The Human Company Playbook for Startups

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THE HUMAN COMPANY PLAYBOOK v1.0 l u m i n a ry l a b s | l u m i n a ry- l a b s .co m | @ l u m i n a ry l a b s

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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 establishing 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-­riendly policies pay dividends in f 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 imperatives, and together, started writing a guide for the more human company. Follow­ng the i event, we curated examples from a diverse set of growth companies to form this playbook. While no single policy or company is perfect, it is our hope that this compilation 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

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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 Tr a jectory 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 Bibliogr aphy 27 Thank you 29

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Compensation 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. 4 of 29

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plated Equity 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. 5 of 29 f the art o ral p integ n mpt, e is a n-exe ploye ur no y em eve o s are eli “Ever we b mber me m… d Tea r team are ente Plate ent c s they ulfillm rce, a urly f resou t e the ho ortan ey ar t imp r…th r mos stome ou ur cu t to o any.” loses the c comp our ne of bo back

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Offerpop Have 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 company 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. 6 of 29 ed’ succe e all ds, w has ccee of us op su ach fferp ing. E en O y say “‘Wh catch y.” st a mpan ’t a ju isn he co e in t l stak a rea

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Pinterest Options Have Options for Your 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. 7 of 29 for asier ch e it mu de f the st ma one o in ve ju nts leave “We’ to onme bers envir mem iting got team recru ff we titive mpe ade-o ost co s a tr m that’ . But time of all ith.” ble w orta comf

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Ampush Savings 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 incentivised to contribute more. They’ve also partnered with advisors to offer informational sessions and webinars, and distributed helpful resources from their 401k partners. 8 of 29 our ng of ellbei ul he w helpf out t es ab ovide to pr h car us nt als. e wa m go “Amp nd w g-ter es, a ir lon the oye fit in empl reach bene uge em to is a h for th nt is n tools pone k pla com a 401 tching ding a ma Provi ding d ad lf, an itse e.” e cak on th icing

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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. 9 of 29

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General Assembly We 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 physicians, 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. 10 of 29 fun, n be gs ca er ke e es ploye and b ables nd em ong t tes a p a like andid tions “Ping dera und c consi ve fo e’ sts, ctical but w fits co e pra ene eciat he appr alth b and t ly he most onth e bill, ble m phon da thly affor r mon ee.” hei for fr ting t a sses elimin ur cla ake o y to t abilit

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Squarespace Keep It Simple THE COMPANY 508 employees, founded in 2004 THE POLICY Squarespace covers 100% of the premium for employees and their dependents, beginning the first of the month following their hire date. They cover both in- and out-of-network expenses, and provide global medical insurance 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. 11 of 29 s to lues i re va y’s co an alth ur he comp the to o s ne of tends oyee “O is ex empl all nd th suring if y, a ling en simpl enab y. By olic we’re nce p ppy, d ha ace.” insura orkpl hy an ealt he w ain h e in t rem uctiv prod to be them

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Thethe Pulse Muse Taking 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. 12 of 29 t our y tha pan a com age; us as t for cover rtan ood impo t of has g “It’s and ng ou opti lthy them is hea want team don’t y sive.” xpen rtainl it’s e we ce cause e be uranc ins

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Luminary Labs sick 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. 13 of 29 any ow m by h rised nts rp tly su onme envir nstan from ’re co e We “We h it.’ s com oug oyee er thr empl ow need new they ans ‘p time k me e the re sic hy.” tak whe healt m to the l stay urage an al enco we c te, so era recup to

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Etsy Be Happy THE COMPANY 757 employees, founded in 2005 THE POLICY Inspired by the country of Bhutan, Etsy publishes 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. 14 of 29 oyee empl any so m d of m g fro Instea issin ent. elem em, at’s m l t syst “Wh sona per men is the asure ys me value sur ve ndard t we sta wha ng a rds g out rofitti ckwa rin ret figu ed ba an by work eg nd we b ues.” any a e val mp thos a co st as asure mo e me ow w rds h towa

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allowing for life 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. 15 of 29

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Upworthy The 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. 16 of 29 time king ff’s hat ta ur sta ieve t for o y bel rtant rongl st impo “We rk is o rk.” rom w ir wo f the away ell as as w being well-

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Chartbeat It 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. 17 of 29 g an eatin in cr ieves ding bel s buil nely ean enui eat g that m rtb er y­ nd “Cha to ev ce, a ater rkpla that c e wo iv es.” es inclus ploye polici ith d em any w asone p to se a com terns our in from one

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Change.org Leave 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 culture of support, and attracting and retaining top talent, far exceeds the policy’s cost. 18 of 29 ates elimin ave tal le and ren d pa leave , pai paid erous of un p end “Gen rdshi to sp able ial ha sult nanc s are he re milie the fi ll fa en. T that a childr es new more ensur with e sed, stres nt tim hey e less porta im hen t es ar loye tive w t emp roduc re p is tha d mo d, an gage en rk.” o wo ack t me b co

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Traackr Stay 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, employees 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 department, 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. 19 of 29 es polici ork ote w and d rem hard on an ork cati we w ur va ize “O cogn ough t alth we re ct tha jobs, our refle rk.” ed to itt of wo omm side are c s out s live ne ha o ever y

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career trajectory 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 manager and peer reviews. Meanwhile, Birchbox celebrates career longevity with “stay interviews,” and SocialCode steeps new­ ies in the company’s b learning culture. At Managed by Q, senior leaders mop floors to understand what it takes for their team of cleaners to thrive. 20 of 29

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DigitalOcean Funding 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 development. All managers attend a 6-week interactive 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. 21 of 29 az­ an am ate to cre n is ant missio we w our ers, velop cause de r our “Be e for ce fo rien rienc expe expe ing azing n am ate a o cre t too.” yees o empl

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360i Down on Reviews Doubling THE COMPANY 800 employees, founded in 2004 THE POLICY Rather than annual performance reviews, 360i has twice-a-year reviews focused on personalized development in order to create career ownership. 360i also ensures cross-functional b knowledge sharing at a capa­ ilities 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. 22 of 29 ieve e bel ple. W is sim iple most princ is the iding ings nt? ee th ur gu “O n thr es wa loye ent o lignm r emp u o our that a t do o hat d Wha d? W tant: y nee r pan impo r com es ou at do Wh ?” need s client

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Next Jump Choose 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, determining 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. 23 of 29 You = etter e+B ke er M to ma ett is ‘B rder t in o antra a m ve th eed “Our belie e ach n s.’ W we e tter U lace, ally, Be hysic tter p be es p orld a urselv ng o the w ally.” etteri piritu nb nd s us o to foc ally, a ent ally, m ion emot

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Birchbox Happy Tribatical THE COMPANY 400 employees, founded in 2010 THE POLICY On their third anniversary, Birchbox employees receive an increase in equity, 3 consecutive 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 values. Development Opportunity is one of their top-rated engagement factors, and Birchbox actively cultivates a continued culture of learning and growth through its various programs. 24 of 29 s oyee empl term longd heir and t remin em nt to lue th ort e wa “W supp uly va e tr and uch w pany m com how o the ext.” t ions at’s n ibut t wh contr abou king n thin i them

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SocialCode Learn 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 employ­ es get to know e 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. 25 of 29 cape lands s the loyee nd emp can a gives t h ey gram pact is pro team im “Th d t he y and pan rst a n r com un d e to that large t the ing is ve a or be gram ill ha son f w ea s pro ger r d thi Its lar re an to cultu level. b o ok rning lea pen an o are a we ring t of f e de.” ab ou ialCo s a ll i Soc nding rsta unde

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Managed by Q Everyone 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. 26 of 29 the ne in veryo hat e tant t s into mpor t goe yi wha iticall ned stand t is cr “I s alig er ep u n und to ke zatio ni the appy orga etic to ents h path ur cli ld.” d em ing o n an mak the fie rk in zatio rgani ho wo o es w as an lleagu ur co s of o need

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Bibliography Benefits Design “How Google weighs all of its crazyawesome 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 “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 “An unusual new policy for working mothers,” with Midweek ‘Playdates,’” David Zax, Washington Post, Jena McGregor, 03/06/15 10/02/15 “Work Hard, Live Well,” Medium, Dustin Moskovitz, Dustin Moskovitz, 08/20/15 27 of 29

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Bibliography (cont’d) Diversit y “Managing unconscious bias.” Facebook Managing Bias. Compensation “Pinterest removes golden handcuffs,” Business Insider, Jillian D’Onfro, 04/02/15 “Silicon Valley leaders, new to social issues, “Starbucks to revise policies for its 130,000 come together over Indiana law,” New York baristas,” New York Times, Jodi Kantor, Times, Nick Wingfield, 03/31/15 08/14/14 “Behind the hype over Aetna’s minimum wage Career Tr a jectory “Why Top Fund Managers Want Better HR,” boost,” Fortune, Barbara Dyer, 01/20/15 WSJ, Lauren Weber, 09/08/15 “Corporate America strikes a liberal note on wages,” Politico, Brian Mahoney, 04/02/15 “Digital Taylorism,” The Economist, 09/12/15 28 of 29

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thank you partners We’d like to thank the individuals and companies 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 Interested in contributing to v2.0? Write us: humancompany@luminary-labs.com | #humanco 29 of 29

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