1.
Maria Palma, Director of Platform
@RRE Ventures
THE TALENT PLAYBOOK
HOW TO SOURCE, HIRE AND RETAIN
WORLD CLASS TALENT

2.
2
RRE VENTURES IS AN EARLY
STAGE, SEED & SERIES A,
VENTURE CAPITAL FIRM
LOCATED IN NEW YORK

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.
FOLLOW US @RRE 4
OUR FOUNDERS CONSISTENTLY
TELL US THAT TALENT IS ONE OF
THEIR BIGGEST PAIN POINTS

5.
BUILDING THE RIGHT TEAM IS
CRITICAL FOR ALL COMPANIES...
5

6.
BUT IT’S HARD, REALLY HARD
EVER HIRE THE WRONG PERSON?
6

7.
MEET JAMES,
A CANDIDATE YOU
THINK IS AWESOME
7

8.
FOLLOW US @RRE 8
YOU QUICKLY HIRE JAMES AND ARE
EXCITED FOR HIM TO HIT THE
GROUND RUNNING

9.
9
THEN YOU REALIZE
JAMES ISN’T A FIT
FOR THE ROLE OR
COMPANY

10.
FOLLOW US @RRE 10
WHEN YOU LET HIM GO,
IT’S HARD EMOTIONALLY,
FINANCIALLY, AND
OPERATIONALLY

11.
IT SLOWS THE COMPANY DOWN
AND NOW YOU NEED TO REHIRE
FOR THAT POSITION
11

12.
FOLLOW US @RRE 12
HIRING MISTAKES ARE
PAINFUL AND COSTLY

13.
A SINGLE HIRING MISTAKE COSTS 15
TIMES BASE SALARY IN HARD
COSTS & PRODUCTIVITY LOSS
15X
13
- ”WHO” BY GEOFF SMART

14.
FOLLOW US @RRE 14
HIRING ALSO TAKES
A LOT OF TIME

15.
30-50%
OF THEIR TIME ON
PEOPLE
15
OUR CEOs SPEND

16.
FOLLOW US @RRE 16
FINDING THE RIGHT
PERSON IS NOT
STRAIGHTFORWARD

17.
YOU WANT THE PROCESS TO FEEL LIKE
THIS...
17

18.
FOLLOW US @RRE 18
18
BUT IT FEELS MORE LIKE THIS

19.
SO HIRING IS PAINFUL
EXPENSIVE
MESSY
TIME CONSUMING
19

20.
BUT IS THERE A
SIMPLE SOLUTION?
WE DON’T HAVE ALL
THE ANSWERS
20

21.
BUT, WE TALKED TO HEADS OF
TALENT IN OUR NETWORK AND
THIS IS WHAT WE LEARNED
21

22.
FOLLOW US @RRE 22
WHEN IT COMES TO TALENT,
HAVING A LITTLE PROCESS
GOES A LONG WAY

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.
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.
BEFORE HIRING YOU
WANT TWO THINGS
IN PLACE:
25
2
1 EMPLOYER BRAND
CODIFIED CULTURE

26.
FOLLOW US @RRE 26
IT’S THE IDENTITY YOU CREATE TO ATTRACT
PROSPECTIVE TALENT
WHAT IS EMPLOYER BRAND?

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
ADD BENEFITS & TEAM
PICS TO YOUR WEBSITE
1

29.
FOLLOW US @RRE
SHOW THE PERKS
29

30.
FOLLOW US @RRE
AND THE BENEFITS
30

31.
31
2
HOST RELEVANT
MEETUPS

32.
IDENTIFY THE INTERESTS OF
EMPLOYEES YOU WANT…
32

33.
FOLLOW US @RRE 33
THEN TARGET MEETUP
GROUPS WHERE THEY
HANGOUT

34.
FOLLOW US @RRE
HOST OR SUPPORT THEM
34

35.
FOLLOW US @RRE
HERE ARE SOME IDEAS
35

36.
36
MONITOR YOUR
PUBLIC PRESENCE
3

37.
RESPOND TO REVIEWS, ESPECIALLY
NEGATIVE ONES AND ENCOURAGE
EMPLOYEES TO ADD REVIEWS
37

38.
FOLLOW US @RRE
EXAMPLE ON THE MUSE
38

39.
FOLLOW US @RRE
EMPLOYER PRESENCE SITES
39

40.
40
WRITE CONTENT
4

41.
CONTENT SHOWS PROSPECTIVE
EMPLOYEES WHO YOU ARE AND
WHAT YOU THINK
41

42.
FOLLOW US @RRE
MANAGED BY Q BLOG
42

43.
FOLLOW US @RRE
LINKEDIN ENGINEERING BLOG
43

44.
44
CONTRIBUTE
PUBLICLY
5

45.
FOLLOW US @RRE 45
CONTRIBUTE TO ONLINE COMMUNITIES AND
FORUMS, SHOW YOUR SKILLS

46.
CAPTURING YOUR CULTURE ON
PAPER MAKES IT EASIER TO HIRE
AGAINST
46
CODIFIED CULTURE

47.
FOLLOW US @RRE 47
IT ALSO ALIGNS YOUR
TEAM ON CORE VALUES

48.
POST-IT EXERCISE TO
CODIFY CULTURE
48

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.
FOLLOW US @RRE 50
EXAMPLE OF INDICATORS
SEE ABOVE FOR AN EXAMPLE OF POSITIVE &
NEGATIVE INDICATORS FOR TWO OF RRE’S VALUES

51.
REMEMBER,
CULTURE IS NOT
JUST WHAT YOU
PUT ON YOUR
OFFICE WALLS
51

52.
BUT MORE IMPORTANTLY, CULTURE
IS THE WAY THE TEAM
THINKS, ACTS, & BEHAVES
52

53.
FOLLOW US @RRE 53
FOR EVERY HIRE YOU
MAKE, YOUR CULTURE
EVOLVES SLIGHTLY

54.
REVISIT YOUR
CULTURE AS YOU
GROW
54

55.
RECAP OF WHAT
YOU NEED BEFORE
YOU HIRE
55
EMPLOYER BRAND
CODIFIED CULTURE

56.
NOW YOU’RE READY
TO GET STARTED ON
HIRING
56

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.
CLEARLY DEFINING THE ROLE AND
WHO YOU NEED
58
THE NEED

59.
FOLLOW US @RRE 59
HERE ARE THE STEPS TO
DEFINE THE NEED

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.
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.
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.
NOW USE THIS INFORMATION TO
WRITE THE JOB DESCRIPTION
63

64.
FOLLOW US @RRE 64
WRITE IT TO
ATTRACT AN IDEAL
CANDIDATE

65.
FOLLOW US @RRE 65
BUT NOW, WHERE DO
YOU FIND THIS
PERSON?

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.
HOW TO FIND AND ATTRACT A
POOL OF GREAT CANDIDATES
67
SOURCING

68.
FOLLOW US @RRE 68
OUTBOUND SOURCING:
PROACTIVELY REACHING OUT
TO CANDIDATES

69.
FIRST TYPE OF OUTBOUND:
YOUR LITTLE BLACK BOOK OF TALENT
69

70.
FOLLOW US @RRE 70
IT’S AN ACTIVE LIST OF THE
MOST TALENTED PEOPLE YOU
KNOW & KEEP IN TOUCH WITH

71.
71
WHAT IF I DON’T HAVE
A LITTLE BLACK BOOK?

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.
SECOND TYPE OF OUTBOUND:
ONLINE SOURCING
73

74.
FOLLOW US @RRE
74
THE MAIN THREE
74

75.
FOLLOW US @RRE 75
LINKEDIN RECRUITER ALLOWS FOR ADVANCED
SEARCHING & BETTER OUTREACH $125/
MONTH

76.
FOLLOW US @RRE 76
ANGELLIST IS A GLOBAL SOURCE TO FIND
CANIDATES LOOKING TO WORK FOR STARTUPS
FREE

77.
FOLLOW US @RRE 77
A-LIST IS ANGELIST'S NEW TOOL WITH
PREVETTED CANIDATES, FREE TO BROWSE
$10K TO HIRE

78.
FOLLOW US @RRE 78
GITHUB, LOOK AT PROFILES AND SEE PROJECTS
THEY CONTRIBUTE TO
FREE

79.
FOLLOW US @RRE
79
OTHER GREAT ONLINE SOURCES
74

80.
THIRD TYPE OF OUTBOUND:
RECRUITERS
80

81.
FOLLOW US @RRE 81
WHEN TO BRING ONE IN
IN HOUSE
RECRUITER
STARTUPS TYPICALLY HIRE AN
IN-HOUSE RECRUITER AT 30 PEOPLE

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.
RECRUITING FIRMS:
GREAT IF YOU ARE TRYING TO
FILL MANY ROLES QUICKLY OR
ARE STRUGGLING ON A SPECIFIC
KEY HIRE
83

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.
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.
IF YOU USE A FIRM, GET
RECOMMENDATIONS FROM
INVESTORS AND FOUNDERS
86

87.
FOLLOW US @RRE 87
INBOUND SOURCING:
APPLICANTS WHO COME
TO YOU DIRECTLY OR ARE
REFERRED TO YOU

88.
FROM YOUR WEBSITE TO SOCIAL
MEDIA, THERE ARE MANY SOURCES
OF INBOUND
88

89.
FOLLOW US @RRE 89
ONE INEXPENSIVE & HIGH QUALITY
INBOUND CHANNEL IS EMPLOYEE
REFERRALS

90.
FOLLOW US @RRE 90
COMPENSATE YOUR
EMPLOYEES FOR
BRINGING IN TALENT

91.
FOLLOW US @RRE 91
BUILD REFERRALS INTO YOUR
CULTURE SO HIRING GREAT PEOPLE
IS EVERYONE’S RESPONSIBILITY

92.
TYPICAL AMOUNT IS $2-
$5K AFTER THE EMPLOYEE
HAS BEEN THERE 90 DAYS
92

93.
FOLLOW US @RRE 93
ONE CAUTION WITH REFERRALS,
WATCH OUT FOR DIVERSITY SO YOU
DON’T HIRE MORE OF YOURSELF
CS
CS

94.
DIVERSITY DRIVES PERFORMANCE,
RESEARCH HAS SHOWN THAT
DIVERSE GROUPS OUTPERFORM
THOSE WITH LESS DIVERSITY
94

95.
FOLLOW US @RRE 95
DIVERSITY GOES BEYOND RACE AND
GENDER, IT’S ALSO ABOUT THOUGHT
AND BACKGROUND

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.
EVALUATING CANDIDATES TO FIND
THE RIGHT FIT
97
INTERVIEWING

98.
HIRING
MANAGER
HEAD OF
TALENT
98
FOR INTERVIEWS, EVERYONE
SHOULD HAVE A ROLE

99.
FOLLOW US @RRE 99
THE INTERVIEW PROCESS
DEFINE THE INTERVIEW STEPS AND OBJECTIVES FOR
EACH INTERVIEWER

100.
FOLLOW US @RRE 100
CONSIDER GIVING CANDIDATES A
SMALL SKILLS TEST, ESPECIALLY
FOR TECHNICAL ROLES

101.
FOLLOW US @RRE 101
FOR CULTURAL FIT
INTERVIEWS, THE BEER
TEST ALONE IS NOT GOOD
ENOUGH TO ASSESS

102.
REMEMBER
INTERVIEWS ARE A
TWO WAY STREET
102

103.
THIS IS NOT A SECRET,
TELL CANDIDATES YOUR
PROCESS
103

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.
FOLLOW US @RRE 105
STANDARDIZE RESPONSE TIMES TO
CANDIDATES
7 DAYS FOR ONLINE APPLICATION
2 DAYS FROM ONSITE INTERVIEW

106.
FOLLOW US @RRE 106
WITHOUT PREP, CANDIDATES
OFTEN GET THE SAME QUESTIONS
ALL DAY

107.
FOLLOW US @RRE 107
EACH ROLE REQUIRES
UNIQUE INTERVIEW
QUESTIONS

108.
108
PEEL THE ONION:
DIG INTO THE
CANDIDATE’S
RESPONSES & PUSH
FOR SPECIFICS

109.
A FEW THINGS YOU ARE
NOT ALLOWED TO ASK
ABOUT IN THE US:
109
AGE
MARITAL STATUS
CHILDREN
SEXUAL ORIENTATION
DISABILITIES

110.
FOLLOW US @RRE 110
HAVE INTERVIEWERS SCORE
CANDIDATES ON A 1 - 4 SCALE,
THEN DEBRIEF WITH TEAM

111.
FOLLOW US @RRE 111
HELPS KEEP TRACK OF CANDIDATES
FROM APPLICATION TO HIRE
APPLICANT TRACKING SYSTEM:

112.
FOLLOW US @RRE
GREENHOUSE
112

113.
FOLLOW US @RRE
LEVER
113

114.
FOLLOW US @RRE 114
APPLICANT TRACKING IN EXCEL
KEEP TRACK OF CANDIDATES THROUGH THE
INTERVIEW PROCESS WITH SCORES & COMMENTS

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.
DON’T BE LAZY ON THIS ONE,
REFERENCE CHECKS TELL YOU A LOT
& FINDING YOUR OWN REFERENCES
CAN MAKE A BIG DIFFERENCE
116

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.
GETTING THE CANDIDATE YOU
WANT OVER THE FINISH LINE
118
CLOSING

119.
THINK ABOUT
WHAT’S REALLY
MOTIVATING THIS
CANDIDATE TO JOIN
119

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
YOUR INVESTORS & NETWORK CAN
BE A FANTASTIC RESOURCE FOR
COMPENSATION DATA

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.
FOLLOW US @RRE
COMPENSATION BENCHMARKS
123
ANGELIST CAN ALSO BE A GREAT RESOURCE FOR
EQUITY & SALARY DATA

124.
FOLLOW US @RRE 124
MAKE SURE TO COVER THESE IN YOUR
EMPLOYMENT AGREEMENT:
CONFIDENTIALITY
IP PROTECTION
NON-COMPETE

125.
CONGRATULATIONS,
YOU ARE SET TO HIRE
GREAT CANDIDATES
125

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.
KEEP AND GROW THE BEST TALENT
IN YOUR STARTUP
127
RETAIN & DEVELOP

128.
128
1. ONBOARDING
2. DEVELOPMENT
3. HIGH PERFORMERS
4. UNDERPERFORMERS
5. TALENT PLANNING
CONSIDERATIONS
POST- HIRE

129.
129
ONBOARDING
ONBOARDING SHOULD
MAKE YOUR NEW
EMPLOYEES FEEL
WELCOME
1

130.
FOLLOW US @RRE 130
INVESTING TIME INTO
PEOPLE IN THE FIRST 90
DAYS IS CRITICAL

131.
FOLLOW US @RRE 131
ON DAY ONE HAVE TOOLS SETUP
AND KEY MEETINGS SCHEDULED

132.
HAVE MANAGERS
SCHEDULE 30-60-90
DAY CHECK-INS
132

133.
SO NOW THAT YOU HAVE THEM ON
BOARD, HOW DO YOU KEEP AND
DEVELOP THEM?
133

134.
134
DEVELOPMENT
GROWING YOUR
EXISTING TALENT
2

135.
FOLLOW US @RRE 135
HELP YOUR EMPLOYEES IDENTIFY
SKILLS THEY NEED & WANT TO
DEVELOP

136.
FOLLOW US @RRE 136
NOW WORK TO FIND
WAYS TO BUILD THOSE
SKILLS

137.
SOME IDEAS
137
2
1
3
4
REIMBURSE EXTERNAL TRAININGS
PROVIDE CAREER COACHING
CREATE MANAGEMENT WORKSHOPS
OFFER INTERNAL SKILLS TRAINING

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.
A CULTURE OF FEEDBACK IS ALSO
CRITICAL, IT IMPROVES & EVOLVES
YOUR ENTIRE TEAM
139

140.
FOLLOW US @RRE 140
GIVE FEEDBACK IN REAL TIME, DON’T
JUST WAIT FOR PERFORMANCE
REVIEWS

141.
GREAT,
TELL THEM
TELL OTHER PEOPLE
141
NOT SO GREAT,
TELL THEM
IN PRIVATE
IF THEY DO
SOMETHING…

142.
GET FEEDBACK
ON YOURSELF AS
WELL, ESPECIALLY ASK
WHAT YOU CAN DO
BETTER
142

143.
GIVING FEEDBACK ALSO SETS THE RIGHT
EXPECTATIONS FOR PROMOTIONS AND
MINIMIZES DISTRACTIONS
143

144.
144
HIGH PERFORMERS
HOW DO YOU KEEP
YOUR HIGH
PERFORMERS?
3

145.
FOLLOW US @RRE 145
EXPOSE THEM TO NEW CHALLENGES
AND LET THEM KNOW THEY HAVE
ROOM TO GROW WITHIN YOUR
COMPANY

146.
TO KEEP HIGH PERFORMERS BE
SURE TO ADDRESS LOW
PERFORMERS
146

147.
147
UNDERPERFORMANCE
HOW TO ADDRESS
PROBLEMS WITH
PERFORMANCE
4

148.
AS A STARTUP YOU CAN’T
AFFORD TO KEEP LOW
PERFORMERS
148

149.
FOLLOW US @RRE 149
IF SOMEONE IS CONSISTENTLY
UNDERPERFORMING, TELL THEM
FORMALLY USING A PIP...

150.
FOLLOW US @RRE 150
PERFORMANCE IMPROVEMENT PLAN
(PIP): SPECIFIES OCCURRENCES OF LOW
PERFORMANCE WITH ACTION PLAN
AND TIMELINE

151.
FOLLOW US @RRE 151
A PIP SHOULD BE SIGNED
BY BOTH THE EMPLOYEE
AND MANAGER

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.
AFTER A PIP THE EMPLOYEE WILL
EITHER IMPROVE OR GET
TERMINATED
153

154.
FOLLOW US @RRE 154
WITH ANY TERMINATION, RIF OR
LAYOFF, BE AS TRANSPARENT AND
QUICK AS POSSIBLE

155.
155
TALENT
PLANNING
PLANNING FOR
CHANGE AND
GROWTH
5

156.
FOLLOW US @RRE 156
TALENT PLANNING:
PLANNING FUTURE GROWTH &
REPLACEMENTS FOR KEY ROLES AS THE
COMPANY SCALES

157.
LOOKING AHEAD IS CRITICAL AS YOU
GROW AND SCALE TO HAVE THE
TEAM YOU NEED AT EACH STAGE
157

158.
FOLLOW US @RRE 158
YOU NEED ACTION & BACKUP PLANS
FOR SPECIFIC CRITICAL ROLES

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.
NOW YOU ARE SET
TO HIRE & RETAIN
GREAT TALENT
OFF TO THE RACES
160

161.
WE HOPE YOU LEARNED SOMETHING
ABOUT HOW TO GET & RETAIN GREAT
TALENT
161

162.
FOLLOW US @RRE 162
IF YOU FOUND THIS USEFUL,
PLEASE CLICK LIKE & SHARE

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.
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.
FOLLOW US @RRE 165
GREAT BOOKS ON TALENT

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