Today we’re honored to have a guest post from a long-time friend and fellow HR practitioner. Jane Jaxon is the rockstar HR Director for a tech company in Boston. Learn more about her in the bio below the article.
Building a caring work environment and increasing talent density: compatible or mutually exclusive?
If you’re reading this entry for an answer, skip ahead to the comments section, because you definitely won’t find it here. The question is of critical importance to where we are as a company and I’m actively debating it in my quieter moments. People – their collective personality and their performance – are our differentiator in a tough tech market.
Is building a supportive environment a goal of your organization?
A little background: our company culture is built on integrity, ownership, simplicity, service and balance. We’ve strictly held to our core values in hiring decisions, resulting in a place that people enjoy working because they get to work with intelligent, driven and truly amazing people they care about. Our people also know that HR, the Leadership team and our co-founders care about them on a personal level, which is both a key to retention and to recruitment.
But to build a successful company that scales, we need the most talented team possible. Talent attracts and retains talent and builds a better product. There’s the idea that winning teams succeed because they have the best players on their team. Successful sports teams cut fan favorites to upgrade their roster and aren’t slow to trade away players when underperforming. It’s all understood as part of the business of winning. But it also feels very impersonal and at odds with the familial culture we’ve built.
Is there a happy medium? Can a company truly care about its employees while remaining committed to increasing the level of “A-players” on the team? How does one handle the model employee that just isn’t up to the task at hand?
As I shared, I’m not sure what the answer is, but I think it’s possible for a company to toe the line by investing in “coaching up” struggling employees, being clear about expectations and where the gaps are, and making a genuine effort to get people to where they need to be. To be sure, this requires a genuine commitment from the top of the organization and far more effort than any alternative, but I think it can and should be done.
There will always be cases where things just don’t work out. Treat departing employees with dignity, respect and honesty. Ask yourself, “Does this feel right?” Others in the organization will know if you gave the departing team member a fair shake to keep their job, and will take note of how you treated them on the way out. If you can navigate this maze, I think you can have both talent density and a caring corporate culture. Who knows what success awaits from that point forward?
About the author: Jane Jaxon is the HR Director of a high-growth tech company in Boston where she gets to focus on building a great workplace and scaling people operations. Jane’s favorite buzzwords of the trade are eNPS, talent density and (of course) people operations. She likes neither pina colada’s nor getting caught in the rain, but sure loves marathoning critically-acclaimed tv series, reading in the sun, plotting her fantasy football world domination and, lastly, keeping a stealthy social media presence. Find her on LinkedIn.