When Jamie and the two other co-founders started their tech startup three years ago, they dreamed of the day their product finally got a foothold and started to gain traction. It’s been a wild ride with all kinds of ups and downs, but that day is now here and things are really starting to explode with growth. The excitement and energy Jamie imagined would come with this day is all around, but so are some challenges Jamie didn’t really anticipate.
Up until this point, the co-founders added the initial team members slowly. Most of the earliest hires were people the founders knew already, some for years and years. Another one, a programmer with very specific experience, took longer to find and they really got to know that hire through the interview process. Hiring that programmer was a milestone as well because it finally put them at a point of getting actual office space and moving out of Jamie’s living room. The team was still pretty small though, and they could do company outings in two cars. At their weekly happy hour six months ago, they all still fit around one table at the local microbrewery.
Now, however, things are taking off and the staff size is ballooning. They started five new people just last week. Somehow, most of the HR pieces have ended up in Jamie’s lap, in addition to the parts of the company focused on product development that are actually in Jamie’s wheelhouse. In fact, the HR work is now taking up much more of Jamie’s time than the dev work. It’s not the best use of Jamie’s skill sets and Jamie is drowning in HR related paperwork and processes. They aren’t big enough to hire a dedicated HR person yet (at least according to their investors), so Jamie is stuck for now.
On top of all that, it’s a constant race to get all the new hires up to speed on things, to make sure they feel part of the company and not like they are outside the inner circle of the first few hires. Despite being part of their hiring process, Jamie forgot a new hire’s name the other day. It was embarrassing and made the employee uncomfortable. That’s not the experience Jamie wants for their team. Jamie and the other co-founders want their company to be a great place to work and one that is really beloved by their employees. They’ve talked about how to keep that family feel it used to have, but the recent growth is exposing some pretty big gaps in that ambition. It turns out, cultivating a great culture as you grow takes intentional work and sometimes that can get lost in the chaos of startup life. Jamie is worried if they don’t foster that culture, they may start to see turnover and further add to the HR workload. And Jamie knows who will be dealing with that workload.
Jamie needs a way to offload some of the HR work until there’s staff to handle it. Jamie needs a way to get the new hires on-boarded and integrated into the company quickly. Jamie needs a way to effectively build that scalable culture the co-founders dream of having in their growing company. And Jamie needs the solution all of this to be painless to implement.
Unitonomy is addressing challenges like Jamie’s with several tools designed to help teams that are growing rapidly work better together. Think of cultivating your org’s culture as an activity that produces compound interest: a few small actions with Unitonomy today will have a huge impact later and save loads of time down the road.
Case in point: on-boarding new employees. Imagine having the organization’s goals, mission, and values defined and coupled with stories from the people in the org who embodied these beliefs through their actions. A new hire walks in and is able to read through these stories and immediately appreciate how the organization’s beliefs are embodied. This is priceless because the new hire now gains this understanding immediately, instead of 12 months from now.