Flat Organizations, Is It a Real Thing?

2min Snip

00:00

Play full episode

Summary

Transcript

Episode notes

Is it common to go back adjust team members based on we go it ever single year for every single employ oh, ye, weo, becauseyou're really good at your job? To me, that is doing the bear minimum. I don't think every company does it and sees it that way. It's often called market priceing, where you go out into the market and say, hey, if we were to hire carry, what would they make? And there's a delta of 17 thousand dollars, and what are we going to do about it? Does that ever, only ever go up, but doesn't really like, you don't adjusting down by some market meting em

During this conversation on Jorgenson’s Soundbox, I have my beautiful and brilliant fiancé Jeannine on as my guest, and we talk about all things HR, now known as the People Function or People Team in many organizations. Currently, Jeannine is leading the People Team at the startup Density, which has grown from 40 employees to 180 in the last year and a half.

To start our discussion, I ask Jeannine to dispel some of the misperceptions of HR – she says often they are spending more time and energy fighting on behalf of employees. She also talks about the relationship between the CEO and the People Team and says she considers the CEO as a part of the People Team.

We transition to talking about recruiting and why Jeannine self-proclaims herself to be the world's worst recruiter as she shows candidates the underbelly of the company and paints a realistic landscape of what working for the company will really be like and the hurdles they may face. She elaborates on the different kinds of recruiting, and she highlights how the People Team changes as companies reach different milestones in growth.

Jeannine walks us through internal communications and some of the different systems she’s used, and she gives some examples of why people may seek out HR business partners for assistance. We talk about using Slack and whether it is a synchronous or asynchronous tool. She explains the necessary systems and processes and likens them to tree rings, with the HRIS (human resources information system) at the center, a ring for how the company gives and receives feedback, which we dive further into, and a third ring for things such as bonus programs and learning and development tools.

Towards the end of our conversation, we talk about why people leave companies as well as the difficulties of having to fire someone, and we discuss companies’ compensation philosophies. We also explore the reality of Flat Organizations and how transparency and clarity are the more important factors. Jeannine says that now companies are focusing more on creating better work-life balances and true wellness including physical, mental, and financial health. We wrap up with Jeannine’s learning journey and talk about building company culture.

Links:

Additional Episodes If You Enjoyed:

Andrew Wilkinson: De-risking Leverage, Investing vs. Operating, and the Best Part About Business

Shane Mac: Building Messaging Protocol for Web3 (XMTP), Company Culture, and Scaling Trust

To support this costs of producing this podcast:

>> Buy a copy of the Navalmanak: www.navalmanack.com/

>> Sign up for my online course and community about building your Personal Leverage: https://www.ejorgenson.com/leverage