Principales

MUI aspires to nurture a high-performance culture where:

1. The example is set. Leaders inspire and motivate the team, leading by example.
   • Have company Values that is relevant to support the purpose of the company.
   • Have company Values that are executed by the leaders of the company; they are not aspirational.
2. Empowered.
   • The priorities should be set at the places where people are best positioned to make those decisions, so many should come from the bottom up.
   • Employees should feel empowered to work at their full potential.
3. Interdependability.
   • Psychological safety is essential to an organization's culture.
   • Your peers are reliable enough that you can trust them: feel that you know that they will come through with their end, you can do blind passes.
4. Growth. Teams are built on a strong growth mindset.
   • Co-workers you constantly learn from.
   • Structured recurring feedback Unleashing potential
   • Employee development conversations Unleashing potential

Performance management

Hiring success

1. At the offer stage.
   • We fill in a fit prediction score: ‣
   • We store Data in https://docs.google.com/spreadsheets/d/1fe9_Nnya0YA84prCJPI9Kqn0mlT_kSGNtPUlsY1pRnM/edit?gid=1909456576#gid=1909456576
2. 30 days in. Make sure there was some feedback after the first month.
   • ‣
3. 90 days in, hiring success survey.
   • The HiBob automation for the manager: ‣. It sends https://tally.so/forms/wdPkQK.
   • The HiBob automation for the new hire: ‣. It sends https://tally.so/forms/waGajb.
   • Data in https://docs.google.com/spreadsheets/d/1fe9_Nnya0YA84prCJPI9Kqn0mlT_kSGNtPUlsY1pRnM/edit?gid=1909456576#gid=1909456576
4. 110 days in, N+2 reviews with N+1 the data (3-4 months).
   • The HiBob automation: ‣
   • Guide: ‣

Benchmarks

• Netflix. On the value of increasing levels to support larger teams to overcome the added complexity:

  • https://www.slideshare.net/reed2001/culture-1798664. Slides 41 to 59:

  

  • They believe the right way to scale & to be world-class is to retain a good dose of a bottom-up approach to priorities, to stay rooted.
  • They want to grow with a high degree of interdependence, where people reach mastery in their own area of specialization, and we depend on each other to deliver.

• https://newsletter.pragmaticengineer.com/p/is-big-tech-becoming-more-cutthroat

  • Microsoft's managers use an “Impact designator” or “multiplier” to identify top performers. Allowing for spending raises, a stock-limited budget.
  • Amazon has an annual internal target of 6% unregretted attrition (URA)
  • Netflix. We ask them to apply what we call the “keeper test” — asking, “If X wanted to leave, would I fight to keep them?” Or “knowing everything I know today, would I hire X again?” If the answer is no, we believe it’s fairer to everyone to part ways quickly.

For Managers