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The internet is full of HR advice. Most of it is written by people who have never set foot in a startup. They work at HR software companies marketing their tools, or they are enterprise HR veterans translating their experience into "startup-friendly" language. The problem is that startup HR is fundamentally different from enterprise HR, and advice that works at a 5,000-person company can actively harm a 50-person startup. The Enterprise Playbook Doesn't Work HereEnterprise HR is about maintaining systems. Startup HR is about building them from nothing. Enterprise HR optimizes for consistency and risk mitigation. Startup HR must optimize for speed and adaptability. Enterprise HR has budget, headcount, and established processes. Startup HR has none of these. The person building HR at a startup has more in common with a founder building a product than with an HR VP at a large company. They need to be scrappy, prioritize ruthlessly, and build for "good enough now" rather than "perfect eventually." Three Things Startups Should Stop Copying from Big Companies
What Actually Works
The best startup HR advice comes from people who have actually built HR functions from zero at fast-growing companies. Not from people who inherited a 200-person HR department and optimized it. When you're evaluating advice from a blog, a podcast, a consultant, or a peer, ask one question: Has this person done what I'm trying to do, in a context like mine? If the answer is no, take their advice with skepticism. Know a founder who is drowning in enterprise HR advice that doesn't fit their startup? Forward this to them. |
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Read on the website The last two editions of this “layoff analysis” series covered Block's 40% cut and Atlassian's 1,600-person restructuring. Both generated incredible feedback and conversations, so I'm keeping this going. This time, Snap is in the hot seat. If Block was a story about overhiring and Atlassian was a story about a broken cost structure, Snap is something worse: a company that keeps making the same workforce planning mistakes over and over again, repackaging each round with a...
The last edition, where I broke down the real reasons behind Block's layoffs, got a lot of great feedback and a few of you reached out asking me to keep going with this kind of analysis. So here we are. This time, Atlassian is in the hot seat. Like Block, Atlassian is not a startup, but the lessons buried in what happened there are directly relevant to anyone building and scaling a team right now. If anything, the Atlassian story hits closer to home for HR and people ops leaders because it...
Everyone Is Blaming AI for Block's 40% Layoff. The Data Tells a Different Story. I'm sure you've heard this news by now. Jack Dorsey cut more than 4,000 employees from Block, taking the company from over 10,000 people to just under 6,000. I wasn't planning on writing about this, but the conversation on LinkedIn and elsewhere has been dominated by fear, hot takes, and very little actual analysis. So I decided to dig into the data and share what I found, because the story the numbers tell is...