How to Navigate the First 90 Days as the First HR Hire at a Startup
This is the interview of Heather Doshay, the first HR hire at Rainforest. She explains what she has done during the first 90 days as the first HR hire at a startup.
It has been two months since I joined this company as the first non-engineer. I am not a 100% HR person but as a part of HR in 8 people startup, I read this article at the beginning of my second month. Now, I wanted to see how I have done and what I should do for the next month.
What works for a team of 10 doesn’t usually works for a team of 50.
Playbook for the first 30 days
Usually, startups don't hire HR people when a company is small. They hire them when the problems are already real and apparent
The beginning should really just be about listening and getting a full picture of all the challenges the company is facing.
There are challenges that I have seen and felt during my first two months but I never thought that I had to list them up. Since I am struggling with the absence of the guideline, it’s time for me to make my own guideline, which can be done by listing the challenges we are facing right now.
Beyond getting to know everyone on a professional level, another important aspect was getting to know everyone personally.
I started 1:1s at the beginning of my second month. As I want to make a better team by empowering each member, I should know what team members want and the way to develop their skills. For the first round, the purpose of my 1:1 was to know each member better and the first round ends tomorrow.
Send a company-wide survey
How supportive is Rainforest QA of your career development?
Imagine it's 2 years from today. What do you hope you are doing professionally?
How do you feel about your own performance?
Do you feel comfortable giving feedback?
Since we are 8 people team, I can ask those questions to each member during the second round of 1:1s. I feel like that would be more effective but at the same time, I am thinking a survey can lead to the more honest answers. - so should think about this more
It’s about making strategic choices with people, their time, how we enable them, the resources we give them, the ways we give them freedom or structure so that they can be the most successful, so, that the company hits its business goals.
HR should understand the business and what is going on across the company.
Making Changes and Mending Mistakes
She repaired a crack in the company’s processes while also making it beautifully fit into the startup’s existing culture.
I haven’t done something remarkable to check mistakes and change yet. Will do when it happens!
Keeping The Good, But Making It Scale
It's about creating the right structures that enable people to feel supported and resourced and able to speak up without creating so many structures that they feel limited. It's a hard balance.
This is the most difficult part as the company grows. For now, communication is not very challenging but soon it will so I should prepare for that!!!!
Flat organizations can’t always scale
Rather than having everyone speaking, you had the voices of the three executives speaking, and assuming that people were sharing things. But they weren't always sharing things.
The reality is that this isn’t the case. Hiring more executive leadership “actually enables people to speak up because they weren't afraid to speak up to their VP.
I agree that it could be faster and more effective for juniors to learn in a hierarchical organization. Also, it’s harder for juniors to talk to C levels directly. Flat organizations are not always the best but when the bigger executive leadership should be supported by sharing information clearly across the team and coaching the leaders to communicate more clearly and honestly with their team members and the executives. And that might require more leadership education or coaching program.
You’re A Coach, Not An Administrator
Doshay positioned herself early as a coach and strategic partner to senior leadership and continues to do so rather than as an administrative burden. Likewise, she positions herself to the team as a resource rather than a policing agent. She likes to offer one-on-one coaching sessions and career workshops, making herself available to help any employee.
If you look at VP of People, my job is to still help the company meet its business goals and revenue goals, but through people.
Actually, this is exactly what I want to do. To do this, I need more strategic thinking skills and understanding of my team members.
Your goal is to build a stronger organization that is better for having dealt with its flaws making sure that they’re filled with gold. The best way to do that is by improving the intent of existing process and acknowledging what has made the company successful. Doing so will ultimately make the organization stronger, more beautiful and an amazing place to build a career.
Source: https://tettra.co/culture-codes/interview/how-to-navigate-the-first-90-days-as-the-first-hr-hire-at-a-startup/