Change and Hiring in Today's Economy

I’ve written about how start-ups have to create a proper foundation in the early days—just like a new home needs a good basic structure to ensure that it doesn’t collapse when you add a second floor, and the electricity still functions when you redo the living room. For a company, this foundation helps it create the constants that employees, customers, and partners can rely on amid the usual ups and downs that all companies go through. In my mind there are three key pillars for this foundation, none of which can be neglected: compliance, employee well-being, and accountability. In this part of the series, I want to explain why employee well-being is so critical. (To read parts one and two of the series, go here .) Defining What It Means for Your Organization  I believe that to a large extent the future of the workplace hinges on employee well-being, especially as remote working environments continue to blur the porous line between work and the rest of our lives. Companies that neglect well-being run the risk of increasing burnout and turnover and reducing productivity and engagement—all of which can severely hinder the growth of a startup. On the flipside, I’ve seen firsthand how early-stage companies that get it right are talent magnets. They create an environment where employees feel valued and are aligned and working hard to achieve the business vision. As fast as many start-ups are moving to keep their momentum going, it’s vital for their leaders to carefully think through what employee well-being means for them. It's not just a matter of offering benefits; it's about defining a stance on the various dimensions of how you’ll approach your employees’ overall health, happiness, and satisfaction with work. This should include physical, mental, financial, and even spiritual considerations. What dimensions do you include in your definition of well-being? What do your employees value and expect? What programs and policies help ensure it? And what trade-offs are you willing to make in other areas of the business to make it a reality? From my conversations, I know CEOs and leadership teams can struggle on how to even begin answering these questions. In response I’ve offered a relatively simple framework, with a few questions for each, to get the conversations started. Rich dialogue usually spiders out from here. Getting Started Purpose ( Emotional ): Many start-ups I’ve worked with do not take the time to define their Vision and Values and miss out on the power that clarifying their “why and how” can bring to an organization. Employees seek out and stay with organizations that connect to their hearts and minds – sharing what’s in yours will allow that to happen. 1. Why does the company exist? 2. What is its passion? 3. What characteristics and behaviors will each employee exemplify? Health ( Physical, Mental ): Setting the direction of your benefits offering should be a top priority for companies that wish to remain attractive to current and potential future employees. Most employees do not worry about or even understand their coverage, but need peace of mind knowing that it’s there when they need it most. Getting the programs AND messaging right is key here. 1. What do we want our benefits to “say” about how we treat our employees? 2. Do we have the right broker partner to help us maximize our programs while optimizing our budget? 3. How will we educate our employees to keep them healthy and happy? Pay ( Financial ): Good, fair pay is a cornerstone of your well-being strategy and a non-negotiable. Competitive packages attract and keep talent, provide employees the means to care for themselves and their families, and are often viewed as a measure of equity. Spending time here will help create an environment where employees feel valued, respected, and motivated. 1. What benchmarking methods are you using to ensure competitiveness in your talent market? 2. How transparent do you plan to be on company matters? How openly will you share and communicate your decisions about pay equity, for example? Moving Forward Once you have answered these foundational questions, then you can design the policies and launch the programs to make those broad strokes a reality. At a time when talent is more mobile than ever, having clarity about the well-being of your startup's team is a strategic move that fosters a positive work environment and fuels long-term success. In my next post, I’ll take a look at the final critical piece of foundation-building: accountability.

Our CEO, Greg Griesemer, recently had the pleasure of being featured on the Koridor Inc. podcast, Founders Korner. In this insightful episode, Greg shares his expertise on building a successful team for your startup, defining hiring goals, and mastering the hiring process to ensure your company's growth and success.