The news out of Uber last weekend was horrifying. A woman engineer was unable to get human resources to deal quickly and appropriately with a sexual harassment claim. I don't know anything more than what I learned in her blog post. Uber is investigating and the full story will likely emerge in due course. I am not interested in piling on Uber right now. Plenty of people doing that.
But it does raise a great question which is how to get human resources right in a fast growing tech company. Growing from 50 to 500 to 5,000 to tens of thousands of employees is hard. Operating systems and processes that work in a 500 person company don't work in a 5,000 company. The same is true of every growth spurt. Systems break down and stuff gets messed up.
A well designed and implemented human resources organization can help. A messed up human resources organization will hurt. As Uber has found out.
So what have I seen work and what do I recommend?
Here are some things you can do to increase the chances that your human resources organization will be a force for good in your company:
- Hire a human resources (HR) leader EARLY in the development of your company and "level up" your HR leader as needed as your company grows. The right HR leader in a company of 50 is not likely the right HR in a company of 5,000. Of course there are exceptions to this rule, but in general you will need more experience in the HR leadership function as your company grows.
- Have your HR leader report directly to the CEO. Do not tuck the HR leader underneath your COO, VP Ops, CFO, GC, or VP Admin. The CEO has a hard enough time figuring out what is going on in her company as it is. Putting someone between them and their cultural leader/thermostat is a bad idea. Plus the optics are terrible. Your management hierarchy says a lot about what you value and what you do not. Actions speak louder than words, always.
- Do not make your HR function a recruiting function. Of course HR needs to help the company hire. And it certainly needs to help transition out people who have to leave the organization. But HR orgs that function mostly as an I/O pipe are bad HR orgs.
- Do make your HR organization about culture and leadership first and foremost. I have heard many HR leaders called "our culture carrier." That's good. And HR orgs should be making sure everyone is getting feedback on their performance and development goals, including the CEO. Organizations that share feedback top to bottom with dignity and professionalism are great places to work and perform better.
- Always have a company handbook that lays out the rules of behavior in the workforce. You can't do this too early. You set the tone early and it propagates. It is great if you can start with your values, clearly laid out for everyone, and then lay out the rules and what happens if they are not followed.
- Build a great employee onboarding process. I believe that the companies that take the time to properly onboard new employees are better places to work and perform better. Onboarding should be more than "here's your laptop, here's your desk, here's your boss." It should be at least a few weeks of getting ingrained in the values, culture, systems, processes, and rules. It should be learning about every part of the organization, the current operating plan, strategic priorities, management team, and more. Doing it right is hard but it pays off bigtime.
- One CEO that I have worked with for more than fifteen years once told me his HR leader was his most important senior executive. He said she was his "business partner." That's a great place to get to if you can get there. What is more important than your team, after all?
I hope those suggestions are helpful. They are based on what I've seen work and not work over the years.
In the Uber situation we also saw a failure in the "whistleblower process." This is a particularly hard process to get right. First of all most teams, whatever kind of team, don't really want "snitches." It is human nature to try to come together and support each other. And blowing the whistle is the exact opposite of that. So here are some things you can do to get this right:
- Train your organization about the situations that are particularly tricky; sexual harassment, drug and alcohol issues, fraud, etc. Teach everyone how to recognize them and what to do about them. Make it clear that they are EXPECTED to report these issues to management and that failure to do so is complicit behavior.
- Have some sort of whistleblower hotline. Often times the company General Counsel will manage this hotline. Make sure everyone knows about it.
- Enable anonymous feedback throughout the organization and explain when it is appropriate and when it is not. Obviously anonymous feedback has great potential for abuse. But it is often the only way you are going to get the most important feedback that nobody will share otherwise.
- Talk about this stuff in your all hands, regularly. I am sure this is a big topic this week but it should not get talked about only when something bad happens somewhere. This is something that should be discussed at least a couple times a year. Companies that scale rapidly can double in size in less than a year. So you have to talk about this stuff frequently to make sure everyone understands it. And make sure to clearly cover it in the onboarding process.
If you don't have this stuff worked out in your company, now is a great time to do that. Your employees are watching you.