This presentation covers: 1. Context on culture and values: what is culture, what are company values with examples of how to implement initiatives inspired by them and how to hold ourselves accountable as we grow (what is a culture manifesto). 2. The goal of the People Team in a startup. 3. 30 60 90 day plan. 4. People initiatives Project Management (example using Jira + Confluence, but can be easily transferable to Notion now that they offer timeline view)

1. The People Team
30 60 90 Day Plan

2. Table of contents
❖ Goal of this meeting
❖ Context: culture & values
➢ On culture
➢ On values & sample initiatives to
implement them
➢ How to hold ourselves accountable as
we grow
❖ The People Team
➢ Goal of the People Team
❖ 30 60 90 day plan
❖ Appendix
➢ Results & action oriented People Ops
➢ Source
2

3. 3
Goal of our meeting
Brainstorm → we review what needs to be done
Alignment → we agree on a way forward
Buy-in → support from you to achieve goals
What we want to achieve

4. 4
Context:
Culture & Values
4

5. Lean forward
Trust & Kindness
Get uncomfortable
Grow together
5

6. On Culture
6
What is culture?
CULTURE
People
(values
+
behaviours)
ProcessesPolicies
● Culture is the ‘glue’ that keeps an organisation together.
It is a silent code of conduct - how ‘things get done’.
● It provides a competitive advantage.
It cannot be duplicated, unlike a product, price point, or delivery system.
● It should be intentionally designed.
It will be there whether we establish it or not.
● Our People, Processes and Policies help define it.
People living by our values, along with the processes and policies we design are
what make our culture tangible.
● It needs to align with our values and mission.
If we value trust, our people, processes and policies need to be driven by that.

7. On Values
7
How values help us shape our culture
● They are the behaviours and skills we
value in our colleagues.
They should help describe Role Model Behaviours.
● They boost autonomy and empower
employees
They act as a beacon for decision-making.
● They need to support our mission
They define HOW we will achieve our goals.
● They help promote alignment
They define a common ground for our behaviour and
initiatives.
● They are organisational-lead vs
individual-lead
We define them as a team, instead of individually.
*Example of initiatives to support values that were mentioned as important to Pando during
interview process

8. Culture Design Process
8
An Intentional Culture
Define Have we clarified the driving values and behaviours that will help us
distinctively serve our customers?
Align How do we turn our values into ongoing norms of behaviour,
processes and policies within Pando?
Monitor How are we supporting our working environment? How
are we getting and giving feedback?

9. How can we hold ourselves accountable?
Healthy growth, guided by our culture: Culture Manifesto
Examples

10. 10
The People
Team
10

11. 11
Goal of the People Team
“Design an amazing place to
work with a purpose-led
approach, guided by our
mission, culture and values and
using feedback and insights to
iterate and improve.”
What should be our mission?
TALENT
ATTRACT
RETAIN
DEVELOP &
NURTURE

12. 30 60 90 day
plan
1212

13. 30-60-90 Strategic Summary
30 DAYS
DISCOVER DELIVER!
60 DAYS 90 DAYS
DESIGN
EXPLORE & LEARN
Key Deliverables (max 5)
Org Listening & Gap Analysis -
gathering data
Ways of working defined: tools,
reporting method, frequency.
Understanding People Strategy &
Approach (aligned with
Business’?)
DEFINE
Key Deliverables (max 5)
List of recommendations based
on Explore & Learn phase
Prioritisation & roadmap of
selected projects
Business cases (if necessary)
Planning of selected projects
DIG IN & DELIVER
Key Deliverables (max 5)
Delivering milestones and
success measures for the
projects selected in the Define
phase (implementation)
13

14. Org Listening - Employees
It’s all about understanding what employees value, and whether what is currently on offer is something
they want or would rather replace with something else. Perhaps there are really great policies it’d be
better investing more effort and expense in. Or perhaps there are things missing they would like to see.
It’s really important to measure importance! It might be that something is not well perceived but no one
cares about it, or could be a policy that exists but people don't value it e.g. gym discount, perhaps our
population would rather have a weekly massage.
Understanding what everyone values along with what they find most important, will help us prioritise
what to do first, and where People Ops can make its biggest impact, which we can then plot against
workload investment (and quick-wins!).
14
Employee Experience Data

15. 30 Days - Define
30 DAYS - DEFINE (EXPLORE & LEARN) Date From: 10/08/2020
Date To: 10/09/2020
Goal What How Tool Output/Result
Understand
current state -
Human
Operations
Aligning on
Expectations
Build
relationships
The business:
❖ Goals, strategy, product, customers, values & culture.
❖ How People Ops currently aligns to strategy
❖ Key stakeholders (high performing IC & LM, detractors,
champions)
❖ Attend all relevant company
meetings (Management, town
halls, leadership, etc.)
❖ Revise current People Ops &
business’ material and systems
in place
❖ CharlieHR
❖ Business strategy
❖ Pando’s Google Drive
❖ Any other system in place.
Org Listening &
Gap Analysis -
gathering data
Ways of working
defined: tools,
reporting method,
frequency (Google
Doc, User Manual)
Leadership:
❖ How do we want to work together: agree on how to
meet, frequency, decision-making process.
❖ What you expect from People Ops & me and vice
versa.
❖ What good looks like to you and vice versa.
❖ Must haves - any urgent projects we need to start
working on (i.e. Remote work)
❖ Conversations with Philip and
Barney on first week/as needed.
❖ Communication tools (Slack,
WhatsApp, email)
❖ My User manual
❖ Google Docs with agenda and
follow ups.
Line Managers:
❖ Pain-points as a manager, what People Ops does well
and not right now, struggles with team productivity and
engagement.
❖ Areas that need training
❖ Conversations with Line
Managers on first week/as
needed.
❖ My User manual
❖ Google Docs with agenda and
follow ups.
Employees:
❖ Are they engaged?
❖ What do they appreciate most about the company?
❖ What isn't such a great employee experience right now?
❖ Coffee chats 121s throughout
the month
❖ Focus groups - date TBC
❖ Employee Experience Survey
❖ Existing Feedback?
❖ Organisational Listening -
Typeform survey
❖ Any tool that holds existing
employee feedback.
15

16. 60 Days - Design
60 DAYS - DESIGN (EVALUATE & RECOMMEND) Date From: 11/09/2020
Date To: 11/10/2020
Goal What How Tool Output/Result
Feedback
based
recommendatio
ns & plan
Understand
current state -
People
Operations
Continue
building on
findings from
first 30 days
❖ Evaluate data
❖ High Level Benefits Analysis
❖ Prioritise - Are priorities aligned across managers,
employees and leadership?
❖ Quick wins
❖ Create plan
❖ Gain organisational and stakeholder buy-in
Analysis
❖ Trend (frequency and
importance)
❖ Comparisons by subtype group
(Mgrs, Empsl, Leaders)
❖ Priorisation
❖ Survey results
❖ Notes from focus
groups
❖ Leadership input
on must haves
❖ Process maps
❖ Existing
documentation
Org Listening &
Gap Analysis - recommendations
- People Ops analysis
Roadmap (projects)
16

17. 90 Days - Dig in & Deliver
90 DAYS - DIG IN (OPTIMISE & IMPLEMENT) Date From: 12/10/2020
Date To: 12/11/2020
Goal What How Tool Output/Result
Starting Projects ❖ TO BE DETERMINED (based on 30 & 60
Day outcome.)
❖ Time bound project plan
for initiatives
❖ Comms plan
❖ Build full business cases
❖ Stakeholders &
dependencies
❖ Jira +
Confluence
(see Results &
action-driven
People Ops
section)
Project plan
Business Cases
Tracking & report back
17

18. Dig in & Deliver: Results
& action-driven People
Ops 1818

19. Results & action-driven People Ops
19
How Jira + Confluence can help run effective People Projects
Level 1 - Epics (projects): Defining our Roadmap (prioritised by employee feedback + business needs)

20. Results & action-driven People Ops (cont.)
Level 2 - Epic breakdown: Project breakdown in actionable tasks
20
How Jira + Confluence can help run effective People Projects (cont.)

21. Results & action-driven People Ops (cont.)
Level 3 - Sprints: Bringing our roadmap to life by breaking it down into sprints (fed by tasks)
21
How Jira + Confluence can help run effective People Projects (cont.)

22. Results & action-driven People Ops (cont.)
22
How Jira + Confluence can help run effective People Projects (cont.)How Jira + Confluence can help run effective People Projects (cont.)
Level 4 - Documentation: Supporting documentation held in Confluence

23. 23
Inspiration
Who - I think - does this great?

24. 2424
Appendix

25. 25
Sources
● Human Resources 2.0: How People Operations Is Powering Higher Productivity
● What is people operations?
● People Ops as a Product
● Hold Teams Together & Accountable with a Culture Contract
● Is Culture Your Sustainable Competitive Advantage?
● The Step-by-Step HR Department Checklist for Startups
● What’s the Difference Between Culture Code, Mission Statement & Core Values?
● Gitlab’s Employee Handbook
● Blendle’s Employee Handbook
● Netflix culture deck
● Nobl’s Cultural Contract
● Future Human Coaching - Gemma Baldock, Coach
● @PeopleOps - Curated bookshelf
Where to read more of what you found here