The longer founders or CEOs wait to fire people that don’t work out in and for the company, the more compounded success is lost. This is counter to the prevailing wisdom about working with someone to help them do their job well: developing a training program, a system of accountability, perhaps professional development. But in the world of startups, it’s important to make a quick decision, and fire fast.
Pride in the company is an engine of engagement. As Voltaire put it, “We are rarely proud when we are alone.” When we feel connected to something bigger than ourselves, we bring more of ourselves to work. We feel a sense of ownership at the office. It’s not just the place we work—it’s a part of who we are.
Written by Lori Goler, Janelle Gale, Brynn Harrington, Adam Grant, published on Fast Company
A lack of conflict isn’t necessarily a sign of a like-minded, fully-aligned group with a project that is humming along smoothly. On the contrary, it usually means that essential conflict isn’t happening, resulting in disengaged team members and the rare, honest conversations happening in the shadows.
Written by Carolyn Kopprasch, published on OpenBuffer
Adam Grant has spent years studying relationships at work, and specifically how Givers, Takers, and Matchers fare in the workplace. In this talk he breaks down the three basic kinds of people types and offers simple strategies to promote a culture of generosity and keep self-serving employees from taking more than their share.
Watch 19 Min Video, published by ZeitgeistMinds
Research suggests using recognition and praise can be a powerful motivator for employees. The benefits of that for organizations are manifold and real. Employees who receive recognition on a regular basis increase their individual productivity, receive higher loyalty and satisfaction scores from customers, and are more likely to stay with their organization.
Written by Marcel Schwantes for Inc.
Employee retention starts with first being able to clearly articulate what the organizational culture is. What are the aligned values, beliefs, behaviors and experiences that make up the organization’s environment?
Written by Brent Gleeson for Forbes
John Doerr, chair of the venture capital firm KPCB, has been a board member of Google (now Alphabet) and mentor to Google’s founders since the company’s beginning. Doerr sat down with Prasad Setty, Google’s VP of People Analytics & Compensation, to discuss the importance of People Operations and why companies should try to get clear on what the company’s culture is, because, Doerr says, “culture will allow your team, your people, yourself to make the right decisions more often and faster.”
Watch 5 Minute Video
Hiring someone new is a critical decision for a team or organization, and every step of the hiring process contributes to the final outcome. Use these resources from Google to help you approach hiring in a fair and structured way.
Articles on re:Work blog
Traditionally, employee retention — the ability to keep staff — has been considered one of the hallmarks of company health. But focusing blindly on retention actually misses the bigger picture. The metric we should be tracking is something Ryan Holmes, CEO of Hootsuite, calls people movement: the oxygen pulsing through a business.
Article by Ryan Holmes, CEO of Hootsuite
Like many startups, HubSpot in the early days turned its nose up at human resources. Compared to business priorities like product-market fit, it just wasn’t that important. HR is often viewed as the very bureaucracy that growing companies are trying so hard to resist. In time, the team at HubSpot changed their minds. Over the years, HubSpot has steadily increased its investment in people and culture. And as Katie Burke, Chief People Officer at HubSpot, watched other companies do the same, she has started to observe some common milestones on the path to making people a priority.