ANGELIST CAN ALSO BE A GREAT RESOURCE FOR EQUITY & SALARY DATA
  124. 124. FOLLOW US @RRE 124 MAKE SURE TO COVER THESE IN YOUR EMPLOYMENT AGREEMENT: CONFIDENTIALITY IP PROTECTION NON-COMPETE
  125. 125. CONGRATULATIONS, YOU ARE SET TO HIRE GREAT CANDIDATES 125
  126. 126. FOLLOW US @RRE 126 THE NEED - MOC FRAMEWORK
 - COMPETENCIES
 - JOB DESCRIPTION ESSENTIALS - EMPLOYER BRAND - CULTURE - LITTLE BLACK BOOK - ONLINE 
 - RECRUITERS - REFERRALS SOURCING - INTERVIEW PROCESS - APPLICANT TRACKING - REFERENCE CHECKS INTERVIEWING - MOTIVATION - COMPENSATION CLOSING - ONBOARDING - DEVELOPMENT - HIGH PERFORMERS - UNDERFORMANCE - TALENT PLANNING RETAIN & DEVELOP
  127. 127. KEEP AND GROW THE BEST TALENT IN YOUR STARTUP 127 RETAIN & DEVELOP
  128. 128. 128 1. ONBOARDING 
 2. DEVELOPMENT
 3. HIGH PERFORMERS
 4. UNDERPERFORMERS
 5. TALENT PLANNING CONSIDERATIONS POST- HIRE
  129. 129. 129 ONBOARDING
 
 ONBOARDING SHOULD MAKE YOUR NEW EMPLOYEES FEEL WELCOME 1
  130. 130. FOLLOW US @RRE 130 INVESTING TIME INTO PEOPLE IN THE FIRST 90 DAYS IS CRITICAL
  131. 131. FOLLOW US @RRE 131 ON DAY ONE HAVE TOOLS SETUP AND KEY MEETINGS SCHEDULED
  132. 132. HAVE MANAGERS SCHEDULE 30-60-90 
 DAY CHECK-INS 132
  133. 133. SO NOW THAT YOU HAVE THEM ON BOARD, HOW DO YOU KEEP AND DEVELOP THEM? 133
  134. 134. 134 DEVELOPMENT
 
 GROWING YOUR EXISTING TALENT 2
  135. 135. FOLLOW US @RRE 135 HELP YOUR EMPLOYEES IDENTIFY SKILLS THEY NEED & WANT TO DEVELOP
  136. 136. FOLLOW US @RRE 136 NOW WORK TO FIND WAYS TO BUILD THOSE SKILLS
  137. 137. SOME IDEAS 137 2 1 3 4 REIMBURSE EXTERNAL TRAININGS PROVIDE CAREER COACHING CREATE MANAGEMENT WORKSHOPS OFFER INTERNAL SKILLS TRAINING
  138. 138. FOLLOW US @RRE 138 AN IDEA FROM ONE OF OUR PORTFOLIO COMPANIES OFFER A WEEK OF DEVELOPMENT TIME THAT EACH EMPLOYEE SPENDS AS AGREED WITH MANAGER
  139. 139. A CULTURE OF FEEDBACK IS ALSO CRITICAL, IT IMPROVES & EVOLVES YOUR ENTIRE TEAM 139
  140. 140. FOLLOW US @RRE 140 GIVE FEEDBACK IN REAL TIME, DON’T JUST WAIT FOR PERFORMANCE REVIEWS
  141. 141. GREAT, 
 TELL THEM 
 TELL OTHER PEOPLE 141 NOT SO GREAT, 
 TELL THEM
 IN PRIVATE IF THEY DO SOMETHING…

  142. 142. GET FEEDBACK
 ON YOURSELF AS WELL, ESPECIALLY ASK WHAT YOU CAN DO BETTER 142
  143. 143. GIVING FEEDBACK ALSO SETS THE RIGHT EXPECTATIONS FOR PROMOTIONS AND MINIMIZES DISTRACTIONS 143
  144. 144. 144 HIGH PERFORMERS
 
 HOW DO YOU KEEP YOUR HIGH PERFORMERS? 3
  145. 145. FOLLOW US @RRE 145 EXPOSE THEM TO NEW CHALLENGES AND LET THEM KNOW THEY HAVE ROOM TO GROW WITHIN YOUR COMPANY
  146. 146. TO KEEP HIGH PERFORMERS BE SURE TO ADDRESS LOW PERFORMERS 146
  147. 147. 147 UNDERPERFORMANCE
 
 HOW TO ADDRESS PROBLEMS WITH PERFORMANCE 4
  148. 148. AS A STARTUP YOU CAN’T AFFORD TO KEEP LOW PERFORMERS 148
  149. 149. FOLLOW US @RRE 149 IF SOMEONE IS CONSISTENTLY UNDERPERFORMING, TELL THEM FORMALLY USING A PIP...
  150. 150. FOLLOW US @RRE 150 PERFORMANCE IMPROVEMENT PLAN (PIP): SPECIFIES OCCURRENCES OF LOW PERFORMANCE WITH ACTION PLAN AND TIMELINE
  151. 151. FOLLOW US @RRE 151 A PIP SHOULD BE SIGNED BY BOTH THE EMPLOYEE AND MANAGER
  152. 152. KEY ADVANTAGES TO PIPS 152 2 1 3 4 DOCUMENTS IN REAL TIME RECORD IN CASE OF LEGAL ACTIVITY DEMONSTRATES A FAIR PROCESS SHOWS SEVERITY OF THE ISSUE
  153. 153. AFTER A PIP THE EMPLOYEE WILL EITHER IMPROVE OR GET TERMINATED 153
  154. 154. FOLLOW US @RRE 154 WITH ANY TERMINATION, RIF OR LAYOFF, BE AS TRANSPARENT AND QUICK AS POSSIBLE
  155. 155. 155 TALENT
 PLANNING
 
 PLANNING FOR CHANGE AND GROWTH 5
  156. 156. FOLLOW US @RRE 156 TALENT PLANNING: PLANNING FUTURE GROWTH & REPLACEMENTS FOR KEY ROLES AS THE COMPANY SCALES
  157. 157. LOOKING AHEAD IS CRITICAL AS YOU GROW AND SCALE TO HAVE THE TEAM YOU NEED AT EACH STAGE 157
  158. 158. FOLLOW US @RRE 158 YOU NEED ACTION & BACKUP PLANS FOR SPECIFIC CRITICAL ROLES
  159. 159. FOLLOW US @RRE 159 TALENT PLANNING FOR KEY ROLES, IDENTIFY TALENT THAT COULD STEP IN NOW OR LATER, CREATE DEVELOPMENT PLANS WHERE THERE ARE GAPS
  160. 160. NOW YOU ARE SET TO HIRE & RETAIN GREAT TALENT
 
 OFF TO THE RACES 160
  161. 161. WE HOPE YOU LEARNED SOMETHING ABOUT HOW TO GET & RETAIN GREAT TALENT 161
  162. 162. FOLLOW US @RRE 162 IF YOU FOUND THIS USEFUL, PLEASE CLICK LIKE & SHARE
  163. 163. FOLLOW US @RRE 163 DOWNLOAD ALL THE TEMPLATES USED IN THIS DECK @RRE RRE VENTURES PLATFORM@RRE.COM MEDIUM.COM/@RRE CLICK TO DOWNLOAD THE TEMPLATES
  164. 164. FOLLOW US @RRE 164 BETH SCHEER HOMEBREW SPECIAL THANKS TO… LORNA HAGEN ONDECK STEVE SCHLAFMAN RRE VENTURES AMY WOLF FORRESTER MANAGED BY Q NATALIE WADSWORTH SAILTHRU JOY SUN GROUPS JACQUI MAGUIRE GREENHOUSE BRANDON LIPMAN RRE VENTURES
  165. 165. FOLLOW US @RRE 165 GREAT BOOKS ON TALENT
  166. 166. FOLLOW US @RRE 166 OTHER GREAT RESOURCES • 5 SIMPLE STEPS TO WRITING A CONCISE JOB DESCRIPTION BY RECRUIT LOOP • THE PROCESS FOR SOURCING TALENT BY HOMEBREW • SNAPSTORMS ON RECRUITING BY MARK SUSTER OF UPFRONT VENTURES • DON’T FUCK UP THE CULTURE BY BRIAN CHESKY CEO OF AIRBNB • NETFLIX CULTURE BY REED HASTINGS CEO OF NETFLIX • DIVERSITY AT STARTUPS BY HOMEBREW

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