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FNDN
• Building startup compensation practices that clear, fair and competitive.

FNDN Series
• Insights and interviews showcasing startup people and compensation excellence.

Startup People Summit
• The 1-day virtual summit delivering the playbook on modern practices for building and scaling your startup people practice.

How to Become a HR Consultant
• Sharing every detail of taking a business from zero to $500k in revenue per year.

Matt McFarlane

Thought I'd test out the new Claude HR skill... 

Guess our jobs are safe?

Building startup compensation practices 👉 Compensation Philosophy + Job levels + Salary bands.

After doing comp for a while, here's the 6 things I'd do immediately to get comp under control if I was a new Head of People.
 
I'm assuming you've come into a company where:
- Nothing exists
- You're the first people hire.
- There's <50 employees.
 
Yee-ha.﻿ Let's go.
 
1. Define a basic job level framework.
 
I'm talking basic basic.
 
Even something like: Jnr > Mid > Snr (+Founder = 4 levels).
 
That's all.
 
Just get a basic framework for distinguishing different role sizes. You can expand it later.
 
2. Level your people against the framework
 
- Jim = Junior
- Mary = Mid-level
- Tammy = Senior
 
Bonus points if you want to define the basis for putting them in those buckets (always good to have a rationale).
 
3. Build salary bands based on who you already employ (and pay)
 
Market data is nice but maybe not critical at this stage.
 
Instead: find the median salary at each job + level for the people you already pay
 
For example: junior software engineer.
 
See what the range is between lowest and highest paid.
Decide if it's too wide (20%+) or too narrow (<5%).
Congrats, you've got salary bands.
 
4. Define why someone is at the bottom vs the top
 
Important if you're going to mature these things. 

What dictates that someone is paid higher vs lower in your new band?
 
Don't have performance ratings or similar in place? Use something objective like tenure.
 
Not perfect, but a useful proxy in the short term (especially if you genuinely rate the people you've hired and kept).
 
5. Adjust your bands for hiring
 
Find your bands are holding you back in the market? Lift them.
 
Just remember to bring the current employees up with them.
 
Also make sure you're not accidentally compressing bands too close to one another, so lift the ones above and below, too.
 
6. Write all this stuff down (i.e. comp philosophy)
 
Help your people to understand how this stuff works.
- They'll appreciate it,
- You'll have more trust,
- And now questions can be answered a little more quickly.
 
Congrats, you have a halfway decent comp practice.
 
PS. let me know what is one thing you would add?

The best leader I ever worked with introduced themself with a ‘How to Work With Me’ guide. Here’s what it included — and why it worked so well.

I was new to the team, and so were they — I didn't know what to expect.
 
They didn't hire me — which led to feelings of:
- Would we get on together?
- Would they like me?
- What if they're a terrible boss?

But before we had a chance to connect over a call, something landed in my inbox and the inbox of each of their new direct reports.

It was a 'how to work with me' guide.
 
It introduced themselves and how they liked to work.

This was the first thing that set my impression.

- Not a flashy PowerPoint.
- Not a long-winded speech.
- Just a raw, honest doc.

The doc wasn't lengthy, but it was comprehensive — it covered things like:

• What they look for in their team
• How they like to communicate
• What great work looks like to them
• Their strengths and where they struggle
• How we could help them be better

They didn’t know us yet.

But this gave us immediate insight into who they were — and how to build trust and momentum quickly.

- There was no pressure to respond immediately.
- We read and digested it in our own time.
- And then we responded in kind.

That moment set the tone for our entire team culture.

We started sharing our own guides.
It encouraged us to do the same with our teams.
It scaled trust without needing synchronous time.

We talk a lot about onboarding processes and leadership styles.

Start here.

It’s simple, human, and unforgettable.

Have you ever received or written a ‘How to Work With Me’ guide?

I’d love to see your take 👇

If you're a People professional, your goal isn't to be liked, it's to be respected. Here's ten things I've seen teams do wrong, and the ten who get it right.
 
The true indicator of success in a People function isn't personal popularity, but creating a work environment that empowers its people.
 
Those that work work in People teams because they "like people":
 
1. Overpromise but under-delivers.
2. Give in to every demand.
3. Shy away from having difficult conversations.
4. Play favourites among people.
5. Avoids making tough decisions.
6. Avoids conflict at all costs.
7. Apply policies inconsistently, fearing backlash.
8. Side with popular opinion, not what's right.
9. Overlook performance issues.
10. Focused excessively on office parties and perks.
 
People professionals that earn respect:
 
1. Set clear expectations.
2. Take responsibility for mistakes.
3. Communicate effectively.
4. Balance employee needs with business goals.
5. Enforce policies fairly and consistently.
6. Handle conflicts professionally.
7. Supports addressing performance issues promptly.
8. Provides valuable, actionable feedback.
9. Develop effective training and development programs.
10. Uphold ethical standards at all costs.
 
The real currency in this profession isn't being liked, it's fostering an environment that enables employees to thrive.

What is one you would add to either of these?

Yesterday, ~900 people learned what to charge their clients as a HR consultant.

It's been the most uncomfortable part of my journey from in-house to a career that now earns me twice what my highest paid role ever did.

In this edition, I break down not only how to land on your rate, but the different pricing models I've used it for.

All in painstaking detail so you don't have to guess through it like I did.

And you can read it for free here: https://lnkd.in/gCrNXM-n

The god father of AI built a site that scores AI impact on jobs and, brb I'm going to re-skill as a Gardner.

Andrej Karpathy is one of the most influential AI engineers of the modern era — you can read more about him here: 

https://karpathy.ai/

He vibe coded a site that pulls US Bureau of Labor Statistics info and ranks their exposure to AI capability.

Check it out here:

https://lnkd.in/gYP-CXXy

HR Managers have an AI exposure of 7/10.

What's cool though is the brief description it gives on *what* will be disrupted.

And honestly, it's the parts I'm ok with being disrupted.

Check it out and let me know what you think and if you agree with its scoring.

I've rarely seen a careers page that actually made me want to apply.
 
- Stock photos
- Five values that could belong to any SaaS
- A culture paragraph that says everything and nothing
 
Meanwhile, the companies with real pull?

You hear about them because an employee jumps on LinkedIn and writes, "we just shipped this and I'm pumped"
 
If you're running the People function at a fast-growing SaaS and can't match Big Tech on salary, you know exactly why that matters.
 
The companies with pull have built something candidates already believe in before they've even applied.
 
In the coming edition of FNDN Series, I sat down with Lachlan Bradford, a brand and community builder in SaaS, and it reframed how I think about this for employees.
 
I'm breaking down the playbook in this week's newsletter.

Subscribe here (it's free): https://lnkd.in/gUTnpE_s

A lot of meetings could have been an email. Here's one of the best ways to filter the fluff.

One of the most powerful things I learned (way too late in my career) was how to become hyper efficient through meeting diligence. And there's one framework at the cornerstone of this.
 
It wasn't until I began working for truly remote companies that it dawned on me how much of an unlock it is to cull them wherever possible.
 
Historically, meetings were booked for anything and everything.
- Progress updates on projects/work.
- Regularly scheduled because someone decided it would be good to check-in.
- The ad hoc 'can I ask you something' that turns into a full blown half hour to an hour of your day - gone.
 
The fact is that these kinds of meetings kill the deep work necessary to deliver critical outcomes for you and your business. They distract you from true productivity, and harm your career in the process.
 
But then I was introduced to the POST framework — and we made it a pre-condition necessary for any meeting to go ahead had. 

The person who wanted the meeting had to include this acronym in the meeting request.
 
Here's what it stands for:

- Purpose: why are we having the meeting?

- Outcome: what goal should we accomplish by having this meeting?

- Structure: what are we doing in the meeting? Are we making decisions, or are we brainstorming something? what is everyone's role?

- Timing: how long is it going for and how does the agenda fit within this duration?
 
When you have to do even the most basic amount of work to even have a meeting you'd be surprised how many of the ad-hoc meetings fall away, and even the cyclical one's (each meeting needs to be justified).
 
Take this a step further.
 
If the meeting is a progress update, or is otherwise sharing information one-directionally, make it asynchronous and do it via written or video recorded update.
 
You'd be surprised how much faster things get done when you can read it and respond in your own time (with deeper thought or while listening at 2x speed).
 
It goes without saying that something like this needs to be adopted from the top down, but by piloting an approach and measuring the outcomes (reduced meeting time, improved output) you'd be surprised how easily the case stacks up to adopt this approach across a company.
 
Have you ever tried an approach like this at your company?

If Jeff Bezos says no team should need more than two pizzas, and AI means I’m now doing the work of a whole team — do I get both pizzas?

I speak to 100's of HR team's a year. Here's 5 steps the best ones are doing to embed AI.
 
Too many HR teams are either intimidated or overwhelmed when it comes to AI, and they're falling behind.
 
Instead, embrace the below steps and you'll be in the top 10% of People teams using AI.
 
1. Create dedicated, protected time
 
You can't just slap AI on top of your day job, or squeeze it in between meetings (duh).
 
The work you're doing today will always trump the deep focus time you need to be successful.
 
So carve it out, choose 1 of these:
- Commit 1-2 hours a day to AI, or
- Give 1 day a week to AI.
 
If you need to drop something to make this happen, do it. This must be higher priority than at least one thing you're team does or it won't get the attention it needs.
 
Protect the time, remove distractions — go into deep focus and spend it doing one of the things in the next step.
 
2. Time box it
 
If you're just starting out, commit to doing a short term blitz and then work out how to embed it longer term.
 
Here's a format you can steal:
 
6x week sprint:
 
Weeks 1-2: Focus only on learning/immersing yourself in what's possible

Weeks 3-4: Focus on testing the tools you saw in weeks 1-2

Weeks 5-6: Move from testing to actually building (what to build is covered in step 5)
 
3. Curate learning, don't create
 
There's so much free content available on using AI that you'd be crazy to spend money on it.
 
- Greg Isenberg
- Ruben Hassid
- Jeff Su 

These are just three (from dozens of) creators I love, who share genuinely actionable insights on embedding AI.
 
Spend time watching and seeing what can be done - this will get your brain subconsciously thinking about AI solutions for your team.
 
4. Empower your team
 
The key message here is: 'remove friction'
 
Time is a friction (tackled in step 1), but the second biggest one I see, is money.
 
Don't let budget be a blocker here.
 
If you're CEO wants you to embed AI practices (and you should to quit if they don't) — then securing a small budget is a no brainer.
 
There's so many tools - give your people a chance to trial a bunch of them and see what works.
 
Then:
- Keep the ones that work
- Remove the ones that don't
 
Don't make a big procurement process block game changing improvements.
 
5. Start small when building
 
Don't try to boil the ocean.
 
You won't be able to replace a HRBP in a week.
 
Instead, start small.
 
Pick the smallest workflow/process/interface under your remit, and start there.
 
Use your success here to build momentum and move up the value chain.
 
Don't let overwhelm and intimidation stop you from becoming a more effective People team.
 
Tell me, which step do *you* think is most important to embedding AI in People teams?

Even though my team smashed his team in the Great Debate on Pay for Performance, I actually agree with a lot of what James A Seechurn has to say.
 
So much so that after reading his book, I reached out to have him on the FNDN Series.
 
The book is 'What Pay Costs'.
 
It's incredibly good. The kind of book that makes you annoyed you didn't write it first.
 
I thought I grilled him for over an hour, poking holes in his idealistic views on how pay can work.
 
But actually, I just nodded along.
 
If you think most of the pay practices you see at work feel a bit broken — whether as a people professional, as an employee, or as a manager — this one's worth your time.
 
Subscribe to the FNDN Series to get a digest of the conversation, and a link to the full episode where we break it all down for you.
 
Join 5,500+ startup Heads of People here (it's free!):
https://lnkd.in/gUTnpE_s

Over the past 2 years I've been gradually refining my newsletter, written specifically for startup Heads of People. Lately, the investment has been paying off.

If you're the Head of People / CPO in a scaling company (50 to 500 people) 
👉 This is for you (it's free): https://lnkd.in/gUTnpE_s

Paying employees more money won’t motivate them.
 
But HOW you pay them will.
 
Here’s why
+ 4 steps to motivate your employees (without paying them more):
 
Employees don’t disengage because they want higher salaries.
 
They disengage because they see unfair pay practices.
 
When two people do the same job but one earns significantly more:
 
- Creates a lack of clarity on how pay decisions are made
- Makes pay feel random, not earned
 
But here’s where something interesting happens:
 
Double Demotivation Theory.
 
Double Demotivation Theory says there are two ways pay can make employees disengage:
 
1. People who believe they’re earning less than they should lose motivation.
 
That's the obvious one, but here's where it gets weird...
 
2. People who are being paid MORE compared to their peers ALSO lose motivation.
 
Now, this proves ONE thing:
 
It’s not just about more money. It’s about TRUST.
 
If people don’t trust the system, no amount of raises or perks will keep them engaged.
 
Fixing motivation doesn’t start with throwing more money at people.
 
It starts with paying fairly.
 
Here’s 4 steps to start paying fairly + keep your people motivated:
 
1. Have a clear, structured approach to pay
2. Make sure employees understand how salaries are set and why
3. Be transparent. Even if you don’t share every number, explain how decisions are made
4. Benchmark pay regularly. Ensure internal pay aligns with market rates — and that pay gaps aren’t eroding trust
 
TL;DR
 
Motivation doesn’t just come from bigger pay checks.
 
It comes from people knowing they’re being treated fairly.
 
People aren’t just demotivated by being underpaid.
 
They’re demotivated when they see OTHERS getting UNDERPAID. 
 
Pay fairly -> build trust -> drive motivation.
 
What’s one thing companies you'd like to see companies do today to make their pay practices feel more fair?

This is the most powerful tip I learned for growing a personal brand on linkedin:

You can just say stuff.

Block cuts 40% of workforce because AI - Stock pops 20%. Atlassian cuts 10% of workforce because AI - Stock drops 7%. 

Does the market think they should have gone deeper?

Or something else?

Senior People Experience Partner

9fin

Establishing a strategic People Experience function across the UK and the US, by implementing efficient operational processes, employee listening channels, impactful PX project management and delivery approaches, and drawing on best practices from Organisational Psychology.

People Experience Lead

Zone

Leading cross-functional teams through client engagements in employee experience strategy projects, focused on unlocking value through designing and enabling exceptional employee experiences.

Lead Employee Experience Strategist

Red Badger

Leading employee experience projects internally, alongside Product Strategy and UX Research client work.

Senior User Experience Designer

UX Designer

Tatts Group

WorkingMouse

UI/UX Designer

Croomo ~ Inspiring Learning Experiences

Interactive Designer

Apple

Specialist

Fulton Trotter Architects

Student Architect

I am an authentic and collaborative leader who specialises in enabling organisational performance by unlocking the power of people. I deliver innovative and impactful solutions through a co-creative, evidence-based, and iterative approach that leans on the principles of human-centred design, agile, and design thinking. I motivate people by creating a collaborative and partnered environment founded on continuous improvement. I empower people to be purpose-led, open minded, and curious by demonstrating compassion, integrity, respect, and showing a personal and professional commitment to diversity and inclusion

My expertise is in applying best practice from user experience design and organisational psychology to the world of work to design impactful employee experiences. I have worked on PX projects as a consultant for clients in the automotive, pharmaceutical, and banking industries, and in-house at a rapidly growing fintech scale-up. Today, I'm focusing on making the BBC an irresistible place to work.

Outside of my 9-5, I turn HR Professionals and People & Culture enthusiasts into Experience Designers. As a UXer turned PXer, I believe that for people functions to become truly people-centric and agile, they need to shed the limiting perception associated with 'HR' and become a strategic partner to the business by adopting a product-led approach to their work. I speak at industry events, and offer facilitation, coaching, and training to support you in transforming your approach to employee experience.

My work is often referred to in various ways: employee experience or people experience design, organisational development, culture design or culture change, employee engagement and listening, and employer branding.

Megan Trotter

1. Performance as a dirty word
2. Performance as results
3. Performance as personal best
4. Performance as thriving

1. Accountability is nonexistent. In the hopes of looking after everyone, no one is looked after. Without clear expectations, the company stagnates. The best people are the first to leave.

2. Outcomes matter; people don't. In the race for profitability, the focus is on delivery and sales. It might work for a while, but it creates a culture that canibalises itself through toxicity, burnout and turnover.

3. A focus on learning and effort. It feels nice, but looking after people can quickly turn into pandering at the cost of company growth. You end up with a team focused on individual gain rather than collective success.

4. Where true high-performance lies. Sustained excellence is achieved through a cultural focus balanced on outcomes, behaviours and capability. High expectations are paired with high support.

Which type of performance culture is your leadership team driving?

🐝 | UXer turned PXer | Speaker, Coach & Facilitator | Empowering leaders to unlock team performance through human-centred design

4 guiding principles for HR folks intentionally designing People Experience while scaling rapidly 

When doubling your headcount, it’s easy to become reactive, copying other organisations or asking the online HR community for suggestions.

But scaling successfully requires a PX design approach.

Here is how:

1️⃣ Be intentional:
🧩 Don’t work in isolation. If your People Experience efforts don’t support business goals, they’ll likely be cut when budgets get tight.
💡Be clear about your reasons. If you want to attract more candidates, make sure every decision strengthens your employee value proposition.

2️⃣ Integrate your work:
‼️ If you don’t understand your constraints, you’ll over-promise and under-deliver. 
💡 Look at the wider context. If your team needs to be online at 6 am to reach international markets, offering flexible working might cause more resentment than joy. Understand your workflow before announcing a new policy.

3️⃣ Co-create with your team:
🫱🏽‍🫲🏾 Designing for your people is guesswork. Designing with them is PX. 
💡Replace assumptions with real discovery. Hold focus groups to find out what employees actually want. You might be surprised, or at least you’ll have real data to guide your choices.

4️⃣ Keep improving:
🤦🏻‍♀️ Your first version won’t be perfect, and that’s okay. The "set and forget" mindset is the enemy of a great culture. 
💡 Treat your People programs like product releases. Test solutions, gather feedback, and iterate. Continuously measure impact and gather insights to refine the experience as the business grows.

📚 Ready to stop reacting and start designing? If you’re looking to bring UX and Product Management principles into your own practice, our PX Dojo White-Belt course is the perfect place to start.

Sign up for the next cohort here: https://lnkd.in/ggWvdFtc

Think back to a time when you were performing at your best. What was special about the team you worked in or the people you worked with?

I was listening to Tina Fey the other day, and she said the best team she's ever worked with was intentionally chosen because they would:
🙌 Create a healthy environment
⏰ Agree to humane hours
🙈 Avoid making trouble or causing chaos.

That last point made me giggle, but it was particularly interesting to me because, while I agree that those are fantastic criteria, they wouldn't necessarily be mine.

For me, I look to work with people who will:
🔄 Be reliable, even if it means working late occasionally to hit a deadline
💭 Think outside the box and seek inspiration from unusual places
⚠️ Challenge me even when it's uncomfortable
🥳 Value shared successes AND failures OVER individual wins & loses.

But everyone has a different definition of what a high-performing team looks like. 
Because everyone requires something different from their environment to perform at their best.

💬 I'd be curious to hear in the comments about what was different about the most high-performing team you've worked in.

To intentionally build a high-performing organisation, you need to be clear not only on what success looks like and the kind of people you need to hire to help you achieve it.
BUT ALSO
What your best people need from their environment to function at their best.

So, why not ask your team (or the candidate you're interviewing), "When you think back to the team you worked in that brought the best out in you, what was unique about it?"

Special mention to Jess Larsen who inspired me to write this post.

Have you had a leader who left a lasting impression on you?
Someone who made you feel like your experience mattered?
Like your views on how the company functioned were worth listening to?

I would love YOUR help finding 10 leaders who know how to build "A Good Hive" 🐝.
🎙️ people you think should be sharing their approach with the world.

They could be:
- A current or past leader
- A business owner/founder
- A CEO of a small or medium-sized company
- An incredible Head of 

Either way, they're the kind of person you want to emulate or nominate for an award, because they know how to create the kind of workplace where you can do your best work.

I'd love to invite these folks to speak on a podcast episode about:
🤩 The kind of hive they strive to build
🚧 What gets in the way of that
🥳 And something they're proud of to overcome those blockers

So here's my ask to my community:
- If someone comes to mind, please tag them
- If this resonates with you, send me a DM

My goal is simple: celebrate and share learnings from the BEST leaders building human-centred, high-performing organisations.

👇 Who do you think I should be talking to?

I was recently looking after my 6-month-old niece and watching her learn to crawl.

She would be happy sitting for a while until she spotted a toy out of her reach that she wanted.
Then she would lean forward and try to crawl, but inevitably get stuck and frustrated.
So I'd sit her back up, and the process would begin again.

Watching this play out made me think how much we take for granted how hard some skills once were.

Learning new skills takes persistence to push through the initial pain of not knowing what we’re doing. 
The desire to reach the goal must outweigh the discomfort of getting there.

The same is true for any change we go through in life. 
We have to allow ourselves to sit with the discomfort of being in the space between where we were and where we want to be.

This is especially true when you want to learn how to transition from traditional HR to People Experience.
When you’re looking to break the mould of the norm, it can feel like crawling.

People Experience involves applying UX and Product Management principles in HR to enable moving at a greater pace and having a more strategic impact:
• Understanding People Experience as a system
• Testing ideas in small, low-risk ways
• Making decisions based on evidence instead of trends
• Involving employees earlier in shaping solutions

Adam Axon and I have put together a 6-month cohort program to provide a safe space for HR leaders & builders to begin testing the fundamental mindsets required of a true PX approach. We've called it PX Dojo.

Beginning NEXT THURSDAY, we will host:
🔨6 × monthly 90-minute live workshops
📅 10:30am - 12:00pm on Thursdays (AEDT)
👥 With a small cohort of up to 15–20 peers
💰 $594 AUD + GST

Optional: add a humaneer+ membership for $100 (usually $199), which includes workshops, resources, and discounts.

Over 6 months we’ll cover:
1️⃣ March 26 - PX Overview + Maturity Check: Learn key shift to adopting the People Experience Design methodology and assess your current confidence level
2️⃣ April 23 - Iterative Making and Learning: Learn to practise small, low-risk ways of testing ideas and iterating quickly.
3️⃣ May 21 - Purposeful and Ethical Action: Make decisions guided by evidence and your values rather than trend-hopping.
4️⃣ June 25 - Design WITH, Not For: Use co-design and inclusive methods that bring employees into the process.
5️⃣ July 23 - Understanding the System: Explore how your organisation’s structures and habits shape people’s experience at work.
6️⃣ August 27 - Recap & Case Studies: Learn from other students’ experience of applying the learnings in practice & the impact

If you’re looking to learn how to apply human-centred design or product thinking to the world of HR, this is for you.

We’ve still got a few places left. Sign up for your seat here: https://lnkd.in/ggWvdFtc

I like to think of teams a little like beehives 🐝. The healthier the hive, the more successful the harvest.

An organisation's success isn't determined by its strategy, but by the health of the "hives" within it. Where does your team sit right now?

🔴 Apathetic: People have given up trying and are just trying to get by. Effort feels pointless. They don't leave because they think every team is broken.

🟠 Complacent: minimum People do the bare minimum. They can see others succeeding, but they don't believe it's possible for their team.

🟡 Competitive: There may be high levels of individual performance, but people are hoarding information. Leaders feel stuck playing go-between and managing team dynamics.

⬆️ THE CRITICAL SHIFT HAPPENS HERE ⬇️

🟢 Collaborative: The team is bonding over a shared mission. They stop trying to one-up each other and start valuing and celebrating collective successes.

🔵 Purposeful: Teams are focused on short-term, innovative and world-changing goals. They're in a constant state of flow that almost feels euphoric. 


Most leaders get stuck in the 🟡 Competitive stage, wondering why their 'star players' aren't winning the game for the whole team.

The goal is to break through to the 🟢 Collaborative stage - when team members stop fighting for themselves and start working in the service of the whole hive.


The most successful leaders recognise when a team isn't functioning at its healthiest and take daily action to move it to the next level.

I work with leadership teams to diagnose their team's current state of health and build a roadmap to improve it, so their team can do the best work of their lives.

📨 What is the health of your team looking like right now? 

Send me a DM, I'm curious to hear how you're levelling up your culture

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The Battle

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