'How to Use Retention as a Hiring Metric' retention startuphiring
We engage in Servant LeadershipEvery time we hire for a role, we make sure someone in the company has done it first. This allows us to develop realistic KPIs that we can measure the success of the role against. We always set these KPIs aggressively, and everyone knows if that person is succeeding. This makes compensation and promotions very easy.
“Almost all internal hires are the result of a successful growth experiment, which makes this process easy: we run the test, track what worked, and decide if we should bring someone in to own the work full-time. The KPIs basically write themselves. Thinking ahead six or twelve months takes more effort, but having an idea of where a new hire should directionally grow makes a huge difference in our ability to coach, manage, and support new hires.
"It can be an expensive initial investment to acquire and implement a compensation tool as a young company, but in our experience, it's well worth it. A standard compensation approach that's built upon accurate data saves time — and obviously money — while simultaneously reducing the mental overhead and uncertainty that can come with extending offers to new hires.
“At the Developer Relations team the team has full ownership to drive their goals. Communication is key to getting everyone focused on the goals we want to achieve. To make sure things are going in the right direction it is important to make all relevant metrics visible and to talk about them on a regular basis. The leader is the data-driven enabler that serves their team getting to those goals.
We’ve experienced first-hand the numerous benefits of keeping our employees happy, invested, and interested in the work they’re doing. We not only keep growing our company, but also keep adding to an impressive roster of talent that will help us continue that trajectory.
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