The keys to attraction and retention are transparency and process. Just like having a strong interview structure, Compensation structure is just as critical. 
Having clearly defined salary thresholds allows people to be comfortable with your environment while eliminating uncertainty in the minds of your employees.
Our guest today: Louis Beryl, Founder & CEO of Rocketplace
Louis Beryl is the founder and CEO of Rocketplace, a curated marketplace of high quality professional service providers. A 3x founder, investor, and board member, Louis began his tech career as a partner at Andreessen Horowitz and was also previously a YCombinator Partner part-time. Outside of being an entrepreneur and investor, Louis is an avid cook and has recently been perfecting his homemade pizza.
Today we discuss:
Benefits to establishing a compensation structure early on
4 step process to building a successful comp plan
Challenge today?
Setting a correct compensation structure
Disparity in salary
Miscalibrated pay system 
How to promote and compensate properly
Why is this important to the company?
Ultimately compensation to align with the values of the company
tighten range of cash & equity 
Wiggle room for negotiation
Tradeoff flexibility
Determine range of percentile before you start ( Netflix 110%)
Trade off on higher compensation is a recipe for disaster
Compensation is what does NOT determine the level
Provides organizational transparency
Manage expectations & promotions
When compensation changes, adjustments are across the organization 
How do we build a compensation structure into your company?
Talk about what values you have in your compensation package
People feel that teammates will be paid very similarly 
Build compensation Matrix
Cash, quality, bonus, etc
Determine levels
Functional areas
Collect data (compensation data)
Determines what percentile your organization is willing to pay
Leaders need to define what each level is
Interview process at each level
Promotion process
Live values through the interview process
Adjust the interview process according to the interview
Key Takeaways:
Think about what you value
Think about compensation in advance
Develop methodologies to allow the organization to scale
Guest Contact & Links:
Email: louis@rocketplace.com
Website: Rocketplace   Facebook   Twitter

The Secrets to Building a Transparent & Fair Compensation Structure with Louis Beryl of Rocketplace

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It’s human nature to get away from pain as quickly as possible. 
As painful as it is to have an open role, it is even more painful to fill that role with a person who brings more pain. And that pain is most often delivered in the form of the Wrong Person in the Right Seat. 
Today we are going to discuss what this means and how to have the patience to work through finding the right person for the right seat. 
Guest Bio: 
Jeff Leitman is the Founder and CEO of Rocksteady Corp. Rocksteady specializes in the production of the Rocksteady Stadium speaker system, renowned for its high fidelity and connectivity, and is distributed across North America. Family, team members, and creating a positive and supportive work environment are the foundations of the organization.
As a hands-on CEO, Jeff prioritizes the development and empowerment of his team, partners, and vendors, fostering sustainable long-term relationships. 
Problem:  
Right person = Aligns with company values, buys into the mission (value)
Right Seat = Skills & capacity to do the work
70% of successful hiring is Alignment …. 30% is skills
The focus is on the skills and stopping the pain quickly. 
100% focus on skills and hope it works out
Finding the patience to hire the strongest person requires discipline. Especially when there is a dire need to remove the work from your plate. 
Challenge today?
In a startup environment, how to define roles to fill first, and how to ensure that role is defined properly and filled with the right person.
Roles that need to be done but I can’t support or prioritize or don’t enjoy doing - finding people who enjoy their roles, are capable of filling the role, and who fit within the company culture.  
Marketing, Sales, Accounting… for me, this was part of the A-team I needed.  Creative, fulfillment, and supply chain 
I love this and thus don’t need a senior person as quickly.
Or I need help to do it better, and I can be a positive partner and influence in driving a good result.
Remain engaged in the role, even if you hate it.  Example:  I hated marketing, and hired people to do it for me.  It wasn’t until I learned to embrace it that it became effective.
Why is this important to the company?
Adding the right person is a force multiplier, and allows the company to grow at an accelerated pace.  Hiring the wrong person is the exact opposite, so be diligent.
Rick’s Nuggets:
Skills-based hiring is transactionalLow perceived value
Lower engagement
Biggest offer wins

Narrow focus- “Just fill this role quickly” Missing culture/value alignment 
Costs the company 3-7X the cash spentOpportunity cost loss
Productivity
Disengagement 


How do we solve the problem? 
Define the position in detail, and be sure the candidate hits all the “has-to-have” criteria.
Don’t be lazy, keep going.  Interview more people, check references, think of more questions.  Be certain.
Don’t overplay your emotional position in an interview.  Don’t fall in love with them (and see what you want to see), keep them talking.  You lose power when selling your company too hard and too soon.
Work ethic is as important as knowledge or skills.
Expose the elephant in the room. 
Check references, and ask the right questions - are they biased?  Were they good managers?  What was the result and reason for the separation?
What is their motivation?  Can you keep them motivated (financially, career path)?  And will they be happy employees?
Our process is not overly-formalized.  If employees do the first interview, I provide guidance and direction but encourage my managers to also have their own criteria (counterpoint discussion).
Rick’s Nuggets:
Strongest Person = Positioned well (desire) 
Core values aligned

Accurate Seat =Capacity to do the work and grow
Boost performance
Increase productivity

Key Takeaways that the Audience can plug into their business today! 
Adding the right person is a force multiplier, and allows the company to grow at an accelerated pace.  Hiring the wro

Interviewing Patience Right Person Force Multiplier with Jeff Leitman

Having a need often clouds reason. Especially when it comes to hiring and the interview process. There is work to be done and no one is doing it.
So you prioritize filling the gap with a warm body, rather than focusing on the right person in the right seat. How’s that been working out for you?? 
Short-cutting the interview process is never a good idea because when you do, It will most often bite you in the ass!
Guest Bio:
Bill Snyder is the CEO of digital health startup Vivante Health, the employee benefit for GI care. Bill works with Fortune 500 companies and large health plans, including Walmart and Cigna's Evernorth, to reduce GI-related healthcare costs. 
He secured a Series B fundraise in September 2023, which was led by high-profile VC firms Mercato Partners and Health Catalyst Capital. Bill’s success in various leadership roles has been a result of building strong teams and learning each day from those he is fortunate enough to work with.
Challenge today?
Moving too fast on hiring and not following a detailed process leads to poor hiring. Anytime you negotiate against yourself it never works out well
Deviation from the process does not end well either. 
Never skip steps

CultureClear about what they value and answer that they don't. 
What they are looking for and not looking for
Mission-driven organization
Why us?
Does align with the mission, not a fit

Why is this important to the company?
Culture is built by people at the company. Strong culture has been driven by the people
Engagement (#)

Rick’s Nuggets
Set people up for success even if it is outside
How do we solve the problem? 
Three things:1) Put process in place early 
2) Ensure there is transparency, collaboration, and accountability across the team for all hiring managers and all positions
3) Never settle

Plan on recruiting, interviewing, and ongoing cultural engagementHaving one
Healthy Job description- core themes, 
Put together the interview panel

Mission and Culture front and centerFormal presentation- evidence of the work
Feedback on the work
Interview for coachability 

Holding each other accountable with the processCollaboration with co-workers
Full visibility for everyone across the organization
Same process. 

Rick’s Nuggets
Job description- focus on them (WIFM)
Intense process - determined on what the business needs. Working session. 
Accountability- the process is a value chain for the candidate- attracts a
Key Takeaways that the Audience can plug into their business today! 
Start the process early and adhere 
Always include culture early
Guest Links:
LinkedIn:  Bill Snyder
Company:  Vivante Health
Facebook: Vivante Health
Instagram: Vivante Health
X: Vivante Health
Host Links: 
LinkedIn:  Rick Girard
Company: Intertru, Inc.
Podcast: Hire Power Radio Show & Podcast
Book: Healing Career Wounds (Amazon)
This show is Powered by Intertru

How Skipping Process Bites You With Bill Snyder

People like to join small organizations because they are challenging and fun. There are few rules to follow and very little red tape. 
As the company grows, it becomes necessary to formalize business processes. With process comes rules and before you know it… Poof someone gets shot in the eye and the Nerf guns get taken away.
Some might view this as a good thing, but the high performers who built the business do not. Take away the fun and they will just go somewhere else.
Guest Bio:
Steven Freidkin is the Founder and CEO of Ntiva, Inc., a full-service technology firm offering managed IT services including cybersecurity, strategic consulting, cloud solutions, and business process automation. Founded in 2004, Ntiva now has over 450 employees who serve over 1400 clients. 
Steven is an active member of a multitude of boards and organizations including Young Presidents Organization (YPO). He is a big believer in purpose-driven organizations and leads Ntiva with this in mind.
Problem:
Challenge?
The employee was shot in the eye
Solving the problem without taking the fun out of the workplace 
Out-of-the-box ways to keep things light, fun and enjoyable
Create cultures and environments that make things fun
Why is this important to the company?
The people team is to support and keep the company fun
Rules cannot be the default- 
Manage issues as exceptions
Decisions made understanding our purpose of growing people and our core values
Care
Ownership
Responsiveness
Excellence

Original mistakes are okay if made under this framework
Rick’s Nuggets
People appreciate the small things much more than work
When fun is a core value, it must be protected!
How do we solve the problem? 
Existence is to grow people
Core values are the framework 
Keeping the company fun
Being intentional
Being tolerate of only the outcome you want
As you scale, naturally create more structure/rules to limit liability
Limit the rock star talent because you are telling people they have to follow rules
Other ways to solve the problem
The best talent comes from company referrals 114 referrals in 2023 
Stories become things talked about and create referrals
Retained longer

Rick’s Nuggets
Retention is more important than compliance 
Attrition happens when people feel like they start feeling restricted and are no longer growing
Key Takeaways that the Audience can plug into their business today! 
Question every requirement- what are the other
You win talent by differentiating yourself from the competition
Aligned motivations around the why & purpose
Guest Links:
LinkedIn:  Steven Freidkin
Company:  Ntiva 
Facebook: Ntiva 
Host Links: 
LinkedIn:  Rick Girard
Company: Intertru, Inc.
Podcast: Hire Power Radio Show & Podcast
Book: Healing Career Wounds (Amazon)
This show is Powered by Intertru, Inc.

When HR Takes Away The Nerf Guns With Steven Freidkin

How do you change company culture when the values of the CEO evolve? 
We all understand that to grow as a company, people need to embrace change. Yet a lot of us fear change because it requires us to work on ourselves. Which is uncomfortable. 
But here is the truth, when you fear change the business will outgrow you and then change becomes inevitable!
Guest Bio: Jason Lippert, President & CEO of LCII
Jason has helped grow the company from $150 million in 2003 to over $5.1 billion  with over 12,000 team members world-wide.
Jason has initiated a cultural transformation within the company known as Everyone Matters. 
To stress a truly human culture in the business, he implemented a Culture and Leadership team who strives to grow the company’s team members through  coaching and working on personal and professional development.
 Problem:  
Changing culture StoryDidn't realize there was a problem until he was enlightened by Bob Chapman's Ted Talk (Truly Human Leadership)
allocating resources to culture development/change
Hired someone to own culture
2013 - 5k people

Challenge today?
A lot of tenured people resistedProduce good results, I don't need to change
Front lines of the business
Show up, get work done, and go home

A lot more personal transformationOne person was in a bad place in her life and was contemplating suicide.
Leadership cared enough to start working with her and demonstrated that they cared. 

Why is this important to the company?
Main driver He was working in a different space, running fast and hard
It felt empty
Praying to god to discover his purpose. 
Mentored by the speaker
Learned that there is a different way to win

Business ImpactMore people decide to show up here tomorrow. Compelling to be here 
High retention
Profitability from $1B-$5B over the 10-year span

Rick’s Nuggets
Core values are driven by the CEO 
How you act filters down
How do we solve the problem? 
Push into changeRequired leaders to get evaluated behind core values
Teaching becomes 
Attrition - terminations, resisting and bowing out. 
Had to exit some high-level leadership positions
Didn't want to be coached or change

88% of people work for a company that feels that the company does not care about themIt made sense to execute on culture that has an immediate impact
A lot of people bowed out
When they replaced the people who did not resonate with the culture did more damage than they realized
Every time a person left the company, people rejoiced
Fear of speaking up- They are always listening

Surprised himWinning more than before but impacting people in the community, people's lives
Transformation of people's family lives because they are treated better
How devastating bad leadership has on people's family lives

Rick’s Nuggets
Make the commitment no matter how much resistance
It has to be REAL 
You have to live the values
Key Takeaways that the Audience can plug into their business today! 
No matter how big, someone needs to own culture and leadership development. As serious as any other function of the business. Telling everyone that this is important to us
Take time to goal set with every person in the business- front-line team members
Brings passion and energy to the business - competitive advantage, people stay longer because they care more.
Guest Links:
LinkedIn: Jason Lippert
Company: Lippert Components
Facebook: Lippert
Host Links:
LinkedIn: Rick Girard
Podcast: Hire Power Radio Show & Podcast
Company: Intertru
Book: Healing Career Wounds - with HireOS Method
Follow the Hire Power Radio Show on LinkedIn. 
Guest referrals: andrea@stridesearch.com

Driving Culture Change with Jason Lippert

Core values are powerful. But core values driven by purpose are unstoppable! Today we are going to take a deep dive into an entrepreneur who has built not one but two highly successful businesses by not just living core values but tying purpose and giving back into the daily routines of the company. 
And their results have been extraordinary!  
Our guest today:  Jay Wilkinson,  Founder of Firespring, Bloom Growth & Do More Good Movement
Firespring—a Nebraska-based Certified B Corporation featured by Inc. Magazine as one of the Top 50 Places to Work in America. 
His TEDx talk on company culture has more than 1 million views. Currently, Jay leads the Do More Good Movement —an organization he founded in 2018 to help save capitalism. 
Jay appears on CNN and other news outlets discussing the important role that purpose-driven companies play in the U.S. economy.  
Problem:
Story:
One person- volunteering wasn't their thing. Ended up parting ways
Volunteering creates an issue that you don't have someone's back as you defer work to another person. 
Challenge today?  Why is this difficult to do? 
Aside from core values- tied to their purpose statement. A major part of the company ethos.
Candidates lie to themselves 
Core values (15 years)
Bring it every day
Have each other's back
Give a shit
Why is this important to the company?
Came from experience as a kid. Spending time volunteering and sharing the value with the people he works with. 
How it correlates to the business. Servant leadership mindset. They serve mostly non-profits. The could not serve their clients without walking the talk. 
Rick’s Nuggets
Core values are how people naturally operate
Purpose is the glue that satiates desire. Validates belonging
How do we solve the problem? 
Let’s start with Interviewing for Purpose Alignment
Interview question: Tell me about the last time you donated your time
Jay’s Formula:
Power of 3
1% topline revenue donated
2% of products and services are in kind given away
3% of people 1 full day a month
Volunteer hours- paid time off during work
Uplifting community 
Quarterly conversations
The manager asked for advice. Worked through the issue
Put the person on a PIP. 
The conflict was resolved by editing from the company.
Cover Anti-values- the act
Talk about it
A lot of nuance, a lot of gray
Part ways as soon as they know
How to identify it in the interview
Create dialog to get to know beyond the trite responses. 
Gotten really good at finding high performers who are introverts. 
Use the culture index, and ask questions to understand who they are. 
The company is powered by purpose
Values hall of fame
Rick’s Nuggets
You NEED to gain evidence that your purpose is important to them …. 
Unpeel the onion… dig deeper
The purpose of the interview is to “Understand the Truth”
Key Takeaways that the Audience can plug into their business today!  - (Values from guest)
Vet candidates for alignment with the company’s purpose and vision -- not just core values. People want (and need) to be part of something that’s bigger than themselves.
Define clear and precise job requirements - including skill, experience, and personality/attributes.
Use assessment tools to understand natural, inherent behaviors and modify questions to get at the heart of who the applicant is.
Create a great candidate/interviewee experience. If this applicant is not the perfect fit, but they have a positive experience, they’ll spread the word.
Screen to hire Learners, not Knowers. 
Guest Links:
LinkedIn: Jay Wilkinson
Companies: Firespring  Do More Good Bloom Growth
Host Links:
LinkedIn: Rick Girard
Company: Intertru
Book: Healing Career Wound
Follow the Hire Power Radio Show on LinkedIn to get the latest episode!

The Secrets to Building a Transparent & Fair Compensation Structure with Louis Beryl of Rocketplace

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