Stanford GSB; General Partner, XSeed Capital
@robsiegel
Stanford Graduate School of Business
February 27, 2014
- Главная
- Разное
- Дизайн
- Бизнес и предпринимательство
- Аналитика
- Образование
- Развлечения
- Красота и здоровье
- Финансы
- Государство
- Путешествия
- Спорт
- Недвижимость
- Армия
- Графика
- Культурология
- Еда и кулинария
- Лингвистика
- Английский язык
- Астрономия
- Алгебра
- Биология
- География
- Детские презентации
- Информатика
- История
- Литература
- Маркетинг
- Математика
- Медицина
- Менеджмент
- Музыка
- МХК
- Немецкий язык
- ОБЖ
- Обществознание
- Окружающий мир
- Педагогика
- Русский язык
- Технология
- Физика
- Философия
- Химия
- Шаблоны, картинки для презентаций
- Экология
- Экономика
- Юриспруденция
HR Issues In a Startup :Team, Talent, Make/Buy/Rent, and More…. презентация
Содержание
- 1. HR Issues In a Startup :Team, Talent, Make/Buy/Rent, and More….
- 2. Agenda The Executive Team Technical Talent Compensation Philosophies Best Practices
- 3. Robert Siegel
- 4. Agenda The Executive Team Technical Talent Compensation Philosophies Best Practices
- 5. Executive Staff Your ability to scale is
- 6. Outlier Leaders Executives who come later
- 7. Agenda The Executive Team Technical Talent Compensation Philosophies Best Practices
- 8. Managing the Technical Function Make or buy
- 9. Truisms All that matters is if the
- 10. Agenda The Executive Team Technical Talent Compensation Philosophies Best Practices
- 11. Paying Your Team Pay what is fair
- 12. New Hires – Seed Stage Non-founding CEO
- 13. New Hires – Series A Non-founding CEO
- 14. New Hires – Series B Non-founding CEO
- 15. Other Data Sources and Perspectives… Title Range (%)
- 16. How to Divvy Up the Pie… Classic
- 17. Holistic POV Investors Employee pool It needs
- 18. Other Special Attributes of Executives Early exercise
- 19. Agenda The Executive Team Technical Talent Compensation Philosophies Best Practices
- 20. Best Practices Startups are not democracies
- 21. Other Random Insights Your team is a
Agenda The Executive Team Technical Talent Compensation Philosophies Best Practices
Слайд 5Executive Staff
Your ability to scale is directly related to the capability
of your direct reports
- Hard to get stars if you are unproven
Think athletic team
Vice Presidents
- Marketing
- Sales
- Engineering/CTO
- Product
- Hard to get stars if you are unproven
Think athletic team
Vice Presidents
- Marketing
- Sales
- Engineering/CTO
- Product
Слайд 8Managing the Technical Function
Make or buy or rent
Can you judge the
deliverables?
Throwing away the MVP
Finding a technical co-founder
- And if you’ve never worked together before…
Throwing away the MVP
Finding a technical co-founder
- And if you’ve never worked together before…
Слайд 9Truisms
All that matters is if the product works and is on
time
Hire people who have delivered and shipped product before
Development includes customers, product/market fit, QA, scalability
Hire people who have delivered and shipped product before
Development includes customers, product/market fit, QA, scalability
Слайд 11Paying Your Team
Pay what is fair (cash and stock)
Don’t overpay and
don’t underpay
Assume comp is an open book
There are best practices – you don’t need to reinvent the wheel
Assume comp is an open book
There are best practices – you don’t need to reinvent the wheel
Слайд 12New Hires – Seed Stage
Non-founding CEO – 4.0% to 8.0%
VPs –
1.5% to 3.0%
Directors – 0.5% to 1%
Managers – 0.2% to 0.4%
All others – < 0.2%
Directors – 0.5% to 1%
Managers – 0.2% to 0.4%
All others – < 0.2%
Слайд 13New Hires – Series A
Non-founding CEO – 4.0% to 6.0%
VPs –
1.0% to 2.0%
Directors – 0.4% to 0.8%
Managers – 0.1% to 0.3%
All others – < 0.1%
Directors – 0.4% to 0.8%
Managers – 0.1% to 0.3%
All others – < 0.1%
Слайд 14New Hires – Series B
Non-founding CEO – 3.0% to 5.0%
VPs –
0.75% to 1.3%
Directors – 0.3% to 0.6%
Managers – 0.1% to 0.2%
All others – < 0.1%
Directors – 0.3% to 0.6%
Managers – 0.1% to 0.2%
All others – < 0.1%
Слайд 15Other Data Sources and Perspectives…
Title Range (%)
CEO 5 – 10
COO
2 – 5
VP 1 – 2
Independent Board Member 1
Director 0.4 – 1.25
Lead Engineer 0.5 – 1
5+ years experience Engineer 0.33 – 0.66
Manager or Junior Engineer 0.2 – 0.33
VP 1 – 2
Independent Board Member 1
Director 0.4 – 1.25
Lead Engineer 0.5 – 1
5+ years experience Engineer 0.33 – 0.66
Manager or Junior Engineer 0.2 – 0.33
Слайд 16How to Divvy Up the Pie…
Classic startup – founders
Not all equal
Experience,
background, skillsets
Mix of title and position is less of an issue with a founding group
Aforementioned variables more important
It’s all about “t-comp”
Mix of title and position is less of an issue with a founding group
Aforementioned variables more important
It’s all about “t-comp”
Слайд 17Holistic POV
Investors
Employee pool
It needs to be refreshed after each round if
you take venture money
You will be diluted; get comfortable with it
Founders
What’s left over…
You will be diluted; get comfortable with it
You will be diluted; get comfortable with it
Founders
What’s left over…
You will be diluted; get comfortable with it
Слайд 18Other Special Attributes of Executives
Early exercise
Tax benefits
Vesting schedules
Accelerated vesting up front
if a founder
Acceleration on acquisition (double trigger)
Acceleration on acquisition (double trigger)
Слайд 20Best Practices
Startups are not democracies
HR from Day 1:
Informal feedback
360 degree reviews
Scott
Brady methods
Слайд 21Other Random Insights
Your team is a reflection of you
Saloner’s First Law
How
the CEO keeps his/her job
If there is a problem with the business, figure it out before your Board does
If there is a problem with the business, figure it out before your Board does
