Talent Playbook
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The document outlines a comprehensive playbook for sourcing, hiring, and retaining top talent in startups, emphasizing the importance of a strong employer brand and defined company culture. It provides a framework for defining hiring needs, sourcing candidates, and evaluating their fit through structured interview processes. Additionally, it covers onboarding, employee development, and strategies for managing high and low performers to ensure long-term success.
Talent Playbook
- 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
- 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
- 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
- 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
- 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:
- 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
- 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
- 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