@monoes/monomindcli 2.15.3 → 2.15.4

package/org-skills/chro-advisor/references/people_strategy.md

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+# People Strategy Reference
+
+Hiring, retention, performance, and remote/hybrid frameworks for each growth stage.
+
+---
+
+## Hiring Strategy by Growth Stage
+
+### Pre-Seed / Seed (1–15 people)
+
+**Who you're hiring:** Generalists who can do multiple jobs. Specialists are a luxury you can't afford unless the specialty is your core product.
+
+**The test:** Could this person be the 5th employee at a startup and thrive? If they need a defined role, clear process, and a manager — not yet.
+
+**Sourcing at this stage:**
+- Founder networks first (highest signal, lowest cost)
+- Angel List / Wellfound — self-selected for startup risk tolerance
+- Referrals from existing employees (offer a referral bonus from day 1)
+- GitHub / Dribbble / published work for technical roles
+- Avoid: Big job boards, recruiters (unless technical retained search for C-suite)
+
+**Interview process (keep it lean):**
+1. 30-min intro call (culture/motivation fit, comp alignment)
+2. Take-home or live work sample (2–4 hours max, paid for senior roles)
+3. 60-min deep-dive with founders
+4. Reference checks (3 calls, not emails — you want the real story)
+
+**Offer timeline:** Decision within 48 hours. Top candidates have multiple offers.
+
+**What to get right:**
+- Written job scorecard (outcomes expected in 30/60/90 days) — not a job description
+- Equity range disclosed in first conversation
+- No exploding offers. Pressure tactics lose good people.
+
+---
+
+### Series A (15–50 people)
+
+**The hiring shift:** You need some specialists now. First management layer emerges. First "culture carries" — people who reinforce what you want to become.
+
+**Critical hires at this stage (in priority order):**
+1. VP/Head of Engineering (if founder isn't technical)
+2. Head of Product
+3. First dedicated recruiter (when you're hiring > 10/year)
+4. First Finance/Operations hire
+5. Head of Sales (when product-market fit is real)
+
+**Building the recruiting function:**
+- First recruiter should be a generalist with hustle, not a specialist
+- Set up an ATS (Ashby, Greenhouse, or Lever) before you need it — not after
+- Create interview scorecards for every role
+- Track: time to fill, offer acceptance rate, source quality
+
+**Common mistakes at Series A:**
+- Promoting top ICs to management without management training
+- Hiring "brand name" executives who've never operated lean
+- Over-indexing on experience, under-indexing on trajectory
+- No onboarding process → 90-day regrettable turnover
+
+**Job scorecards (required for every role):**
+```
+Role: [Title]
+Reports to: [Manager]
+Start date: [Target]
+Why this role now: [Business case in 1-2 sentences]
+
+Outcomes (90 days):
+- [Concrete deliverable 1]
+- [Concrete deliverable 2]
+- [Concrete deliverable 3]
+
+Outcomes (12 months):
+- [Strategic impact 1]
+- [Strategic impact 2]
+
+Competencies (top 3 only):
+- [What, why it matters for THIS role]
+- [What, why it matters for THIS role]
+- [What, why it matters for THIS role]
+
+Comp range: [Base] + [Equity] + [Benefits summary]
+```
+
+---
+
+### Series B (50–150 people)
+
+**The scaling inflection point.** Tribal knowledge breaks. Process matters now. Culture requires deliberate investment.
+
+**What changes:**
+- Recruiters become specialists (technical, GTM, exec)
+- Manager training becomes non-negotiable
+- Performance management needs structure (not just "we'll know it when we see it")
+- Onboarding needs to scale without founders in every session
+- Comp bands become essential — people are comparing notes
+
+**Hiring velocity benchmarks (Series B):**
+| Function | Avg time to fill | Avg interviews | Benchmark offer acceptance |
+|----------|-----------------|----------------|---------------------------|
+| Engineering IC | 35–45 days | 4–5 rounds | 80–85% |
+| Engineering Manager | 45–60 days | 5–6 rounds | 75–80% |
+| Sales IC | 25–35 days | 3–4 rounds | 85–90% |
+| Sales Manager | 40–55 days | 4–5 rounds | 80–85% |
+| G&A (Finance, HR, Ops) | 30–45 days | 3–4 rounds | 85–90% |
+
+**Internal mobility:** By 50 people, start tracking internal promotion rates. Target: 20–30% of manager+ roles filled internally. If it's < 10%, your career development is failing.
+
+---
+
+### Series C+ (150+ people)
+
+**Professional management era.** Founders can't know everyone. Systems and culture carry what personal relationships used to.
+
+**HR function maturity required:**
+- Dedicated HRBPs per business unit (1:75–100 employees)
+- L&D budget (1–2% of salary budget minimum)
+- Succession planning for all VP+ roles
+- Structured calibration process for performance reviews
+- Total rewards strategy reviewed annually with board
+
+---
+
+## Retention Programs That Actually Work
+
+### What drives retention (in order of impact)
+
+1. **Manager quality** — Gallup: 70% of team engagement variance is explained by the manager. Fix managers first.
+2. **Growth trajectory** — People leave when they can't see their next role. Career ladders are retention tools.
+3. **Compensation competitiveness** — Being at P25 on salary is a slow leak. Audit annually.
+4. **Mission/product belief** — Especially for senior ICs. They want to work on something that matters.
+5. **Team quality** — "I stay because of the people I work with." True at every level.
+6. **Flexibility** — Location, hours, autonomy. Low cost, high impact.
+
+### What doesn't work (but companies do anyway)
+- Pizza parties and ping pong tables
+- "Perks" that substitute for salary
+- Annual reviews with no action on feedback
+- Forced fun events
+- Vague "culture improvement" initiatives without specific behavior changes
+
+### The 30-60-90 Onboarding Framework
+
+Structured onboarding cuts 90-day turnover by 50%+.
+
+**Days 1–30: Learn**
+- Complete admin setup (day 1, before lunch)
+- Meet all key stakeholders (scheduled by their manager, not on the new hire)
+- Understand: business model, current priorities, team processes, how success is measured
+- No deliverables expected. Learning is the job.
+- Weekly 1:1 with manager: "What's confusing? What do you need?"
+
+**Days 31–60: Contribute**
+- First real project (scoped to be completable)
+- Present findings or work to the team
+- Identify one process that could be improved (observation only — don't fix yet)
+- 30-day check-in: formal feedback from manager
+
+**Days 61–90: Lead**
+- Own a deliverable end-to-end
+- Offer one specific improvement recommendation with data
+- 90-day review: mutual assessment — manager on new hire, new hire on onboarding
+- Set 6-month goals
+
+### Stay Interviews (underused, high ROI)
+
+Run with every employee once per year. Not their manager — HR or skip-level.
+
+**Questions that surface real risk:**
+- "What's keeping you here?"
+- "What would make you consider leaving?"
+- "What's one thing your manager could do differently?"
+- "Is your role what you expected when you joined?"
+- "What career path do you want? Are we helping you get there?"
+- "Are you fairly compensated? Do you know how you'd get a raise?"
+
+**Act on answers within 30 days or don't ask.** Unanswered feedback is worse than no feedback.
+
+### Exit Interviews — What to Actually Learn
+
+Skip the happiness survey. Ask these:
+- "When did you first think about leaving?"
+- "Was there a specific event that triggered your decision?"
+- "What could we have done to retain you?"
+- "Where are you going and why?" (What does the other offer have that we don't?)
+- "Would you recommend us as an employer? Why or why not?"
+
+Track exit themes by manager. If one manager's exits cite "micromanagement" three times — that's data.
+
+---
+
+## Performance Management
+
+### The System That Works
+
+**Continuous > annual.** Annual reviews with no mid-year touchpoints are theater.
+
+**Structure:**
+- **Weekly 1:1s** (30 min): blockers, priorities, relationship
+- **Monthly check-ins** (1 hr): progress against goals, feedback exchange
+- **Quarterly reviews** (formal): written self-assessment + manager assessment + goal revision
+- **Annual calibration** (rating + comp): cross-manager calibration session, then individual conversations
+
+### Calibration Sessions
+
+**Purpose:** Prevent manager bias. Ensure "exceeds expectations" means the same thing across teams.
+
+**Process:**
+1. Managers submit preliminary ratings independently
+2. HR facilitates 2-hr calibration with all managers in a function
+3. Managers must justify outliers (top and bottom)
+4. Ratings adjusted for consistency
+5. Managers deliver final ratings with rationale
+
+**Distribution guidance (enforce with calibration):**
+- Exceptional (5): < 10% — if everyone's exceptional, no one is
+- Exceeds (4): 20–25%
+- Meets (3): 55–65%
+- Needs improvement (2): 8–12%
+- Underperforming (1): 2–5%
+
+### Managing Underperformers
+
+**The most avoided management task. And the most damaging when avoided.**
+
+High performers notice when underperformers are tolerated. They leave.
+
+**The 4-step framework:**
+
+**Step 1: Diagnose before acting** (Week 1–2)
+- Is this a skill gap (can't do it) or a will gap (won't do it)?
+- Skill gap → training, clearer expectations, different role
+- Will gap → direct feedback, clear consequences, then PIP
+
+**Step 2: Direct feedback conversation** (Week 2–3)
+- Specific: "Your last 3 sprint deliveries were 40% incomplete"
+- Not: "You're not meeting expectations"
+- Document. Send written summary after every feedback conversation.
+
+**Step 3: Performance Improvement Plan (PIP)**
+Required when: two rounds of direct feedback haven't produced change.
+
+PIP structure:
+```
+Name: [Employee]
+Manager: [Name]
+Date: [Start]
+Review date: [30/60 days out]
+
+Current performance issues:
+- [Specific, observable behavior with examples and dates]
+- [Metric not met: target X, actual Y for Z weeks]
+
+Required improvements:
+- [Specific, measurable outcome 1] by [date]
+- [Specific, measurable outcome 2] by [date]
+
+Support provided:
+- [Training, coaching, additional resources]
+
+Consequences if not met: [Role change / separation]
+
+Check-in schedule: [Weekly with manager + HR]
+```
+
+**Step 4: Exit or role change**
+- If PIP milestones not met: proceed to separation
+- Don't extend PIPs indefinitely — it's unfair to the employee and the team
+- Offer a graceful exit where possible: "This role isn't the right fit. Here's a package and a reference."
+
+**What not to do:**
+- "Quiet manage out" without clear feedback (legally risky, unfair)
+- PIP as a formality before termination (if you know you're firing them, just do it)
+- Tolerating underperformance "because we're understaffed" (it makes understaffing worse)
+
+---
+
+## Remote / Hybrid Strategy
+
+### The question isn't "remote or not" — it's "what kind of collaboration does our work require?"
+
+**Work type taxonomy:**
+| Work type | Remote-compatible? | Hybrid compatible? |
+|-----------|-------------------|-------------------|
+| Deep individual work (coding, writing, analysis) | Yes | Yes |
+| Async collaboration (code review, doc review) | Yes | Yes |
+| Synchronous problem-solving (debugging, design) | Yes (video) | Yes |
+| Relationship-building (onboarding, new team) | Harder | Yes |
+| Executive alignment, strategy | Harder | Yes — quarterly in-person |
+| Sales (enterprise, relationship-based) | No | Depends on market |
+
+### Making Hybrid Work (Not Just a Policy)
+
+**The failure mode:** "Hybrid" = go to office on Tuesday/Thursday, but no one coordinates, all meetings are still Zoom anyway.
+
+**What actually works:**
+
+1. **Anchor days with purpose** — Office days should have things that require the office: workshops, team rituals, whiteboarding sessions. Not just "presence."
+
+2. **Async-first culture, not async-only** — Document decisions. Write things down. Use Loom for walkthroughs. Reduce "quick sync" meetings.
+
+3. **Equal experience for remote participants** — If some are in the room and some are on video, the remote folks are second-class. Either everyone's remote or set up rooms properly.
+
+4. **Manager standards for remote teams:**
+   - 1:1s are non-negotiable (video, not async)
+   - Over-communicate on priorities (people can't absorb hallway context)
+   - Write down decisions (remote employees miss casual office decisions)
+   - Recognize work publicly (Slack shoutouts, all-hands wins)
+
+### Remote Compensation Philosophy (pick one, be explicit)
+
+**Option A: Location-based pay**
+Pay based on where the employee lives. Lower cost in lower-cost markets. Harder to hire in high-cost cities.
+
+**Option B: Role-based (location-neutral)**
+One band for each role regardless of location. Simpler, more equitable. Higher overall payroll cost.
+
+**Option C: Zone-based**
+Define 2–3 geographic zones (e.g., Tier 1 cities, Tier 2 cities, international). Set bands per zone. Common at mid-stage startups.
+
+**The wrong answer:** No stated policy, and every offer is negotiated individually. Creates pay equity problems fast.

package/org-skills/churn-prevention/LICENSE.txt

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+MIT License
+
+Copyright (c) 2025 Corey Haines
+
+Permission is hereby granted, free of charge, to any person obtaining a copy
+of this software and associated documentation files (the "Software"), to deal
+in the Software without restriction, including without limitation the rights
+to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
+copies of the Software, and to permit persons to whom the Software is
+furnished to do so, subject to the following conditions:
+
+The above copyright notice and this permission notice shall be included in all
+copies or substantial portions of the Software.
+
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+SOFTWARE.