Human Resources

Here are our expectations for Human Resources to maintain an efficient and positive team atmosphere.

Soundspace's Cultural Standards

• Commit to Collective Success

• Drive With Data

• Embrace Radical Inclusivity

• Continually Innovate and Improve

Human Resources Agreement

We all sign an H.R. agreement at the beginning of work with Soundspace. This is how we handle issues between employees. Please reach out to [e-mail] with any confidential issues you'd like to bring up and have mediated by Human Resources. If the issue is with CEO, Richard Anderson, please keep him accountable by reaching out to cofounder Aaron Hogan at [e-mail]

Expectations of Managers

1. We need to be sure each person Gets It, Wants It, and has the Capacity to do their positions. You are responsible for determining these scores for your managed workers every month and discussing them with your manager on the Accountability Chart. Executives have a once-per-quarter meeting to track these scores across the organization which is when red flags for hiring and firing are created.

2. Individual meetings with direct reports are required at least once per month to discuss their metrics and areas of strength and weakness. This should be tied directly to their impact on Key Performance Indicators for the Quarterly Rocks. This meeting should also include a look at deadlines missed and be an active discussion of the accountability system of deadlines. To be clear, one missed deadline is a flag, two is a warning, and three is an executive intervention to enhance the position temporarily while a new solution or hire is found. This doesn't necessarily mean the employee missing deadlines is or will be fired, but momentum is important to maintain.

3. Managers are responsible for keeping track of weekly employee output. You will need to grade each direct report's output each week from 0 to 100 and clarify your expectations surrounding the consistency of their output. These scores need to be shared with the employee each Friday for immediate feedback on output to do course corrections for the following week. Based on these scores, managers are solely responsible for rehabilitating and helping workers to increase their scores with no direct duty to report those scores unless actively seeking to fire the employee from the position in addition to the 1st and 2nd tenants above. The broad scorecard for each area will be expressed as Green, Yellow, or Red on L10 meetings to executives with no specifics on employees and an action plan for improving red or yellow scores will be asked of the manager presenting these scores. Transparency and speed of feedback are what is emphasized here.

Expectations of All Workers

1. Work by the Core Cultural Standards first and foremost.

2. Speak your truth and leverage open communication with your manager and leaders. Executives and managers are servants to workers to help you maximize your happiness and impact.

3. You are expected to interact with your direct manager once per week to learn your work output score and correct for any differences between expectations and output. This can be in any format you and your manager prefer. We are aiming at speed of feedback and transparency with this system. These scores will let you both communicate with each other surrounding expectations and output.

4. You are expected to interact in a video call or in person with your manager once per month to go over strengths and weaknesses as we head towards our Quarterly Rocks together.

5. You are expected to interact with your direct manager or executive once per quarter to go over your position fit and career goals at Soundspace to help managers align on an ideal path for your career.

Our Story Thus Far

TBD by Ricky

Excuses Board

• "I didn't have enough time."

• "Priority leaking due to task waterfalling."

• "Miscommunication."

• "Spiderman meme when it comes to who was responsible."

• "Family emergency."

• "Pet emergency."

Hall of Champions of Cultural Values

• Q1 2024

  • Commit to Collective Success = Seth Borneman in Accounting

  • Drive With Data = Marcelo Tapia in Marketing

  • Embrace Radical Inclusivity = Brad Wrigley in Customer Support

  • Continually Innovate and Improve = Mike Rendel in Sales

• Q2 2024

  • Commit to Collective Success = ?

  • Drive With Data = ?

  • Embrace Radical Inclusivity = ?

  • Continually Innovate and Improve = ?