SlideShare a Scribd company logo
1 of 29
Download to read offline
THE HUMAN
COMPANY
PLAYBOOKv1.0
l u m i n a r y l a b s | l u m i n a r y - l a b s . c o m | @ l u m i n a r y l a b s
Foreword
In April 2015, Luminary Labs convened a
broad cross-section of founders, thinkers,
and doers for a lively discussion on how
employee-favorable policies are shaping
21st century business models.
Recently, major corporations have radically
rethought how they do business by estab-
lishing livable wages, developing creative
equity plans, offering paid parental leave
policies, and even pulling out of an entire
state in protest of discrimination. In addition
to sending a strong signal that people come
first, these organizations are also making
an economic argument to investors that
employee-­friendly policies pay dividends in
reduced turnover and improved business
outcome. But what about small companies,
and what about startups?
Over the course of the evening, we discussed
the forces behind this sea change, generated
examples of new and creative business imper-
atives, and together, started writing a guide
for the more human company. Follow­ing the
event, we curated examples from a diverse
set of growth companies to form this play-
book. While no single policy or company
is perfect, it is our hope that this compila-
tion will provide practical examples for the
startup community.
We see this playbook as a living document,
and look forward to hearing how your com­
pany is meeting this 21st century mandate.
Sara Holoubek
CEO & Founder
Luminary Labs
Table of Contents
Compensation	 4
Plated: Equity for All..............................5
Offerpop: Have a Stake in Success..........6
Pinterest: Have Options for Your Options....7
Ampush: Savings that Grow....................8
Health and Wellbeing	 9
General Assembly: We Have You Covered...10
Squarespace: Keep It Simple................. 11
The Muse: Taking the Pulse................... 12
Luminary Labs: Sick Means Sick............. 13
Etsy: Be Happy................................... 14
Allowing for Life	 15
Upworthy: The Value of Downtime......... 16
Traackr: Stay Flexible........................... 17
Chartbeat: It Takes a Village................. 18
Change.org: Leave When You Need It.... 19
Career Trajectory	 20
DigitalOcean: Funding Learning............. 21
360i: Doubling Down on Reviews..........22
Next Jump: Choose your Leaders........... 23
Birchbox: Happy Tribatical....................24
SocialCode: Learn the Code.................25
Managed by Q: Everyone Cleans......... 26
Bibliography	 27
Thank you	 29
4 of 29
For the companies in this section, compensation
is more than a paycheck. Plated and Offerpop
have made it possible for every employee to
have a stake in their success through access
to equity. Pinterest has shown that progressive
equity plans make it easier for team members
to share in the rewards of growth. Ampush
has found that supporting financial goals through
401k savings plans is both feasible and valued
by employees.
Compensation
5 of 29
“Every employee is an integral part of the
Plated Team… we believe our non-exempt,
hourly fulfillment center team members are
our most important resource, as they are
the closest to our customer…they are the
backbone of our company.”
platedEquity for All
THE COMPANY
400 employees, founded in 2012
THE POLICY
Plated offers full-time, non-exempt, hourly
employees in their fulfillment centers the
opportunity to participate in an Equity Stock
Options program, at no cost to them, subject
to a minimum eligibility period.
HOW THEY DO IT
Plated administers this plan themselves, rather
than using outsourcing services. They believe
it’s important to provide a tailored approach
to educating all employees on how the Equity
Stock Option Plan is structured and managed,
and its potential value.
6 of 29
“‘When Offerpop succeeds, we all succeed’
isn’t a just a catchy saying. Each of us has
a real stake in the company.”
OfferpopHave a Stake in Success
THE COMPANY
135 employees, founded in 2005
THE POLICY
Offerpop provides options to every employee
as part of their initial offer. Options vest over
4 years, with 1-year cliff vesting and then
monthly vesting afterwards. The 4-year schedule
rewards employees who stick with the com-
pany for the long haul, in addition to grants
based on tenure or performance.
HOW THEY DO IT
Offerpop uses Anvil to automate their stock
option administration process. They offer
sessions for new hires explaining what an
option is, with a focus on making employees
comfortable asking options-related questions.
7 of 29
“We’ve just made it much easier for
team members to leave in one of the
most competitive recruiting environments
of all time. But that’s a trade-off we got
comfortable with.”
PinterestHave Options for Your Options
THE COMPANY
700 employees, founded in 2010
THE POLICY
People who have worked at Pinterest for at
least 2 years and decide to leave for any
reason are given 7 years to exercise their
options instead of the usual 90 days.
HOW THEY DO IT
Pinterest started by gaining alignment on their
philosophy around retention and equity. They
offer some questions other companies should
ask themselves: Do you believe that equity
is part of annual compensation and that your
team should have access to it early? Or do
you believe that it’s intended to be a reward
only if and when the company goes public
or gets acquired? This philosophy will drive
the decision.
8 of 29
“Ampush cares about the wellbeing of our
employees, and we want to provide helpful
tools for them to reach their long-term goals.
Providing a 401k plan is a huge benefit in
itself, and adding a matching component is
icing on the cake.”
AmpushSavings that Grow
THE COMPANY
150 employees, founded in 2009
THE POLICY
Ampush offers both traditional and Roth 401k
options for full-time employees, and Ampush
matches $0.50 per $1.00 up to 4% of the
employee’s base annual salary with an auto-­
increase of the deferral percentage by 1%
each year (100% vested).
HOW THEY DO IT
Their plan began in 2014 with balance of
$0, and they grew it by implementing auto-­
enrollment and providing an employer match
structured so that employees would be incen-
tivised to contribute more. They’ve also part-
nered with advisors to offer informational
sessions and webinars, and distributed help-
ful resources from their 401k partners.
9 of 29
Health & Wellbeing
The companies in this section believe that healthy
companies need healthy employees — meaning
they shouldn’t have to worry about paying
for a doctor’s visit or losing pay when they’re
ill. General Assembly, Squarespace, and
The Muse prioritize insurance coverage. At
Luminary Labs sick means sick, and Etsy uses
employee happiness as a measurement for
overall health.
10 of 29
“Ping pong tables and beer kegs can be fun,
but we’ve found candidates and employees
most appreciate practical considerations like
affordable monthly health benefits costs,
eliminating their monthly phone bill, and the
ability to take our classes for free.”
General
AssemblyWe Have You Covered
THE COMPANY
400 employees, founded in 2011
THE POLICY
General Assembly covers 90% of health
insurance premium costs for every one of
its U.S. employees.
HOW THEY DO IT
GA was an early adopter of Sherpaa, the
healthcare concierge service that provides
employees with a dashboard to access physi-
cians, insurance information, and more. This
has helped the company provide better rates
(and reduced employee contributions), and
also means GA employees have in-a-moment
access to medical advice and resources.
11 of 29
“One of the company’s core values is to
simplify, and this extends to our health
insurance policy. By ensuring all employees
remain healthy and happy, we’re enabling
them to be productive in the workplace.”
SquarespaceKeep It Simple
THE COMPANY
508 employees, founded in 2004
THE POLICY
Squarespace covers 100% of the premium
for employees and their dependents, begin-
ning the first of the month following their hire
date. They cover both in- and out-of-network
expenses, and provide global medical insur-
ance to all employees for personal travel.
HOW THEY DO IT
Squarespace recommends finding a health
insurance program that is easy to setup and
maintain. They strive to offer a fantastic policy
to all employees, while keeping the sign-up
process as streamlined as possible. They
prioritize administrative efficiencies to ensure
the program is sustainable and can scale with
the company’s growth.
12 of 29
“It’s important for us as a company that our
team is healthy and has good coverage;
we certainly don’t want them opting out of
insurance because it’s expensive.”
The MuseTaking the Pulse
THE COMPANY
51 employees, founded in 2011
THE POLICY
The Muse covers 100% of medical insurance
and 80% of dental insurance for its employees.
HOW THEY DO IT
The Muse decided to focus on health insurance
after surveying its employees to understand
which benefits, social activities, and ideas
they care about most. It’s important to manage­
ment that the team has a voice in decisions
that impact them, and every time they’re
asked, they give great feedback that allows
The Muse to keep improving.
13 of 29
“We’re constantly surprised by how many
new employees come from environments
where sick means ‘power through it.’ We
encourage them to take the time they need
to recuperate, so we can all stay healthy.”
Luminary Labssick means sick
THE COMPANY
14 employees, founded in 2009
THE POLICY
Luminary Labs provides employees with 8
paid sick days a year, and strictly enforces
a “stay home, get better” rule when team
members feel under the weather. At the first
sign of illness, sniffling employees are often
sent home to rest and recuperate.
HOW THEY DO IT
Luminary Labs puts recuperation first, and
knows that it’s important for employees to
recover quickly so they can bring their A-game
to work and life. Keeping these values at
the forefront, other team members work
nimbly to pick up the slack and prioritize
pending deliverables.
14 of 29
“What’s missing from so many employee
surveys is the personal element. Instead of
retrofitting a standard measurement system,
we began by figuring out what we value
most as a company and worked backwards
towards how we measure those values.”
EtsyBe Happy
THE COMPANY
757 employees, founded in 2005
THE POLICY
Inspired by the country of Bhutan, Etsy pub-
lishes an annual Happiness Report based
on an employee survey which over 90% of
employees typically respond to. Etsy then
anonymizes responses and makes them avai­
lable to the entire company, in addition to
releasing a summary report to the public.
HOW THEY DO IT
Etsy partnered with University of Pennsylvania’s
Positive Psychology Center to use the PERMA
framework, a model to study happiness with
core elements of psychological well-being. The
survey evaluates employee sentiment about
life outside of work, their colleagues, and Etsy
as a company.
15 of 29
The following employers support fulfilling careers
by empowering the non-work activities that
enrich their employees’ lives. Importance is
placed on working to live, not the other way
around. They believe that parents, regardless
of gender, should spend time with the recent
additions to their families. Upworthy incentivizes
vacation and Traackr maintains flexible remote
work environments, while Chartbeat and
Change.org make sure parents get the time
they need with their children.
allowing for life
16 of 29
“We strongly believe that taking time
away from work is important for our staff’s
well-being as well as their work.”
UpworthyThe Value of Downtime
THE COMPANY
80 employees, founded in 2012
THE POLICY
After 3 months of full-time employment, Upworthy
provides an employee with a yearly $1,000
vacation stipend to reimburse staff members
for vacation-related expenses. Staff members
can use the full amount at once or can submit
partial requests for expenses for different trips.
HOW THEY DO IT
Everyone at Upworthy has unlimited time off
— the company enforces a minimum, not a
maximum. And to make sure folks are actually
recharging, they offer the vacation bonus and
require that the time be used for taking a
actual “phone-off, not-checking-in” vacations.
17 of 29
“Chartbeat genuinely believes in creating an
inclusive workplace, and that means building
a company with policies that cater to every­
one from our interns to seasoned employees.”
ChartbeatIt Takes a Village
THE COMPANY
98 employees, founded in 2009
THE POLICY
Chartbeat provides primary caregivers with
12 weeks of paid maternal or paternal leave,
plus 4 weeks of transitional flex time at 100%
salary. Secondary caregivers are eligible for
6 weeks paid leave at 100% salary.
HOW THEY DO IT
Chartbeat suggests other small companies
survey teams to ask them to prioritize benefits
and perks. Employee opinions matter and
it’s up to leadership teams to craft a policy,
like maternal and paternal leave, that makes
sense for their company culture.
18 of 29
“Generous, paid parental leave eliminates
the financial hardship of unpaid leave and
ensures that all families are able to spend
important time with new children. The result
is that employees are less stressed, more
engaged, and more productive when they
come back to work.”
Change.orgLeave When You Need It
THE COMPANY
300 employees, founded in 2007
THE POLICY
Change.org provides 18 weeks of fully paid
parental leave for every new parent globally
— regardless of gender, or whether the child
is biological or adopted. Leave can be taken
non-consecutively, within one year of the
child’s arrival.
HOW THEY DO IT
Change.org conducted a robust cost-benefit
analysis. They believe building the right cul-
ture of support, and attracting and retaining
top talent, far exceeds the policy’s cost.
19 of 29
“Our vacation and remote work policies
reflect that although we work hard and
are committed to our jobs, we recognize
everyone has lives outside of work.”
TraackrStay Flexible
THE COMPANY
30 employees, founded in 2009
THE POLICY
Traackr blends an unlimited vacation policy
with a remote workforce to give employees
maximum work/life flexibility. With a team
spread over the U.S. and Canada, employ-
ees work with their managers to customize
daily work schedules and enable extended
trips abroad.
HOW THEY DO IT
As a company without a full-time HR depart-
ment, implementation was very organic and
based on employee needs. Internally they
use communications solutions like Slack and
weekly all-hands meetings that promote trans­
parency and cross-departmental collaboration,
so remote employees are just as dialed in as
those on site.
20 of 29
The companies in this section believe that an
investment in their employees’ growth leads to
better retention, leadership, and results. Digital­
Ocean promotes learning through books and
conference attendance, while 360i and Next
Jump focus on fostering leaders through man-
ager and peer reviews. Meanwhile, Birchbox
celebrates career longevity with “stay interviews,”
and SocialCode steeps new­bies in the company’s
learning culture. At Managed by Q, senior
leaders mop floors to understand what it takes
for their team of cleaners to thrive.
career trajectory
21 of 29
“Because our mission is to create an amaz­
ing experience for developers, we want
to create an amazing experience for our
employees too.”
DigitalOceanFunding Learning
THE COMPANY
170 employees, founded in 2012
THE POLICY
DigitalOcean gives each employee a Kindle
loaded with books that have influenced the
founders, and also funds attendance to at
least one conference per year related to an
employee’s career growth or personal devel-
opment. All managers attend a 6-week inter-
active learning bootcamp on managerial skills.
HOW THEY DO IT
DigitalOcean believes that as part of a rapidly
growing company, every employee deserves
the opportunity to grow and develop with them.
They have discovered that developing and
supporting team member growth drives the
innovation the company needs to build the best
and simplest cloud infrastructure experience.
22 of 29
“Our guiding principle is simple. We believe
that alignment on three things is the most
important: What do our employees want?
What does our company need? What do our
clients need?”
360iDoubling Down on Reviews
THE COMPANY
800 employees, founded in 2004
THE POLICY
Rather than annual performance reviews, 360i
has twice-a-year reviews focused on person-
alized development in order to create career
ownership. 360i also ensures cross-functional
knowledge sharing at a capa­bilities day
where teams teach one another about agency
offerings and highlight the best work in every
practice area.
why THEY DO IT
Instead of top-down management, 360i uses
a “team of teams” approach. Aligning on goals
on the individual and team levels provides the
accountability and business context for the
agency to thrive.
23 of 29
“Our mantra is ‘Better Me + Better You =
Better Us.’ We believe that in order to make
the world a better place, we each need
to focus on bettering ourselves physically,
emotionally, mentally, and spiritually.”
Next JumpChoose your Leaders
THE COMPANY
200 employees, founded in 1994
THE POLICY
At Next Jump, the leadership team is an ann­
ually peer-voted group of 21 individuals
named MV21. The team reflects and rewards
the employee growth process; 70% of the
group are “home grown” leaders who started
in entry-level positions and developed into
company leaders.
HOW THEY DO IT
Each year, the entire company votes on 21
individuals they want to see as leaders. The
staff considers who takes ownership, deter-
mining which team members are role models
in their focus on personal development and
deliberate growth, in giving back by coaching
other Next Jumpers, and in showing empathy
for clients and users.
24 of 29
“We want to remind long-term employees
how much we truly value them and their
contributions to the company and support
them in thinking about what’s next.”
BirchboxHappy Tribatical
THE COMPANY
400 employees, founded in 2010
THE POLICY
On their third anniversary, Birchbox employ-
ees receive an increase in equity, 3 consecu-
tive weeks of vacation with a travel stipend,
an invitation to dinner with the CEO, and
a “3 Years & Beyond Stay Interview” with
their manager.
HOW THEY DO IT
Birchbox uses the performance management
tool Namely to implement the Stay Interview.
They’ve developed questions by searching
through Stay Interview literature and adapting
practices to match Birchbox’s culture and val-
ues. Development Opportunity is one of their
top-rated engagement factors, and Birchbox
actively cultivates a continued culture of learn-
ing and growth through its various programs.
25 of 29
“This program gives employees the landscape
to understand the impact they can and
will have at the larger company and team
level. Its larger reason for being is that
we are a learning culture and this program
is all about offering an open book to
understanding SocialCode.”
SocialCodeLearn the Code
THE COMPANY
196 employees, founded in 2010
THE POLICY
Every 8 weeks, SocialCode requires all new
employees to attend a 3-day training that
delves into the ins and outs of the company
and industry. Each cohort graduates from the
program with an understanding of how they
fit into the big picture. The session culminates
in a “forget the code” happy hour with the
local office so new employ­ees get to know
their hosting office as well.
HOW THEY DO IT
The program is led by SocialCode’s training
team. Their advice: don’t aim to make your
grassroots training program perfect, get it
started and iterate. Employees are hungry and
engaged, so feed them with your mission,
vision and know-how.
26 of 29
“It is critically important that everyone in the
organization understand what goes into
making our clients happy to keep us aligned
as an organization and empathetic to the
needs of our colleagues who work in the field.”
Managed by QEveryone Cleans
THE COMPANY
400 employees, founded in 2013
THE POLICY
At Managed by Q, everybody cleans. Whether
joining as a software engineer or an office
cleaner, the first week on the job begins with
learning how to clean an office late into the
night. This policy ensures that the entire com­
pany, regardless of position, stays aligned
and acutely aware of the hard work required
of their field operators for Q to succeed.
HOW THEY DO IT
Management has embraced this policy as
central to the company culture. They also put
a big focus on promoting from within: all
of Managed by Q’s supervisors have been
promoted from entry-level roles, and it’s not
unusual for cleaners to move up the ranks.
Bibliography
Benefits Design
“How Google weighs all of its crazy-
awesome perks,” Business Insider. Jillian
D’Onfro, 04/07/15
Allowing for Life
“The Return of the nine-to-five,” The Economist,
11/10/14
“Silicon Valley: Perks for some employees,
struggles for parents,” New York Times,
Claire Cain Miller, 04/04/15
“An unusual new policy for working mothers,”
Washington Post, Jena McGregor, 03/06/15
“Work Hard, Live Well,” Medium, Dustin
Moskovitz, Dustin Moskovitz, 08/20/15
“A Toxic Work World,” New York Times,
Anne-Marie Slaughter, 09/18/15
“How our Small Startup Affords to Offer
Paid Maternity Leave,” Mary Ellen Slater,
03/18/15
“Beyond doing half the Parenting,” Anil Dash,
09/28/15
“The Great Divide in Workplace Benefits,”
New York Times, 09/23/15
“Getting Creative About Benefits for Parents
with Midweek ‘Playdates,’” David Zax,
10/02/15
27 of 29
Bibliography(cont’d)
Diversity
“Managing unconscious bias.” Facebook
Managing Bias.
“Silicon Valley leaders, new to social issues,
come together over Indiana law,” New York
Times, Nick Wingfield, 03/31/15
Career Trajectory
“Why Top Fund Managers Want Better HR,”
WSJ, Lauren Weber, 09/08/15
“Digital Taylorism,” The Economist,
09/12/15
Compensation
“Pinterest removes golden handcuffs,”
Business Insider, Jillian D’Onfro, 04/02/15
“Starbucks to revise policies for its 130,000
baristas,” New York Times, Jodi Kantor,
08/14/14
“Behind the hype over Aetna’s minimum wage
boost,” Fortune, Barbara Dyer, 01/20/15
“Corporate America strikes a liberal note on
wages,” Politico, Brian Mahoney, 04/02/15
28 of 29
thank you
partners
We’d like to thank the individuals and com-
panies who made The Human Company
Playbook, v1.0 possible, as well as our
partners NY Tech Meetup and The Muse.
photo and design
Thank you to the artists below, who provided
the images for the book under the Creative
Commons License on Flickr:
Loren Kerns, flickr.com/photos/lorenkerns
Jonathan Rieke, flickr.com/photos/jonathanrieke
highlights6, flickr.com/photos/highlights6
Design by Dorothea Lee, farthermore.com
29 of 29
Interested in contributing to v2.0?
Write us: humancompany@luminary-labs.com | #humanco

More Related Content

What's hot

Closing the Deal: How Atlassian Partners Help Grow Your User Base
Closing the Deal: How Atlassian Partners Help Grow Your User BaseClosing the Deal: How Atlassian Partners Help Grow Your User Base
Closing the Deal: How Atlassian Partners Help Grow Your User BaseAtlassian
 
OKR meetup Amsterdam may 2018
OKR meetup Amsterdam may 2018OKR meetup Amsterdam may 2018
OKR meetup Amsterdam may 2018Bart den Haak
 
The Workforce Engages
The Workforce EngagesThe Workforce Engages
The Workforce EngagesWebtrends
 
Content Methodology: A Best Practices Report (Webinar)
Content Methodology: A Best Practices Report (Webinar)Content Methodology: A Best Practices Report (Webinar)
Content Methodology: A Best Practices Report (Webinar)contently
 
Getting Started With OKRs (Objective Key Results)
Getting Started With OKRs (Objective Key Results) Getting Started With OKRs (Objective Key Results)
Getting Started With OKRs (Objective Key Results) The Moonshot Planner
 
10 Engagement Lessons Learned From 1 Million Survey Answers
10 Engagement Lessons Learned From 1 Million Survey Answers10 Engagement Lessons Learned From 1 Million Survey Answers
10 Engagement Lessons Learned From 1 Million Survey AnswersD B
 
The A to Z Guide to Culture Books and Employee Manuals
The A to Z Guide to Culture Books and Employee ManualsThe A to Z Guide to Culture Books and Employee Manuals
The A to Z Guide to Culture Books and Employee ManualsNOBL
 
OKR Alignment Structures.pdf
OKR Alignment Structures.pdfOKR Alignment Structures.pdf
OKR Alignment Structures.pdfWeekdone.com
 
OKRs: Objectives and Key Results, the basics
OKRs: Objectives and Key Results, the basicsOKRs: Objectives and Key Results, the basics
OKRs: Objectives and Key Results, the basicsnikos batsios
 
Evaluer sa maturité produit - Agile France 2015
Evaluer sa maturité produit - Agile France 2015Evaluer sa maturité produit - Agile France 2015
Evaluer sa maturité produit - Agile France 2015Thiga
 
Planning For The Future of Planning
Planning For The Future of PlanningPlanning For The Future of Planning
Planning For The Future of PlanningCharlie Quirk
 
A comprehensive guide to okr
A comprehensive guide to okrA comprehensive guide to okr
A comprehensive guide to okrRodrigo Ferreira
 
Introduction to OKR - Objectives and Key Results
Introduction to OKR - Objectives and Key ResultsIntroduction to OKR - Objectives and Key Results
Introduction to OKR - Objectives and Key ResultsWeekdone.com
 
Culture at Nanigans
Culture at NanigansCulture at Nanigans
Culture at NanigansNanigans
 
Roadmaps Relaunched Bruce McCarthy Workshop BoS Boston 2018 Tesla
Roadmaps Relaunched Bruce McCarthy Workshop BoS Boston 2018 TeslaRoadmaps Relaunched Bruce McCarthy Workshop BoS Boston 2018 Tesla
Roadmaps Relaunched Bruce McCarthy Workshop BoS Boston 2018 TeslaBusiness of Software Conference
 

What's hot (20)

Build Features, Not Apps
Build Features, Not AppsBuild Features, Not Apps
Build Features, Not Apps
 
The Hierarchy of Engagement
The Hierarchy of EngagementThe Hierarchy of Engagement
The Hierarchy of Engagement
 
Closing the Deal: How Atlassian Partners Help Grow Your User Base
Closing the Deal: How Atlassian Partners Help Grow Your User BaseClosing the Deal: How Atlassian Partners Help Grow Your User Base
Closing the Deal: How Atlassian Partners Help Grow Your User Base
 
OKR meetup Amsterdam may 2018
OKR meetup Amsterdam may 2018OKR meetup Amsterdam may 2018
OKR meetup Amsterdam may 2018
 
The Workforce Engages
The Workforce EngagesThe Workforce Engages
The Workforce Engages
 
Google culture deck
Google culture deckGoogle culture deck
Google culture deck
 
How To Win That Next Sales Presentation - @High_Spark @cliffatkinson
How To Win That Next Sales Presentation - @High_Spark @cliffatkinsonHow To Win That Next Sales Presentation - @High_Spark @cliffatkinson
How To Win That Next Sales Presentation - @High_Spark @cliffatkinson
 
Content Methodology: A Best Practices Report (Webinar)
Content Methodology: A Best Practices Report (Webinar)Content Methodology: A Best Practices Report (Webinar)
Content Methodology: A Best Practices Report (Webinar)
 
Getting Started With OKRs (Objective Key Results)
Getting Started With OKRs (Objective Key Results) Getting Started With OKRs (Objective Key Results)
Getting Started With OKRs (Objective Key Results)
 
10 Engagement Lessons Learned From 1 Million Survey Answers
10 Engagement Lessons Learned From 1 Million Survey Answers10 Engagement Lessons Learned From 1 Million Survey Answers
10 Engagement Lessons Learned From 1 Million Survey Answers
 
The A to Z Guide to Culture Books and Employee Manuals
The A to Z Guide to Culture Books and Employee ManualsThe A to Z Guide to Culture Books and Employee Manuals
The A to Z Guide to Culture Books and Employee Manuals
 
OKR Alignment Structures.pdf
OKR Alignment Structures.pdfOKR Alignment Structures.pdf
OKR Alignment Structures.pdf
 
OKRs: Objectives and Key Results, the basics
OKRs: Objectives and Key Results, the basicsOKRs: Objectives and Key Results, the basics
OKRs: Objectives and Key Results, the basics
 
Evaluer sa maturité produit - Agile France 2015
Evaluer sa maturité produit - Agile France 2015Evaluer sa maturité produit - Agile France 2015
Evaluer sa maturité produit - Agile France 2015
 
Planning For The Future of Planning
Planning For The Future of PlanningPlanning For The Future of Planning
Planning For The Future of Planning
 
How Google Works
How Google WorksHow Google Works
How Google Works
 
A comprehensive guide to okr
A comprehensive guide to okrA comprehensive guide to okr
A comprehensive guide to okr
 
Introduction to OKR - Objectives and Key Results
Introduction to OKR - Objectives and Key ResultsIntroduction to OKR - Objectives and Key Results
Introduction to OKR - Objectives and Key Results
 
Culture at Nanigans
Culture at NanigansCulture at Nanigans
Culture at Nanigans
 
Roadmaps Relaunched Bruce McCarthy Workshop BoS Boston 2018 Tesla
Roadmaps Relaunched Bruce McCarthy Workshop BoS Boston 2018 TeslaRoadmaps Relaunched Bruce McCarthy Workshop BoS Boston 2018 Tesla
Roadmaps Relaunched Bruce McCarthy Workshop BoS Boston 2018 Tesla
 

Viewers also liked

Hype vs. Reality: The AI Explainer
Hype vs. Reality: The AI ExplainerHype vs. Reality: The AI Explainer
Hype vs. Reality: The AI ExplainerLuminary Labs
 
Lab session #2: The Human Company
Lab session #2: The Human CompanyLab session #2: The Human Company
Lab session #2: The Human CompanyLuminary Labs
 
Building Healthier Communities: TEDMED 2016
Building Healthier Communities: TEDMED 2016Building Healthier Communities: TEDMED 2016
Building Healthier Communities: TEDMED 2016Luminary Labs
 
10 Key Themes from SxSW 2014
10 Key Themes from SxSW 201410 Key Themes from SxSW 2014
10 Key Themes from SxSW 2014Luminary Labs
 
Mobile Trends 2012 - MDAYS by Torsten Schollmayer, SapientNitro
Mobile Trends 2012 - MDAYS by Torsten Schollmayer, SapientNitroMobile Trends 2012 - MDAYS by Torsten Schollmayer, SapientNitro
Mobile Trends 2012 - MDAYS by Torsten Schollmayer, SapientNitroTorsten Schollmayer
 
Entrepreneurshit. The Truth About Building Starutps
Entrepreneurshit. The Truth About Building StarutpsEntrepreneurshit. The Truth About Building Starutps
Entrepreneurshit. The Truth About Building StarutpsMark Suster
 
Subscribed 2015: CEO's Keynote
Subscribed 2015: CEO's KeynoteSubscribed 2015: CEO's Keynote
Subscribed 2015: CEO's KeynoteZuora, Inc.
 
Study: The Future of VR, AR and Self-Driving Cars
Study: The Future of VR, AR and Self-Driving CarsStudy: The Future of VR, AR and Self-Driving Cars
Study: The Future of VR, AR and Self-Driving CarsLinkedIn
 
Visual Design with Data
Visual Design with DataVisual Design with Data
Visual Design with DataSeth Familian
 
UX, ethnography and possibilities: for Libraries, Museums and Archives
UX, ethnography and possibilities: for Libraries, Museums and ArchivesUX, ethnography and possibilities: for Libraries, Museums and Archives
UX, ethnography and possibilities: for Libraries, Museums and ArchivesNed Potter
 
Investment Thesis Fundamentals (April 2016)
Investment Thesis Fundamentals (April 2016)Investment Thesis Fundamentals (April 2016)
Investment Thesis Fundamentals (April 2016)Dave McClure
 
Great Talks Start with Great Proposals: An IA Summit Virtual Webinar
Great Talks Start with Great Proposals: An IA Summit Virtual WebinarGreat Talks Start with Great Proposals: An IA Summit Virtual Webinar
Great Talks Start with Great Proposals: An IA Summit Virtual WebinarRuss U
 
Designing a Culture of Design
Designing a Culture of DesignDesigning a Culture of Design
Designing a Culture of DesignChris Avore
 
20 Statistics About Millennials in the Workplace
20 Statistics About Millennials in the Workplace20 Statistics About Millennials in the Workplace
20 Statistics About Millennials in the WorkplaceOfficevibe
 
Farming Unicorns: Building Startup & Investor Ecosystems
Farming Unicorns: Building Startup & Investor EcosystemsFarming Unicorns: Building Startup & Investor Ecosystems
Farming Unicorns: Building Startup & Investor EcosystemsDave McClure
 
Just a Room Full of Stuff? Why Libraries are Great / Katie Birkwood
Just a Room Full of Stuff? Why Libraries are Great / Katie BirkwoodJust a Room Full of Stuff? Why Libraries are Great / Katie Birkwood
Just a Room Full of Stuff? Why Libraries are Great / Katie BirkwoodKatie Birkwood
 
Privacy is an Illusion and you’re all losers! - Cryptocow - Infosecurity 2013
Privacy is an Illusion and you’re all losers! - Cryptocow - Infosecurity 2013Privacy is an Illusion and you’re all losers! - Cryptocow - Infosecurity 2013
Privacy is an Illusion and you’re all losers! - Cryptocow - Infosecurity 2013Cain Ransbottyn
 
Unlocking Creativity: How to Harness the Powers of Design, Art Direction & Cr...
Unlocking Creativity: How to Harness the Powers of Design, Art Direction & Cr...Unlocking Creativity: How to Harness the Powers of Design, Art Direction & Cr...
Unlocking Creativity: How to Harness the Powers of Design, Art Direction & Cr...Digital Surgeons
 
Shall we play a game?
Shall we play a game?Shall we play a game?
Shall we play a game?Maciej Lasyk
 

Viewers also liked (20)

Hype vs. Reality: The AI Explainer
Hype vs. Reality: The AI ExplainerHype vs. Reality: The AI Explainer
Hype vs. Reality: The AI Explainer
 
Lab session #2: The Human Company
Lab session #2: The Human CompanyLab session #2: The Human Company
Lab session #2: The Human Company
 
Building Healthier Communities: TEDMED 2016
Building Healthier Communities: TEDMED 2016Building Healthier Communities: TEDMED 2016
Building Healthier Communities: TEDMED 2016
 
10 Key Themes from SxSW 2014
10 Key Themes from SxSW 201410 Key Themes from SxSW 2014
10 Key Themes from SxSW 2014
 
Mobile Trends 2012 - MDAYS by Torsten Schollmayer, SapientNitro
Mobile Trends 2012 - MDAYS by Torsten Schollmayer, SapientNitroMobile Trends 2012 - MDAYS by Torsten Schollmayer, SapientNitro
Mobile Trends 2012 - MDAYS by Torsten Schollmayer, SapientNitro
 
Entrepreneurshit. The Truth About Building Starutps
Entrepreneurshit. The Truth About Building StarutpsEntrepreneurshit. The Truth About Building Starutps
Entrepreneurshit. The Truth About Building Starutps
 
Subscribed 2015: CEO's Keynote
Subscribed 2015: CEO's KeynoteSubscribed 2015: CEO's Keynote
Subscribed 2015: CEO's Keynote
 
Study: The Future of VR, AR and Self-Driving Cars
Study: The Future of VR, AR and Self-Driving CarsStudy: The Future of VR, AR and Self-Driving Cars
Study: The Future of VR, AR and Self-Driving Cars
 
Visual Design with Data
Visual Design with DataVisual Design with Data
Visual Design with Data
 
UX, ethnography and possibilities: for Libraries, Museums and Archives
UX, ethnography and possibilities: for Libraries, Museums and ArchivesUX, ethnography and possibilities: for Libraries, Museums and Archives
UX, ethnography and possibilities: for Libraries, Museums and Archives
 
Investment Thesis Fundamentals (April 2016)
Investment Thesis Fundamentals (April 2016)Investment Thesis Fundamentals (April 2016)
Investment Thesis Fundamentals (April 2016)
 
Great Talks Start with Great Proposals: An IA Summit Virtual Webinar
Great Talks Start with Great Proposals: An IA Summit Virtual WebinarGreat Talks Start with Great Proposals: An IA Summit Virtual Webinar
Great Talks Start with Great Proposals: An IA Summit Virtual Webinar
 
Designing a Culture of Design
Designing a Culture of DesignDesigning a Culture of Design
Designing a Culture of Design
 
20 Statistics About Millennials in the Workplace
20 Statistics About Millennials in the Workplace20 Statistics About Millennials in the Workplace
20 Statistics About Millennials in the Workplace
 
Farming Unicorns: Building Startup & Investor Ecosystems
Farming Unicorns: Building Startup & Investor EcosystemsFarming Unicorns: Building Startup & Investor Ecosystems
Farming Unicorns: Building Startup & Investor Ecosystems
 
Just a Room Full of Stuff? Why Libraries are Great / Katie Birkwood
Just a Room Full of Stuff? Why Libraries are Great / Katie BirkwoodJust a Room Full of Stuff? Why Libraries are Great / Katie Birkwood
Just a Room Full of Stuff? Why Libraries are Great / Katie Birkwood
 
Privacy is an Illusion and you’re all losers! - Cryptocow - Infosecurity 2013
Privacy is an Illusion and you’re all losers! - Cryptocow - Infosecurity 2013Privacy is an Illusion and you’re all losers! - Cryptocow - Infosecurity 2013
Privacy is an Illusion and you’re all losers! - Cryptocow - Infosecurity 2013
 
Unlocking Creativity: How to Harness the Powers of Design, Art Direction & Cr...
Unlocking Creativity: How to Harness the Powers of Design, Art Direction & Cr...Unlocking Creativity: How to Harness the Powers of Design, Art Direction & Cr...
Unlocking Creativity: How to Harness the Powers of Design, Art Direction & Cr...
 
Shall we play a game?
Shall we play a game?Shall we play a game?
Shall we play a game?
 
Endocarditis
EndocarditisEndocarditis
Endocarditis
 

Similar to The Human Company Playbook, Version 1.0

Ebook_Keepingyourstaff_2.6.16
Ebook_Keepingyourstaff_2.6.16Ebook_Keepingyourstaff_2.6.16
Ebook_Keepingyourstaff_2.6.16John Tinder
 
Final business report Business Comm 200-02
Final business report Business Comm 200-02Final business report Business Comm 200-02
Final business report Business Comm 200-02Connor Burgess
 
Employee Benefits ' The way forward ' - Empower Employees
Employee Benefits ' The way forward ' - Empower EmployeesEmployee Benefits ' The way forward ' - Empower Employees
Employee Benefits ' The way forward ' - Empower EmployeesXoxoday
 
Johnson Fleming, a leading workplace pensions and employee benefits specialist
Johnson Fleming, a leading workplace pensions and employee benefits specialistJohnson Fleming, a leading workplace pensions and employee benefits specialist
Johnson Fleming, a leading workplace pensions and employee benefits specialistJohnson Fleming Limited
 
Ex Assembly - Employee Wellness Programs – Can they Perform in the Spotlight?
Ex Assembly - Employee Wellness Programs – Can they Perform in the Spotlight?Ex Assembly - Employee Wellness Programs – Can they Perform in the Spotlight?
Ex Assembly - Employee Wellness Programs – Can they Perform in the Spotlight?LearningCafe
 
Humancompanytalk020816 160211203710
Humancompanytalk020816 160211203710Humancompanytalk020816 160211203710
Humancompanytalk020816 160211203710Stacy Gillett
 
Women in Tech: How to Build A Human Company
Women in Tech: How to Build A Human CompanyWomen in Tech: How to Build A Human Company
Women in Tech: How to Build A Human CompanyLuminary Labs
 
A thought towards onboarding process
A thought towards onboarding processA thought towards onboarding process
A thought towards onboarding processAishwarya Zoad
 
Final HSTD394.21 Emily Kenney
Final HSTD394.21 Emily KenneyFinal HSTD394.21 Emily Kenney
Final HSTD394.21 Emily KenneyEmily Kenney
 
The triple bottom line measuring your organizations wider impact
The triple bottom line measuring your organizations wider impactThe triple bottom line measuring your organizations wider impact
The triple bottom line measuring your organizations wider impactariysn
 
PREVIEW - THE MOBILE MARKETING REVOLUTION 06.01.16
PREVIEW - THE MOBILE MARKETING REVOLUTION 06.01.16PREVIEW - THE MOBILE MARKETING REVOLUTION 06.01.16
PREVIEW - THE MOBILE MARKETING REVOLUTION 06.01.16Mark Skovron
 
Packages compensation management .ppt 2010
Packages compensation management .ppt 2010Packages compensation management .ppt 2010
Packages compensation management .ppt 2010Aliraza Afzal
 
Employee Retention
Employee RetentionEmployee Retention
Employee Retentionhumaapkeliye
 
Best Practices in HR Paper
Best Practices in HR PaperBest Practices in HR Paper
Best Practices in HR PaperZachary Moore
 
Compensation and the benefits package from the organisationN.docx
Compensation and the benefits package from the organisationN.docxCompensation and the benefits package from the organisationN.docx
Compensation and the benefits package from the organisationN.docxmccormicknadine86
 
welfare activity at mahindra and mahindra ltd, nashik
welfare activity at mahindra and mahindra ltd, nashikwelfare activity at mahindra and mahindra ltd, nashik
welfare activity at mahindra and mahindra ltd, nashikSaket Rathi
 

Similar to The Human Company Playbook, Version 1.0 (20)

Ebook_Keepingyourstaff_2.6.16
Ebook_Keepingyourstaff_2.6.16Ebook_Keepingyourstaff_2.6.16
Ebook_Keepingyourstaff_2.6.16
 
Final business report Business Comm 200-02
Final business report Business Comm 200-02Final business report Business Comm 200-02
Final business report Business Comm 200-02
 
FWC_Brochure_FINAL
FWC_Brochure_FINALFWC_Brochure_FINAL
FWC_Brochure_FINAL
 
Employee Benefits ' The way forward ' - Empower Employees
Employee Benefits ' The way forward ' - Empower EmployeesEmployee Benefits ' The way forward ' - Empower Employees
Employee Benefits ' The way forward ' - Empower Employees
 
Johnson Fleming, a leading workplace pensions and employee benefits specialist
Johnson Fleming, a leading workplace pensions and employee benefits specialistJohnson Fleming, a leading workplace pensions and employee benefits specialist
Johnson Fleming, a leading workplace pensions and employee benefits specialist
 
Outsource
OutsourceOutsource
Outsource
 
Ex Assembly - Employee Wellness Programs – Can they Perform in the Spotlight?
Ex Assembly - Employee Wellness Programs – Can they Perform in the Spotlight?Ex Assembly - Employee Wellness Programs – Can they Perform in the Spotlight?
Ex Assembly - Employee Wellness Programs – Can they Perform in the Spotlight?
 
Humancompanytalk020816 160211203710
Humancompanytalk020816 160211203710Humancompanytalk020816 160211203710
Humancompanytalk020816 160211203710
 
Women in Tech: How to Build A Human Company
Women in Tech: How to Build A Human CompanyWomen in Tech: How to Build A Human Company
Women in Tech: How to Build A Human Company
 
A thought towards onboarding process
A thought towards onboarding processA thought towards onboarding process
A thought towards onboarding process
 
Final HSTD394.21 Emily Kenney
Final HSTD394.21 Emily KenneyFinal HSTD394.21 Emily Kenney
Final HSTD394.21 Emily Kenney
 
The triple bottom line measuring your organizations wider impact
The triple bottom line measuring your organizations wider impactThe triple bottom line measuring your organizations wider impact
The triple bottom line measuring your organizations wider impact
 
PREVIEW - THE MOBILE MARKETING REVOLUTION 06.01.16
PREVIEW - THE MOBILE MARKETING REVOLUTION 06.01.16PREVIEW - THE MOBILE MARKETING REVOLUTION 06.01.16
PREVIEW - THE MOBILE MARKETING REVOLUTION 06.01.16
 
Packages compensation management .ppt 2010
Packages compensation management .ppt 2010Packages compensation management .ppt 2010
Packages compensation management .ppt 2010
 
Employee Retention
Employee RetentionEmployee Retention
Employee Retention
 
ProSight PEO Insurance
ProSight PEO InsuranceProSight PEO Insurance
ProSight PEO Insurance
 
Bulletin
BulletinBulletin
Bulletin
 
Best Practices in HR Paper
Best Practices in HR PaperBest Practices in HR Paper
Best Practices in HR Paper
 
Compensation and the benefits package from the organisationN.docx
Compensation and the benefits package from the organisationN.docxCompensation and the benefits package from the organisationN.docx
Compensation and the benefits package from the organisationN.docx
 
welfare activity at mahindra and mahindra ltd, nashik
welfare activity at mahindra and mahindra ltd, nashikwelfare activity at mahindra and mahindra ltd, nashik
welfare activity at mahindra and mahindra ltd, nashik
 

More from Luminary Labs

Open innovation: Making it real, in their own words
Open innovation: Making it real, in their own wordsOpen innovation: Making it real, in their own words
Open innovation: Making it real, in their own wordsLuminary Labs
 
Going voice first: What executives should know about the next digital disruption
Going voice first: What executives should know about the next digital disruptionGoing voice first: What executives should know about the next digital disruption
Going voice first: What executives should know about the next digital disruptionLuminary Labs
 
In Pursuit of Reality
In Pursuit of RealityIn Pursuit of Reality
In Pursuit of RealityLuminary Labs
 
What is the maker movement?
What is the maker movement?What is the maker movement?
What is the maker movement?Luminary Labs
 
Health Datapalooza 2015: 10 Takeaways
Health Datapalooza 2015: 10 TakeawaysHealth Datapalooza 2015: 10 Takeaways
Health Datapalooza 2015: 10 TakeawaysLuminary Labs
 
SxSW 2015: The Year of the Meerkat
SxSW 2015: The Year of the MeerkatSxSW 2015: The Year of the Meerkat
SxSW 2015: The Year of the MeerkatLuminary Labs
 
TEDMED 2014: 10 Key Themes
TEDMED 2014: 10 Key ThemesTEDMED 2014: 10 Key Themes
TEDMED 2014: 10 Key ThemesLuminary Labs
 
TEDMED 2014: Words to Live By
TEDMED 2014: Words to Live ByTEDMED 2014: Words to Live By
TEDMED 2014: Words to Live ByLuminary Labs
 
How to Build Something in 20 Minutes
How to Build Something in 20 MinutesHow to Build Something in 20 Minutes
How to Build Something in 20 MinutesLuminary Labs
 
Strata Ignite 2013 | A Tale of Two Kinds of Startups
Strata Ignite 2013 | A Tale of Two Kinds of StartupsStrata Ignite 2013 | A Tale of Two Kinds of Startups
Strata Ignite 2013 | A Tale of Two Kinds of StartupsLuminary Labs
 
Strata RX 2013 | Designing for Dignity in Health Tech
Strata RX 2013 | Designing for Dignity in Health TechStrata RX 2013 | Designing for Dignity in Health Tech
Strata RX 2013 | Designing for Dignity in Health TechLuminary Labs
 
Strata Santa Clara 2014 | Open Data: It's Not Just for Governments
Strata Santa Clara 2014 | Open Data: It's Not Just for GovernmentsStrata Santa Clara 2014 | Open Data: It's Not Just for Governments
Strata Santa Clara 2014 | Open Data: It's Not Just for GovernmentsLuminary Labs
 
Health Datapalooza 2014: 10 Takeaways
Health Datapalooza 2014: 10 TakeawaysHealth Datapalooza 2014: 10 Takeaways
Health Datapalooza 2014: 10 TakeawaysLuminary Labs
 
Health Tech: Here Come the Internet Kids!
Health Tech: Here Come the Internet Kids!Health Tech: Here Come the Internet Kids!
Health Tech: Here Come the Internet Kids!Luminary Labs
 
Five Reasons to Visit the Health & Wellness Hub During Social Media Week NYC
Five Reasons to Visit the Health & Wellness Hub During Social Media Week NYCFive Reasons to Visit the Health & Wellness Hub During Social Media Week NYC
Five Reasons to Visit the Health & Wellness Hub During Social Media Week NYCLuminary Labs
 
Connective Digital Patterns 2011
Connective Digital  Patterns 2011Connective Digital  Patterns 2011
Connective Digital Patterns 2011Luminary Labs
 
Jerusha Klemperer's Health | Tech | Food Speaking points
Jerusha Klemperer's Health | Tech | Food Speaking pointsJerusha Klemperer's Health | Tech | Food Speaking points
Jerusha Klemperer's Health | Tech | Food Speaking pointsLuminary Labs
 
Health | Tech | Food Infographic Reel
Health | Tech | Food Infographic ReelHealth | Tech | Food Infographic Reel
Health | Tech | Food Infographic ReelLuminary Labs
 
Health | Tech | Food 2011 Welcome
Health | Tech | Food 2011 WelcomeHealth | Tech | Food 2011 Welcome
Health | Tech | Food 2011 WelcomeLuminary Labs
 

More from Luminary Labs (20)

Open innovation: Making it real, in their own words
Open innovation: Making it real, in their own wordsOpen innovation: Making it real, in their own words
Open innovation: Making it real, in their own words
 
Going voice first: What executives should know about the next digital disruption
Going voice first: What executives should know about the next digital disruptionGoing voice first: What executives should know about the next digital disruption
Going voice first: What executives should know about the next digital disruption
 
In Pursuit of Reality
In Pursuit of RealityIn Pursuit of Reality
In Pursuit of Reality
 
What is the maker movement?
What is the maker movement?What is the maker movement?
What is the maker movement?
 
Health Datapalooza 2015: 10 Takeaways
Health Datapalooza 2015: 10 TakeawaysHealth Datapalooza 2015: 10 Takeaways
Health Datapalooza 2015: 10 Takeaways
 
SxSW 2015: The Year of the Meerkat
SxSW 2015: The Year of the MeerkatSxSW 2015: The Year of the Meerkat
SxSW 2015: The Year of the Meerkat
 
TEDMED 2014: 10 Key Themes
TEDMED 2014: 10 Key ThemesTEDMED 2014: 10 Key Themes
TEDMED 2014: 10 Key Themes
 
TEDMED 2014: Words to Live By
TEDMED 2014: Words to Live ByTEDMED 2014: Words to Live By
TEDMED 2014: Words to Live By
 
How to Build Something in 20 Minutes
How to Build Something in 20 MinutesHow to Build Something in 20 Minutes
How to Build Something in 20 Minutes
 
Strata Ignite 2013 | A Tale of Two Kinds of Startups
Strata Ignite 2013 | A Tale of Two Kinds of StartupsStrata Ignite 2013 | A Tale of Two Kinds of Startups
Strata Ignite 2013 | A Tale of Two Kinds of Startups
 
Strata RX 2013 | Designing for Dignity in Health Tech
Strata RX 2013 | Designing for Dignity in Health TechStrata RX 2013 | Designing for Dignity in Health Tech
Strata RX 2013 | Designing for Dignity in Health Tech
 
Strata Santa Clara 2014 | Open Data: It's Not Just for Governments
Strata Santa Clara 2014 | Open Data: It's Not Just for GovernmentsStrata Santa Clara 2014 | Open Data: It's Not Just for Governments
Strata Santa Clara 2014 | Open Data: It's Not Just for Governments
 
Health Datapalooza 2014: 10 Takeaways
Health Datapalooza 2014: 10 TakeawaysHealth Datapalooza 2014: 10 Takeaways
Health Datapalooza 2014: 10 Takeaways
 
Health Tech: Here Come the Internet Kids!
Health Tech: Here Come the Internet Kids!Health Tech: Here Come the Internet Kids!
Health Tech: Here Come the Internet Kids!
 
Five Reasons to Visit the Health & Wellness Hub During Social Media Week NYC
Five Reasons to Visit the Health & Wellness Hub During Social Media Week NYCFive Reasons to Visit the Health & Wellness Hub During Social Media Week NYC
Five Reasons to Visit the Health & Wellness Hub During Social Media Week NYC
 
Connective Digital Patterns 2011
Connective Digital  Patterns 2011Connective Digital  Patterns 2011
Connective Digital Patterns 2011
 
The Innovation Myth
The Innovation MythThe Innovation Myth
The Innovation Myth
 
Jerusha Klemperer's Health | Tech | Food Speaking points
Jerusha Klemperer's Health | Tech | Food Speaking pointsJerusha Klemperer's Health | Tech | Food Speaking points
Jerusha Klemperer's Health | Tech | Food Speaking points
 
Health | Tech | Food Infographic Reel
Health | Tech | Food Infographic ReelHealth | Tech | Food Infographic Reel
Health | Tech | Food Infographic Reel
 
Health | Tech | Food 2011 Welcome
Health | Tech | Food 2011 WelcomeHealth | Tech | Food 2011 Welcome
Health | Tech | Food 2011 Welcome
 

Recently uploaded

Management 11th Edition - Chapter 13 - Managing Teams
Management 11th Edition - Chapter 13 - Managing TeamsManagement 11th Edition - Chapter 13 - Managing Teams
Management 11th Edition - Chapter 13 - Managing Teamsshakkardaddy
 
Mind Mapping: A Visual Approach to Organize Ideas and Thoughts
Mind Mapping: A Visual Approach to Organize Ideas and ThoughtsMind Mapping: A Visual Approach to Organize Ideas and Thoughts
Mind Mapping: A Visual Approach to Organize Ideas and ThoughtsCIToolkit
 
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024Giuseppe De Simone
 
How-How Diagram: A Practical Approach to Problem Resolution
How-How Diagram: A Practical Approach to Problem ResolutionHow-How Diagram: A Practical Approach to Problem Resolution
How-How Diagram: A Practical Approach to Problem ResolutionCIToolkit
 
Management 11th Edition - Chapter 9 - Strategic Management
Management 11th Edition - Chapter 9 - Strategic ManagementManagement 11th Edition - Chapter 9 - Strategic Management
Management 11th Edition - Chapter 9 - Strategic Managementshakkardaddy
 
THE LEADERSHIP TO CHANGE THE WOLRD THIS IS YOUR HOUR PURSUES YOUR GIFT, TALEN...
THE LEADERSHIP TO CHANGE THE WOLRD THIS IS YOUR HOUR PURSUES YOUR GIFT, TALEN...THE LEADERSHIP TO CHANGE THE WOLRD THIS IS YOUR HOUR PURSUES YOUR GIFT, TALEN...
THE LEADERSHIP TO CHANGE THE WOLRD THIS IS YOUR HOUR PURSUES YOUR GIFT, TALEN...PROF. PAUL ALLIEU KAMARA
 
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic TraitsDigital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic TraitsHannah Smith
 
The Final Activity in Project Management
The Final Activity in Project ManagementThe Final Activity in Project Management
The Final Activity in Project ManagementCIToolkit
 
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...Nagarjuna Reddy Aturi
 
Chapter 1 Performance Management HRM.ppt
Chapter 1 Performance Management HRM.pptChapter 1 Performance Management HRM.ppt
Chapter 1 Performance Management HRM.ppt2020102713
 
Adapting to Change: Using PEST Analysis for Better Decision-Making
Adapting to Change: Using PEST Analysis for Better Decision-MakingAdapting to Change: Using PEST Analysis for Better Decision-Making
Adapting to Change: Using PEST Analysis for Better Decision-MakingCIToolkit
 
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why Diagram
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why DiagramBeyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why Diagram
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why DiagramCIToolkit
 
How Technologies will change the relationship with Human Resources
How Technologies will change the relationship with Human ResourcesHow Technologies will change the relationship with Human Resources
How Technologies will change the relationship with Human ResourcesMassimo Canducci
 
Choosing the best strategy qspm matrix.pptx
Choosing the best strategy qspm matrix.pptxChoosing the best strategy qspm matrix.pptx
Choosing the best strategy qspm matrix.pptxMadan Karki
 
From Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
From Goals to Actions: Uncovering the Key Components of Improvement RoadmapsFrom Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
From Goals to Actions: Uncovering the Key Components of Improvement RoadmapsCIToolkit
 
From Red to Green: Enhancing Decision-Making with Traffic Light Assessment
From Red to Green: Enhancing Decision-Making with Traffic Light AssessmentFrom Red to Green: Enhancing Decision-Making with Traffic Light Assessment
From Red to Green: Enhancing Decision-Making with Traffic Light AssessmentCIToolkit
 
Unlocking Productivity and Personal Growth through the Importance-Urgency Matrix
Unlocking Productivity and Personal Growth through the Importance-Urgency MatrixUnlocking Productivity and Personal Growth through the Importance-Urgency Matrix
Unlocking Productivity and Personal Growth through the Importance-Urgency MatrixCIToolkit
 
Management 11th Edition - Chapter 11 - Adaptive Organizational Design
Management 11th Edition - Chapter 11 - Adaptive Organizational DesignManagement 11th Edition - Chapter 11 - Adaptive Organizational Design
Management 11th Edition - Chapter 11 - Adaptive Organizational Designshakkardaddy
 
原版1:1复刻密西西比大学毕业证Mississippi毕业证留信学历认证
原版1:1复刻密西西比大学毕业证Mississippi毕业证留信学历认证原版1:1复刻密西西比大学毕业证Mississippi毕业证留信学历认证
原版1:1复刻密西西比大学毕业证Mississippi毕业证留信学历认证jdkhjh
 
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...CIToolkit
 

Recently uploaded (20)

Management 11th Edition - Chapter 13 - Managing Teams
Management 11th Edition - Chapter 13 - Managing TeamsManagement 11th Edition - Chapter 13 - Managing Teams
Management 11th Edition - Chapter 13 - Managing Teams
 
Mind Mapping: A Visual Approach to Organize Ideas and Thoughts
Mind Mapping: A Visual Approach to Organize Ideas and ThoughtsMind Mapping: A Visual Approach to Organize Ideas and Thoughts
Mind Mapping: A Visual Approach to Organize Ideas and Thoughts
 
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024
 
How-How Diagram: A Practical Approach to Problem Resolution
How-How Diagram: A Practical Approach to Problem ResolutionHow-How Diagram: A Practical Approach to Problem Resolution
How-How Diagram: A Practical Approach to Problem Resolution
 
Management 11th Edition - Chapter 9 - Strategic Management
Management 11th Edition - Chapter 9 - Strategic ManagementManagement 11th Edition - Chapter 9 - Strategic Management
Management 11th Edition - Chapter 9 - Strategic Management
 
THE LEADERSHIP TO CHANGE THE WOLRD THIS IS YOUR HOUR PURSUES YOUR GIFT, TALEN...
THE LEADERSHIP TO CHANGE THE WOLRD THIS IS YOUR HOUR PURSUES YOUR GIFT, TALEN...THE LEADERSHIP TO CHANGE THE WOLRD THIS IS YOUR HOUR PURSUES YOUR GIFT, TALEN...
THE LEADERSHIP TO CHANGE THE WOLRD THIS IS YOUR HOUR PURSUES YOUR GIFT, TALEN...
 
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic TraitsDigital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
 
The Final Activity in Project Management
The Final Activity in Project ManagementThe Final Activity in Project Management
The Final Activity in Project Management
 
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
 
Chapter 1 Performance Management HRM.ppt
Chapter 1 Performance Management HRM.pptChapter 1 Performance Management HRM.ppt
Chapter 1 Performance Management HRM.ppt
 
Adapting to Change: Using PEST Analysis for Better Decision-Making
Adapting to Change: Using PEST Analysis for Better Decision-MakingAdapting to Change: Using PEST Analysis for Better Decision-Making
Adapting to Change: Using PEST Analysis for Better Decision-Making
 
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why Diagram
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why DiagramBeyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why Diagram
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why Diagram
 
How Technologies will change the relationship with Human Resources
How Technologies will change the relationship with Human ResourcesHow Technologies will change the relationship with Human Resources
How Technologies will change the relationship with Human Resources
 
Choosing the best strategy qspm matrix.pptx
Choosing the best strategy qspm matrix.pptxChoosing the best strategy qspm matrix.pptx
Choosing the best strategy qspm matrix.pptx
 
From Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
From Goals to Actions: Uncovering the Key Components of Improvement RoadmapsFrom Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
From Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
 
From Red to Green: Enhancing Decision-Making with Traffic Light Assessment
From Red to Green: Enhancing Decision-Making with Traffic Light AssessmentFrom Red to Green: Enhancing Decision-Making with Traffic Light Assessment
From Red to Green: Enhancing Decision-Making with Traffic Light Assessment
 
Unlocking Productivity and Personal Growth through the Importance-Urgency Matrix
Unlocking Productivity and Personal Growth through the Importance-Urgency MatrixUnlocking Productivity and Personal Growth through the Importance-Urgency Matrix
Unlocking Productivity and Personal Growth through the Importance-Urgency Matrix
 
Management 11th Edition - Chapter 11 - Adaptive Organizational Design
Management 11th Edition - Chapter 11 - Adaptive Organizational DesignManagement 11th Edition - Chapter 11 - Adaptive Organizational Design
Management 11th Edition - Chapter 11 - Adaptive Organizational Design
 
原版1:1复刻密西西比大学毕业证Mississippi毕业证留信学历认证
原版1:1复刻密西西比大学毕业证Mississippi毕业证留信学历认证原版1:1复刻密西西比大学毕业证Mississippi毕业证留信学历认证
原版1:1复刻密西西比大学毕业证Mississippi毕业证留信学历认证
 
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
 

The Human Company Playbook, Version 1.0

  • 1. THE HUMAN COMPANY PLAYBOOKv1.0 l u m i n a r y l a b s | l u m i n a r y - l a b s . c o m | @ l u m i n a r y l a b s
  • 2. Foreword In April 2015, Luminary Labs convened a broad cross-section of founders, thinkers, and doers for a lively discussion on how employee-favorable policies are shaping 21st century business models. Recently, major corporations have radically rethought how they do business by estab- lishing livable wages, developing creative equity plans, offering paid parental leave policies, and even pulling out of an entire state in protest of discrimination. In addition to sending a strong signal that people come first, these organizations are also making an economic argument to investors that employee-­friendly policies pay dividends in reduced turnover and improved business outcome. But what about small companies, and what about startups? Over the course of the evening, we discussed the forces behind this sea change, generated examples of new and creative business imper- atives, and together, started writing a guide for the more human company. Follow­ing the event, we curated examples from a diverse set of growth companies to form this play- book. While no single policy or company is perfect, it is our hope that this compila- tion will provide practical examples for the startup community. We see this playbook as a living document, and look forward to hearing how your com­ pany is meeting this 21st century mandate. Sara Holoubek CEO & Founder Luminary Labs
  • 3. Table of Contents Compensation 4 Plated: Equity for All..............................5 Offerpop: Have a Stake in Success..........6 Pinterest: Have Options for Your Options....7 Ampush: Savings that Grow....................8 Health and Wellbeing 9 General Assembly: We Have You Covered...10 Squarespace: Keep It Simple................. 11 The Muse: Taking the Pulse................... 12 Luminary Labs: Sick Means Sick............. 13 Etsy: Be Happy................................... 14 Allowing for Life 15 Upworthy: The Value of Downtime......... 16 Traackr: Stay Flexible........................... 17 Chartbeat: It Takes a Village................. 18 Change.org: Leave When You Need It.... 19 Career Trajectory 20 DigitalOcean: Funding Learning............. 21 360i: Doubling Down on Reviews..........22 Next Jump: Choose your Leaders........... 23 Birchbox: Happy Tribatical....................24 SocialCode: Learn the Code.................25 Managed by Q: Everyone Cleans......... 26 Bibliography 27 Thank you 29
  • 4. 4 of 29 For the companies in this section, compensation is more than a paycheck. Plated and Offerpop have made it possible for every employee to have a stake in their success through access to equity. Pinterest has shown that progressive equity plans make it easier for team members to share in the rewards of growth. Ampush has found that supporting financial goals through 401k savings plans is both feasible and valued by employees. Compensation
  • 5. 5 of 29 “Every employee is an integral part of the Plated Team… we believe our non-exempt, hourly fulfillment center team members are our most important resource, as they are the closest to our customer…they are the backbone of our company.” platedEquity for All THE COMPANY 400 employees, founded in 2012 THE POLICY Plated offers full-time, non-exempt, hourly employees in their fulfillment centers the opportunity to participate in an Equity Stock Options program, at no cost to them, subject to a minimum eligibility period. HOW THEY DO IT Plated administers this plan themselves, rather than using outsourcing services. They believe it’s important to provide a tailored approach to educating all employees on how the Equity Stock Option Plan is structured and managed, and its potential value.
  • 6. 6 of 29 “‘When Offerpop succeeds, we all succeed’ isn’t a just a catchy saying. Each of us has a real stake in the company.” OfferpopHave a Stake in Success THE COMPANY 135 employees, founded in 2005 THE POLICY Offerpop provides options to every employee as part of their initial offer. Options vest over 4 years, with 1-year cliff vesting and then monthly vesting afterwards. The 4-year schedule rewards employees who stick with the com- pany for the long haul, in addition to grants based on tenure or performance. HOW THEY DO IT Offerpop uses Anvil to automate their stock option administration process. They offer sessions for new hires explaining what an option is, with a focus on making employees comfortable asking options-related questions.
  • 7. 7 of 29 “We’ve just made it much easier for team members to leave in one of the most competitive recruiting environments of all time. But that’s a trade-off we got comfortable with.” PinterestHave Options for Your Options THE COMPANY 700 employees, founded in 2010 THE POLICY People who have worked at Pinterest for at least 2 years and decide to leave for any reason are given 7 years to exercise their options instead of the usual 90 days. HOW THEY DO IT Pinterest started by gaining alignment on their philosophy around retention and equity. They offer some questions other companies should ask themselves: Do you believe that equity is part of annual compensation and that your team should have access to it early? Or do you believe that it’s intended to be a reward only if and when the company goes public or gets acquired? This philosophy will drive the decision.
  • 8. 8 of 29 “Ampush cares about the wellbeing of our employees, and we want to provide helpful tools for them to reach their long-term goals. Providing a 401k plan is a huge benefit in itself, and adding a matching component is icing on the cake.” AmpushSavings that Grow THE COMPANY 150 employees, founded in 2009 THE POLICY Ampush offers both traditional and Roth 401k options for full-time employees, and Ampush matches $0.50 per $1.00 up to 4% of the employee’s base annual salary with an auto-­ increase of the deferral percentage by 1% each year (100% vested). HOW THEY DO IT Their plan began in 2014 with balance of $0, and they grew it by implementing auto-­ enrollment and providing an employer match structured so that employees would be incen- tivised to contribute more. They’ve also part- nered with advisors to offer informational sessions and webinars, and distributed help- ful resources from their 401k partners.
  • 9. 9 of 29 Health & Wellbeing The companies in this section believe that healthy companies need healthy employees — meaning they shouldn’t have to worry about paying for a doctor’s visit or losing pay when they’re ill. General Assembly, Squarespace, and The Muse prioritize insurance coverage. At Luminary Labs sick means sick, and Etsy uses employee happiness as a measurement for overall health.
  • 10. 10 of 29 “Ping pong tables and beer kegs can be fun, but we’ve found candidates and employees most appreciate practical considerations like affordable monthly health benefits costs, eliminating their monthly phone bill, and the ability to take our classes for free.” General AssemblyWe Have You Covered THE COMPANY 400 employees, founded in 2011 THE POLICY General Assembly covers 90% of health insurance premium costs for every one of its U.S. employees. HOW THEY DO IT GA was an early adopter of Sherpaa, the healthcare concierge service that provides employees with a dashboard to access physi- cians, insurance information, and more. This has helped the company provide better rates (and reduced employee contributions), and also means GA employees have in-a-moment access to medical advice and resources.
  • 11. 11 of 29 “One of the company’s core values is to simplify, and this extends to our health insurance policy. By ensuring all employees remain healthy and happy, we’re enabling them to be productive in the workplace.” SquarespaceKeep It Simple THE COMPANY 508 employees, founded in 2004 THE POLICY Squarespace covers 100% of the premium for employees and their dependents, begin- ning the first of the month following their hire date. They cover both in- and out-of-network expenses, and provide global medical insur- ance to all employees for personal travel. HOW THEY DO IT Squarespace recommends finding a health insurance program that is easy to setup and maintain. They strive to offer a fantastic policy to all employees, while keeping the sign-up process as streamlined as possible. They prioritize administrative efficiencies to ensure the program is sustainable and can scale with the company’s growth.
  • 12. 12 of 29 “It’s important for us as a company that our team is healthy and has good coverage; we certainly don’t want them opting out of insurance because it’s expensive.” The MuseTaking the Pulse THE COMPANY 51 employees, founded in 2011 THE POLICY The Muse covers 100% of medical insurance and 80% of dental insurance for its employees. HOW THEY DO IT The Muse decided to focus on health insurance after surveying its employees to understand which benefits, social activities, and ideas they care about most. It’s important to manage­ ment that the team has a voice in decisions that impact them, and every time they’re asked, they give great feedback that allows The Muse to keep improving.
  • 13. 13 of 29 “We’re constantly surprised by how many new employees come from environments where sick means ‘power through it.’ We encourage them to take the time they need to recuperate, so we can all stay healthy.” Luminary Labssick means sick THE COMPANY 14 employees, founded in 2009 THE POLICY Luminary Labs provides employees with 8 paid sick days a year, and strictly enforces a “stay home, get better” rule when team members feel under the weather. At the first sign of illness, sniffling employees are often sent home to rest and recuperate. HOW THEY DO IT Luminary Labs puts recuperation first, and knows that it’s important for employees to recover quickly so they can bring their A-game to work and life. Keeping these values at the forefront, other team members work nimbly to pick up the slack and prioritize pending deliverables.
  • 14. 14 of 29 “What’s missing from so many employee surveys is the personal element. Instead of retrofitting a standard measurement system, we began by figuring out what we value most as a company and worked backwards towards how we measure those values.” EtsyBe Happy THE COMPANY 757 employees, founded in 2005 THE POLICY Inspired by the country of Bhutan, Etsy pub- lishes an annual Happiness Report based on an employee survey which over 90% of employees typically respond to. Etsy then anonymizes responses and makes them avai­ lable to the entire company, in addition to releasing a summary report to the public. HOW THEY DO IT Etsy partnered with University of Pennsylvania’s Positive Psychology Center to use the PERMA framework, a model to study happiness with core elements of psychological well-being. The survey evaluates employee sentiment about life outside of work, their colleagues, and Etsy as a company.
  • 15. 15 of 29 The following employers support fulfilling careers by empowering the non-work activities that enrich their employees’ lives. Importance is placed on working to live, not the other way around. They believe that parents, regardless of gender, should spend time with the recent additions to their families. Upworthy incentivizes vacation and Traackr maintains flexible remote work environments, while Chartbeat and Change.org make sure parents get the time they need with their children. allowing for life
  • 16. 16 of 29 “We strongly believe that taking time away from work is important for our staff’s well-being as well as their work.” UpworthyThe Value of Downtime THE COMPANY 80 employees, founded in 2012 THE POLICY After 3 months of full-time employment, Upworthy provides an employee with a yearly $1,000 vacation stipend to reimburse staff members for vacation-related expenses. Staff members can use the full amount at once or can submit partial requests for expenses for different trips. HOW THEY DO IT Everyone at Upworthy has unlimited time off — the company enforces a minimum, not a maximum. And to make sure folks are actually recharging, they offer the vacation bonus and require that the time be used for taking a actual “phone-off, not-checking-in” vacations.
  • 17. 17 of 29 “Chartbeat genuinely believes in creating an inclusive workplace, and that means building a company with policies that cater to every­ one from our interns to seasoned employees.” ChartbeatIt Takes a Village THE COMPANY 98 employees, founded in 2009 THE POLICY Chartbeat provides primary caregivers with 12 weeks of paid maternal or paternal leave, plus 4 weeks of transitional flex time at 100% salary. Secondary caregivers are eligible for 6 weeks paid leave at 100% salary. HOW THEY DO IT Chartbeat suggests other small companies survey teams to ask them to prioritize benefits and perks. Employee opinions matter and it’s up to leadership teams to craft a policy, like maternal and paternal leave, that makes sense for their company culture.
  • 18. 18 of 29 “Generous, paid parental leave eliminates the financial hardship of unpaid leave and ensures that all families are able to spend important time with new children. The result is that employees are less stressed, more engaged, and more productive when they come back to work.” Change.orgLeave When You Need It THE COMPANY 300 employees, founded in 2007 THE POLICY Change.org provides 18 weeks of fully paid parental leave for every new parent globally — regardless of gender, or whether the child is biological or adopted. Leave can be taken non-consecutively, within one year of the child’s arrival. HOW THEY DO IT Change.org conducted a robust cost-benefit analysis. They believe building the right cul- ture of support, and attracting and retaining top talent, far exceeds the policy’s cost.
  • 19. 19 of 29 “Our vacation and remote work policies reflect that although we work hard and are committed to our jobs, we recognize everyone has lives outside of work.” TraackrStay Flexible THE COMPANY 30 employees, founded in 2009 THE POLICY Traackr blends an unlimited vacation policy with a remote workforce to give employees maximum work/life flexibility. With a team spread over the U.S. and Canada, employ- ees work with their managers to customize daily work schedules and enable extended trips abroad. HOW THEY DO IT As a company without a full-time HR depart- ment, implementation was very organic and based on employee needs. Internally they use communications solutions like Slack and weekly all-hands meetings that promote trans­ parency and cross-departmental collaboration, so remote employees are just as dialed in as those on site.
  • 20. 20 of 29 The companies in this section believe that an investment in their employees’ growth leads to better retention, leadership, and results. Digital­ Ocean promotes learning through books and conference attendance, while 360i and Next Jump focus on fostering leaders through man- ager and peer reviews. Meanwhile, Birchbox celebrates career longevity with “stay interviews,” and SocialCode steeps new­bies in the company’s learning culture. At Managed by Q, senior leaders mop floors to understand what it takes for their team of cleaners to thrive. career trajectory
  • 21. 21 of 29 “Because our mission is to create an amaz­ ing experience for developers, we want to create an amazing experience for our employees too.” DigitalOceanFunding Learning THE COMPANY 170 employees, founded in 2012 THE POLICY DigitalOcean gives each employee a Kindle loaded with books that have influenced the founders, and also funds attendance to at least one conference per year related to an employee’s career growth or personal devel- opment. All managers attend a 6-week inter- active learning bootcamp on managerial skills. HOW THEY DO IT DigitalOcean believes that as part of a rapidly growing company, every employee deserves the opportunity to grow and develop with them. They have discovered that developing and supporting team member growth drives the innovation the company needs to build the best and simplest cloud infrastructure experience.
  • 22. 22 of 29 “Our guiding principle is simple. We believe that alignment on three things is the most important: What do our employees want? What does our company need? What do our clients need?” 360iDoubling Down on Reviews THE COMPANY 800 employees, founded in 2004 THE POLICY Rather than annual performance reviews, 360i has twice-a-year reviews focused on person- alized development in order to create career ownership. 360i also ensures cross-functional knowledge sharing at a capa­bilities day where teams teach one another about agency offerings and highlight the best work in every practice area. why THEY DO IT Instead of top-down management, 360i uses a “team of teams” approach. Aligning on goals on the individual and team levels provides the accountability and business context for the agency to thrive.
  • 23. 23 of 29 “Our mantra is ‘Better Me + Better You = Better Us.’ We believe that in order to make the world a better place, we each need to focus on bettering ourselves physically, emotionally, mentally, and spiritually.” Next JumpChoose your Leaders THE COMPANY 200 employees, founded in 1994 THE POLICY At Next Jump, the leadership team is an ann­ ually peer-voted group of 21 individuals named MV21. The team reflects and rewards the employee growth process; 70% of the group are “home grown” leaders who started in entry-level positions and developed into company leaders. HOW THEY DO IT Each year, the entire company votes on 21 individuals they want to see as leaders. The staff considers who takes ownership, deter- mining which team members are role models in their focus on personal development and deliberate growth, in giving back by coaching other Next Jumpers, and in showing empathy for clients and users.
  • 24. 24 of 29 “We want to remind long-term employees how much we truly value them and their contributions to the company and support them in thinking about what’s next.” BirchboxHappy Tribatical THE COMPANY 400 employees, founded in 2010 THE POLICY On their third anniversary, Birchbox employ- ees receive an increase in equity, 3 consecu- tive weeks of vacation with a travel stipend, an invitation to dinner with the CEO, and a “3 Years & Beyond Stay Interview” with their manager. HOW THEY DO IT Birchbox uses the performance management tool Namely to implement the Stay Interview. They’ve developed questions by searching through Stay Interview literature and adapting practices to match Birchbox’s culture and val- ues. Development Opportunity is one of their top-rated engagement factors, and Birchbox actively cultivates a continued culture of learn- ing and growth through its various programs.
  • 25. 25 of 29 “This program gives employees the landscape to understand the impact they can and will have at the larger company and team level. Its larger reason for being is that we are a learning culture and this program is all about offering an open book to understanding SocialCode.” SocialCodeLearn the Code THE COMPANY 196 employees, founded in 2010 THE POLICY Every 8 weeks, SocialCode requires all new employees to attend a 3-day training that delves into the ins and outs of the company and industry. Each cohort graduates from the program with an understanding of how they fit into the big picture. The session culminates in a “forget the code” happy hour with the local office so new employ­ees get to know their hosting office as well. HOW THEY DO IT The program is led by SocialCode’s training team. Their advice: don’t aim to make your grassroots training program perfect, get it started and iterate. Employees are hungry and engaged, so feed them with your mission, vision and know-how.
  • 26. 26 of 29 “It is critically important that everyone in the organization understand what goes into making our clients happy to keep us aligned as an organization and empathetic to the needs of our colleagues who work in the field.” Managed by QEveryone Cleans THE COMPANY 400 employees, founded in 2013 THE POLICY At Managed by Q, everybody cleans. Whether joining as a software engineer or an office cleaner, the first week on the job begins with learning how to clean an office late into the night. This policy ensures that the entire com­ pany, regardless of position, stays aligned and acutely aware of the hard work required of their field operators for Q to succeed. HOW THEY DO IT Management has embraced this policy as central to the company culture. They also put a big focus on promoting from within: all of Managed by Q’s supervisors have been promoted from entry-level roles, and it’s not unusual for cleaners to move up the ranks.
  • 27. Bibliography Benefits Design “How Google weighs all of its crazy- awesome perks,” Business Insider. Jillian D’Onfro, 04/07/15 Allowing for Life “The Return of the nine-to-five,” The Economist, 11/10/14 “Silicon Valley: Perks for some employees, struggles for parents,” New York Times, Claire Cain Miller, 04/04/15 “An unusual new policy for working mothers,” Washington Post, Jena McGregor, 03/06/15 “Work Hard, Live Well,” Medium, Dustin Moskovitz, Dustin Moskovitz, 08/20/15 “A Toxic Work World,” New York Times, Anne-Marie Slaughter, 09/18/15 “How our Small Startup Affords to Offer Paid Maternity Leave,” Mary Ellen Slater, 03/18/15 “Beyond doing half the Parenting,” Anil Dash, 09/28/15 “The Great Divide in Workplace Benefits,” New York Times, 09/23/15 “Getting Creative About Benefits for Parents with Midweek ‘Playdates,’” David Zax, 10/02/15 27 of 29
  • 28. Bibliography(cont’d) Diversity “Managing unconscious bias.” Facebook Managing Bias. “Silicon Valley leaders, new to social issues, come together over Indiana law,” New York Times, Nick Wingfield, 03/31/15 Career Trajectory “Why Top Fund Managers Want Better HR,” WSJ, Lauren Weber, 09/08/15 “Digital Taylorism,” The Economist, 09/12/15 Compensation “Pinterest removes golden handcuffs,” Business Insider, Jillian D’Onfro, 04/02/15 “Starbucks to revise policies for its 130,000 baristas,” New York Times, Jodi Kantor, 08/14/14 “Behind the hype over Aetna’s minimum wage boost,” Fortune, Barbara Dyer, 01/20/15 “Corporate America strikes a liberal note on wages,” Politico, Brian Mahoney, 04/02/15 28 of 29
  • 29. thank you partners We’d like to thank the individuals and com- panies who made The Human Company Playbook, v1.0 possible, as well as our partners NY Tech Meetup and The Muse. photo and design Thank you to the artists below, who provided the images for the book under the Creative Commons License on Flickr: Loren Kerns, flickr.com/photos/lorenkerns Jonathan Rieke, flickr.com/photos/jonathanrieke highlights6, flickr.com/photos/highlights6 Design by Dorothea Lee, farthermore.com 29 of 29 Interested in contributing to v2.0? Write us: humancompany@luminary-labs.com | #humanco