nailing your people ops from the start (pdx startup week workshop, feb. 2017)

Nailing Your People Ops From the StartJean Roque

Kristen Gallagher

Hello!

I’m Jean@trupphr

and…

I’m Kristen.@kristenmaeve // @edify edu

AGENDA FOR TONIGHT

● Get an overview of early stage human resource structures and functionality.

● Learn the building blocks of creating an engaging culture from the start.

● Take away tools to build your first onboarding strategy.

How People Ops Builds CultureHint: ping pong tables won’t cut it.

“

(culture isn’t) tangible objects, artifacts, plans, or perks alone — like a ping pong table or calendar of events — but the intangible and unseen ways in which people use, participate in, and talk about that ping pong table or events on the calendar.

- Dara Blumenthal

Ever heard of throwing someone in the deep end?

Culture is defined.

Are you the one who’s defining it?

STRUCTURE ISN’T CONCRETE

Let’s chat about this:

Putting in place people operations systems won’t slow you down - it’ll actually allow you to charge ahead faster.

What You Need, When You Need ItJust like it sounds.

1-5 Employees

WHAT YOU NEED NOW

HR Advisor or Admin

Employee Handbook

New Hire Process

Payroll System

Job Descriptions

Compliance Posters

5-10 Employees

WHAT YOU NEED NOW

HR Advisor or Admin

Mission/Vision/Values/Culture

Compensation Plan

Employee Benefits

Performance Management

Paid Time Off Program

Recruiting

11-20 Employees

WHAT YOU NEED NOW

Outsourced HR

-or-

HR Advisor with Internal Resource

Employee Engagement

Leadership Development

Employee Relations

21-50 Employees

WHAT YOU NEED NOW

Outsourced HR

-or-

Full-Time HR

Organizational Plan

Change Management

Employee Development

Onboarding 101No stress: just easy onboarding!

Ever heard of throwing someone in the deep end?

“It’s like drinking from a firehose”

OTHER NAMES FOR THE DEEP END

“This is a greenfield project”

“It’s all about comfort with ambiguity”

“

Diving into the deep end is shorthand for “this company has royally failed to set their new hires up for success.”

WHY DOES THE DEEP END EXIST?

Other Priorities

Fast Growth

Lack of Knowledge*

“

dealing with a lack of knowledge

*explicit

DEEP ENDS EXIST BECAUSE WE DON’T KNOW HOW TO AVOID THEM.It’s hard to make the time to develop an onboarding program.

It’s also hard to prioritize it when there are (ahem) “products” to build.

It’s also true that you’re busy doing your job, and it’s difficult to turn tacit knowledge into explicit knowledge.

What do you do when it’s not your job to onboard someone, but yet, you still have to?

TACIT → EXPLICIT

What You Do That You Don’t

Think About

What You Do That Makes You

Good at Your Job

What You Do That People Keep Asking

About

“then, write those things down and put them somewhere easy to find.

“

Build tangible outcomes:1. Manager Checklist2. Day 1 Agenda3. 30 Day Onboarding Plan4. HR + IT + Facilities Integration

THE HOW IS KEY, TOO

Genuine Interest

Actually care.

Use Their Name

They’re a person. Not a fungible resource.

Anticipate Needs

What might a newbie need to feel comfortable?

Actually Listen

Can you *really* hear them?

They’re Important

Make them feel valued (and not stupid).

Show Culture

Don’t leave it up to chance.

Questions?

People Ops doesn’t have to be painful!

Thank You!

Talk to us:

jean.roque@trupphr.com

kristen@edifyedu.com