The Founder Institute (http://fi.co) is the world's largest idea-stage incubator, with over 500 companies launched since 2009.
These slides on startup HR are from the Denver Founder Institute program, in a talk by Jim Franklin (CEO of SendGrid). To see the video of Jim reviewing these slides, visit http://fi.co/posts/318.
In this talk, Jim describes the ideal roles that need to be filled in a startup, how to divide founder equity and options across your company, and how hiring and firing based on values is key.
To learn more about the Founder Institute, and to apply to the more than 26 worldwide locations, visit http://fi.co/join/slideshare.
3. What is a Founder?
‡ Business Designer
‡ High Risk
‡ Not an employee
‡ Before funding, POC, etc.
‡ Quasi-founder
‡ Unpaid
See mark.weakley@hro.com for Venture Labor 101
10. Examples
‡ RFR
‡ Webfamilies.com
‡ Doubles Tournament
Use your ability to recruit co-founders as a
vetting tool for your business concept.
Most funding obstacles are really team-building
obstacles: why can¶t you recruit the team to
make this fundable?
11. Team Stages of Development
1. Forming
2. Storming
3. Norming
4. Performing
If you keep fiddling with the team, you keep re-setting
yourself to the Forming/Storming phase.
12. Red Hill or Blue Hill?
‡ Do you recruit Been-There-Done-That͛s or Rising
Stars?
‡ Do you recruit for SME or for something else?
³First Who, then What´ Jim Collins
13. Dividing up Founders͛ Equity
‡ Not 50/50
‡ Relative Cash Contribution
‡ Example: $10k start up costs
± Founder 1: $4k
± Founder 2: 3.5k
± Founder 3: 2.5k
‡ Keep cap table clean
14. What͛s up with options?
‡ 4 year vest; common, 1 year cliff.
‡ Hired-in CEO 5-8%
‡ .8-1.2% for CEO directs (VP)
‡ .25% for first-line management (Director/Manager)
‡ .1% for individual contributors
‡ .25% outside Board members
‡ Sum 15-20%
Should founders get options? True-ups?
Repricings?
15. Hiring
‡ Makes all the Difference
‡ Business is about People
‡ Slowly
‡ Cost Driver
‡ Not a variable expense, but͙
± Base Supplement
± Mgmt v. IC
± Accruals
± Across the board v. RIF
± Use Unemployment benefits???
16. Hiring process
‡ First, know thy self
‡ Second, articulate it
‡ Third, develop hiring techniques for it
‡ Fourth, sustain it
‡ Fifth, test it
‡ Sixth, fire on values
Do you hire for values or skill?
17. Know thy self
‡ Where have you had conflict with others?
This reveals values conflict. Use it to define your
values.
What do you always do?
Does values harmony mean that everyone agrees? Or
has the same point of view? No. Just the opposite.
Develop a foundation of Trust and the sparks will fly.
18. Articulate Values
4H: Honest, Humble, Hungry, Happy
‡ Honest: What you see is what you get
‡ Humble: learn from others
‡ Hungry: ambition
‡ Happy: this too shall pass
Consistency is Key
No Slogans, don¶t
write them down
19. Hire for Values
‡ CEO͛s job
‡ Panels: different angles and times
± Subordinates, peers, managers
‡ Blink: ͞I can tell if they are a Decisioneer when they walk
in the door͟
‡ Behavioral: What is the candidate doing in the interview?
‡ You͛ll know the first day on the job, so͙
‡ Ask the Director of First Impressions
21. The offer letter
‡ What͛s in it
± Name, title, direct manager, location, base pay, eligibility for
benefits or variable pay, summary duties Plus Other Duties as
Assigned.
± Non-competes
± Non-solicitation
± IP transfer
± Recommendation for equity/options
‡ What͛s not
± Promises of employment
± Compensation agreements
± Promise of options or other equity
22. Other hiring thoughts
‡ Been there-done that͛s v. Rising Stars
‡ Rested Racehorses
‡ Don͛t Change the Stripes on a Zebra
‡ Contract of ͞Employability͟
‡ Title Inflation
23. Exceptions?
‡ Should you ever make a hire knowing that there is
not a values fit?
± What about a customer, partner or shareholder?
24. Role of recruiters
‡ Expensive but
± Get a short list of good to great candidates quickly
± Negotiate the fee & terms
± Get access to those who aren͛t looking
± Have a greater chance that the candidate will stick
‡ Finance: Coloradosearch.com
amy@coloradosearch.com
‡ Sales/Tech: Lori Joy Lori@32-Solutions.com
25. Between Hiring & Firing
Reinforce Values
All Hands
Reviews
Tribal Stories
26. Sustain Values
³The Five Temptations of a CEO´ Patrick Lencioni
‡ Quarterly Review Process
± Four questions
‡ What did you do?
‡ What will you do?
‡ How can I help you?
± Work?
± Health?
± Family?
± Passion?
‡ How are you, I and we doing against our values?
‡ Weekly All Hands Meetings
27. Tested
‡ You will be tested.
‡ Is it Honest to send out pro forma invoices?
‡ Is it Honest to underreport royalty revenue?
‡ Is it Honest to keep a customer͛s double payment?
‡ Is it Honest to book a deal with a customer who
already owns the product?
28. Fire on values
‡ The paradox, flaw of the ͚essential personnel͛
‡ The prima donna who does 80% of your business,
but is a jerk.
‡ Finger in water
‡ Others rise to the occasion
‡ If you͛ve done it right, the remaining employees will
get it.
29. Severance
‡ In exchange for a waiver
‡ 2 weeks, plus a week a year IC
‡ 4 weeks, plus 2 weeks a year Mgmt
‡ Cash for x; Benefits for 2x
30. Fire process
‡ Document, Document, Document
‡ Have the hard conversations
‡ Never on a Friday.
‡ First thing in the morning.
‡ Monday after Thanksgiving
‡ RIF
‡ Soft Landings
‡ Never sue