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Maria Palma, Director of Platform @RRE Ventures
THE TALENT PLAYBOOKHOW TO SOURCE, HIRE AND RETAIN WORLD CLASS TALENT
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RRE VENTURES IS AN EARLY STAGE, SEED & SERIES A, VENTURE CAPITAL FIRM LOCATED IN NEW YORK
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
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OUR FOUNDERS CONSISTENTLY TELL US THAT TALENT IS ONE OF THEIR BIGGEST PAIN POINTS
BUILDING THE RIGHT TEAM IS CRITICAL FOR ALL COMPANIES...
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BUT IT’S HARD, REALLY HARD
EVER HIRE THE WRONG PERSON?
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MEET JAMES,A CANDIDATE YOU THINK IS AWESOME
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YOU QUICKLY HIRE JAMES AND ARE EXCITED FOR HIM TO HIT THE GROUND RUNNING
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THEN YOU REALIZE JAMES ISN’T A FIT FOR THE ROLE OR COMPANY
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WHEN YOU LET HIM GO, IT’S HARD EMOTIONALLY, FINANCIALLY, AND OPERATIONALLY
IT SLOWS THE COMPANY DOWN AND NOW YOU NEED TO REHIRE FOR THAT POSITION
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A SINGLE HIRING MISTAKE COSTS 15 TIMES BASE SALARY IN HARD COSTS & PRODUCTIVITY LOSS
15X
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- ”WHO” BY GEOFF SMART
30-50% OF THEIR TIME ON PEOPLE
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OUR CEOs SPEND
YOU WANT THE PROCESS TO FEEL LIKE THIS...
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SO HIRING IS PAINFUL EXPENSIVE MESSY TIME CONSUMING
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BUT IS THERE A SIMPLE SOLUTION?WE DON’T HAVE ALL THE ANSWERS
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BUT, WE TALKED TO HEADS OF TALENT IN OUR NETWORK AND THIS IS WHAT WE LEARNED
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WHEN IT COMES TO TALENT, HAVING A LITTLE PROCESS GOES A LONG WAY
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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
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
BEFORE HIRING YOU WANT TWO THINGS IN PLACE:
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1 EMPLOYER BRAND
CODIFIED CULTURE
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IT’S THE IDENTITY YOU CREATE TO ATTRACT PROSPECTIVE TALENT
WHAT IS EMPLOYER BRAND?
IDEAS TO BUILD YOUR EMPLOYER BRAND
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BENEFITS ON YOUR SITE
HOST MEETUPS
MONITOR PUBLIC PRESENCE
WRITE CONTENT
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ADD BENEFITS & TEAM PICS TO YOUR WEBSITE
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HOST RELEVANT MEETUPS
IDENTIFY THE INTERESTS OF EMPLOYEES YOU WANT…
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MONITOR YOUR PUBLIC PRESENCE
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RESPOND TO REVIEWS, ESPECIALLY NEGATIVE ONES AND ENCOURAGE EMPLOYEES TO ADD REVIEWS
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WRITE CONTENT
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CONTENT SHOWS PROSPECTIVE EMPLOYEES WHO YOU ARE AND WHAT YOU THINK
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CONTRIBUTE PUBLICLY
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CONTRIBUTE TO ONLINE COMMUNITIES AND FORUMS, SHOW YOUR SKILLS
CAPTURING YOUR CULTURE ON PAPER MAKES IT EASIER TO HIRE AGAINST
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CODIFIED CULTURE
POST-IT EXERCISE TO CODIFY CULTURE
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POST-IT CULTURE EXERCISE
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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
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EXAMPLE OF INDICATORS
SEE ABOVE FOR AN EXAMPLE OF POSITIVE & NEGATIVE INDICATORS FOR TWO OF RRE’S VALUES
REMEMBER, CULTURE IS NOT JUST WHAT YOU PUT ON YOUR OFFICE WALLS
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BUT MORE IMPORTANTLY, CULTURE IS THE WAY THE TEAM THINKS, ACTS, & BEHAVES
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REVISIT YOUR CULTURE AS YOU GROW
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RECAP OF WHAT YOU NEED BEFORE YOU HIRE
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EMPLOYER BRAND CODIFIED CULTURE
NOW YOU’RE READY TO GET STARTED ON HIRING
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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
CLEARLY DEFINING THE ROLE AND WHO YOU NEED
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THE NEED
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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
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BREAKDOWN COMPETENCIES
WRITE DOWN ATTRIBUTES OF EACH COMPETENCY THAT DEMONSTRATE IT AND CAN BE TESTED AGAINST
IN INTERVIEWS AND REFERENCE CHECKS
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WRITE DOWN OTHER SPECIFICS
LIST OUT OTHER DETAILS SUCH AS:
COMPENSATION DIRECT MANAGER LOCATION HARD SKILLS FIRST 90 DAY GOALS
NOW USE THIS INFORMATION TO WRITE THE JOB DESCRIPTION
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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
HOW TO FIND AND ATTRACT A POOL OF GREAT CANDIDATES
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SOURCING
FIRST TYPE OF OUTBOUND: YOUR LITTLE BLACK BOOK OF TALENT
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IT’S AN ACTIVE LIST OF THE MOST TALENTED PEOPLE YOU KNOW & KEEP IN TOUCH WITH
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WHAT IF I DON’T HAVEA LITTLE BLACK BOOK?
5 STEPS TO START
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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
SECOND TYPE OF OUTBOUND: ONLINE SOURCING
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LINKEDIN RECRUITER ALLOWS FOR ADVANCED SEARCHING & BETTER OUTREACH $125/
MONTH
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ANGELLIST IS A GLOBAL SOURCE TO FIND CANIDATES LOOKING TO WORK FOR STARTUPS
FREE
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A-LIST IS ANGELIST'S NEW TOOL WITH PREVETTED CANIDATES, FREE TO BROWSE
$10K TO HIRE
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GITHUB, LOOK AT PROFILES AND SEE PROJECTS THEY CONTRIBUTE TO
FREE
THIRD TYPE OF OUTBOUND: RECRUITERS
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WHEN TO BRING ONE IN
IN HOUSE RECRUITER
STARTUPS TYPICALLY HIRE AN IN-HOUSE RECRUITER AT 30 PEOPLE
WHAT TO LOOK FOR IN YOUR FIRST RECRUITER
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CARES ABOUT PEOPLE
PROCESS-DRIVEN
VALUES CANDIDATE EXPERIENCE
USES TALENT METRICS
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RECRUITING FIRMS: GREAT IF YOU ARE TRYING TO
FILL MANY ROLES QUICKLY OR ARE STRUGGLING ON A SPECIFIC KEY HIRE
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~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
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~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
IF YOU USE A FIRM, GET RECOMMENDATIONS FROM INVESTORS AND FOUNDERS
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INBOUND SOURCING: APPLICANTS WHO COME TO YOU DIRECTLY OR ARE REFERRED TO YOU
FROM YOUR WEBSITE TO SOCIAL MEDIA, THERE ARE MANY SOURCES OF INBOUND
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ONE INEXPENSIVE & HIGH QUALITY INBOUND CHANNEL IS EMPLOYEE REFERRALS
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BUILD REFERRALS INTO YOUR CULTURE SO HIRING GREAT PEOPLE IS EVERYONE’S RESPONSIBILITY
TYPICAL AMOUNT IS $2- $5K AFTER THE EMPLOYEE HAS BEEN THERE 90 DAYS
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ONE CAUTION WITH REFERRALS, WATCH OUT FOR DIVERSITY SO YOU DON’T HIRE MORE OF YOURSELF
CS
CS
DIVERSITY DRIVES PERFORMANCE, RESEARCH HAS SHOWN THAT DIVERSE GROUPS OUTPERFORM THOSE WITH LESS DIVERSITY
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DIVERSITY GOES BEYOND RACE AND GENDER, IT’S ALSO ABOUT THOUGHT AND BACKGROUND
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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
EVALUATING CANDIDATES TO FIND THE RIGHT FIT
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INTERVIEWING
HIRING MANAGER
HEAD OF TALENT
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FOR INTERVIEWS, EVERYONE SHOULD HAVE A ROLE
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THE INTERVIEW PROCESS
DEFINE THE INTERVIEW STEPS AND OBJECTIVES FOR EACH INTERVIEWER
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CONSIDER GIVING CANDIDATES A SMALL SKILLS TEST, ESPECIALLY FOR TECHNICAL ROLES
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FOR CULTURAL FIT INTERVIEWS, THE BEER TEST ALONE IS NOT GOOD ENOUGH TO ASSESS
REMEMBER INTERVIEWS ARE A TWO WAY STREET
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THIS IS NOT A SECRET, TELL CANDIDATES YOUR PROCESS
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TELL THE CANDIDATE WHAT TO EXPECT:
WHAT ARE THE NEXT STEPS?
WHO WILL THEY MEET WITH?
WHAT IS THE TIME FRAME?
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STANDARDIZE RESPONSE TIMES TO CANDIDATES 7 DAYS FOR ONLINE APPLICATION 2 DAYS FROM ONSITE INTERVIEW
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WITHOUT PREP, CANDIDATES OFTEN GET THE SAME QUESTIONS ALL DAY
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PEEL THE ONION: DIG INTO THE CANDIDATE’S
RESPONSES & PUSH FOR SPECIFICS
A FEW THINGS YOU ARE NOT ALLOWED TO ASK ABOUT IN THE US:
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AGE MARITAL STATUS CHILDREN SEXUAL ORIENTATION DISABILITIES
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HAVE INTERVIEWERS SCORE CANDIDATES ON A 1 - 4 SCALE, THEN DEBRIEF WITH TEAM
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HELPS KEEP TRACK OF CANDIDATES FROM APPLICATION TO HIRE
APPLICANT TRACKING SYSTEM:
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APPLICANT TRACKING IN EXCEL
KEEP TRACK OF CANDIDATES THROUGH THE INTERVIEW PROCESS WITH SCORES & COMMENTS
REFERENCE CHECKS
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TAKE THE TIME TO DO THEM
DELVE DEEPER THAN SURFACE READ BETWEEN THE LINES
FIND YOUR OWN REFERENCES
DON’T BE LAZY ON THIS ONE, REFERENCE CHECKS TELL YOU A LOT & FINDING YOUR OWN REFERENCES CAN MAKE A BIG DIFFERENCE
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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
GETTING THE CANDIDATE YOU WANT OVER THE FINISH LINE
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CLOSING
THINK ABOUT WHAT’S REALLY MOTIVATING THIS CANDIDATE TO JOIN
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TIPS TO SELL AND CLOSE THE CANDIDATE
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SOCIALIZE WITH THE CANDIDATE
UNDERSTAND FAMILY CONCERNS ADDRESS ANY CONCERNS
HELP WITH RELOCATION
5 HAVE TEAM/BOARD REACH OUT
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YOUR INVESTORS & NETWORK CAN BE A FANTASTIC RESOURCE FOR COMPENSATION DATA
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COMPENSATION BENCHMARKS
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Average Base Salary For Engineers By Company Stage & Level of Experience
Ave
rage
Bas
e Sa
lary
$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 Expereince4 Years Expereince 5 Years Expereince Director Level
FOR EXAMPLE, HERE IS DATA RRE RECENTLY PULLED FROM ADVANCED HR FOR A PORTFOLIO COMPANY
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COMPENSATION BENCHMARKS
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ANGELIST CAN ALSO BE A GREAT RESOURCE FOR EQUITY & SALARY DATA
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MAKE SURE TO COVER THESE IN YOUR EMPLOYMENT AGREEMENT:
CONFIDENTIALITY IP PROTECTION NON-COMPETE
CONGRATULATIONS, YOU ARE SET TO HIRE GREAT CANDIDATES
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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
KEEP AND GROW THE BEST TALENT IN YOUR STARTUP
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RETAIN & DEVELOP
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1. ONBOARDING 2. DEVELOPMENT 3. HIGH PERFORMERS4. UNDERPERFORMERS5. TALENT PLANNING
CONSIDERATIONS POST- HIRE
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ONBOARDING
ONBOARDING SHOULD MAKE YOUR NEW EMPLOYEES FEEL
WELCOME
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INVESTING TIME INTO PEOPLE IN THE FIRST 90 DAYS IS CRITICAL
HAVE MANAGERS SCHEDULE 30-60-90
DAY CHECK-INS
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SO NOW THAT YOU HAVE THEM ON BOARD, HOW DO YOU KEEP AND DEVELOP THEM?
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DEVELOPMENT
GROWING YOUR EXISTING TALENT
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HELP YOUR EMPLOYEES IDENTIFY SKILLS THEY NEED & WANT TO DEVELOP
SOME IDEAS
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REIMBURSE EXTERNAL TRAININGS
PROVIDE CAREER COACHING
CREATE MANAGEMENT WORKSHOPS
OFFER INTERNAL SKILLS TRAINING
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AN IDEA FROM ONE OF OUR PORTFOLIO COMPANIES
OFFER A WEEK OF DEVELOPMENT TIME THAT EACH EMPLOYEE SPENDS AS AGREED WITH MANAGER
A CULTURE OF FEEDBACK IS ALSO CRITICAL, IT IMPROVES & EVOLVES YOUR ENTIRE TEAM
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GIVE FEEDBACK IN REAL TIME, DON’T JUST WAIT FOR PERFORMANCE REVIEWS
GREAT, TELL THEM TELL OTHER PEOPLE
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NOT SO GREAT, TELL THEMIN PRIVATE
IF THEY DO SOMETHING…
GET FEEDBACKON YOURSELF AS WELL, ESPECIALLY ASK WHAT YOU CAN DO BETTER
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GIVING FEEDBACK ALSO SETS THE RIGHT EXPECTATIONS FOR PROMOTIONS AND MINIMIZES DISTRACTIONS
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HIGH PERFORMERS
HOW DO YOU KEEP YOUR HIGH
PERFORMERS?
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EXPOSE THEM TO NEW CHALLENGES AND LET THEM KNOW THEY HAVE ROOM TO GROW WITHIN YOUR COMPANY
TO KEEP HIGH PERFORMERS BE SURE TO ADDRESS LOW PERFORMERS
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UNDERPERFORMANCE
HOW TO ADDRESS PROBLEMS WITH PERFORMANCE
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AS A STARTUP YOU CAN’T
AFFORD TO KEEP LOW
PERFORMERS
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IF SOMEONE IS CONSISTENTLY UNDERPERFORMING, TELL THEM FORMALLY USING A PIP...
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PERFORMANCE IMPROVEMENT PLAN (PIP): SPECIFIES OCCURRENCES OF LOW PERFORMANCE WITH ACTION PLAN AND TIMELINE
KEY ADVANTAGES TO PIPS
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DOCUMENTS IN REAL TIME
RECORD IN CASE OF LEGAL ACTIVITY
DEMONSTRATES A FAIR PROCESS
SHOWS SEVERITY OF THE ISSUE
AFTER A PIP THE EMPLOYEE WILL
EITHER IMPROVE OR GET
TERMINATED
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WITH ANY TERMINATION, RIF OR LAYOFF, BE AS TRANSPARENT AND QUICK AS POSSIBLE
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TALENT PLANNING
PLANNING FOR CHANGE AND
GROWTH
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TALENT PLANNING: PLANNING FUTURE GROWTH & REPLACEMENTS FOR KEY ROLES AS THE COMPANY SCALES
LOOKING AHEAD IS CRITICAL AS YOU GROW AND SCALE TO HAVE THE TEAM YOU NEED AT EACH STAGE
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YOU NEED ACTION & BACKUP PLANS FOR SPECIFIC CRITICAL ROLES
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TALENT PLANNING
FOR KEY ROLES, IDENTIFY TALENT THAT COULD STEP IN NOW OR LATER, CREATE DEVELOPMENT PLANS
WHERE THERE ARE GAPS
NOW YOU ARE SET TO HIRE & RETAIN GREAT TALENTOFF TO THE RACES
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WE HOPE YOU LEARNED SOMETHING ABOUT HOW TO GET & RETAIN GREAT TALENT
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IF YOU FOUND THIS USEFUL, PLEASE CLICK LIKE & SHARE
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DOWNLOAD ALL THE TEMPLATES USED IN THIS DECK
@RRE
RRE VENTURES
MEDIUM.COM/@RRE
CLICK TO DOWNLOAD THE TEMPLATES
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
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GREAT BOOKS ON TALENT
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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
