Employee Experience

I have a DEI secret… And it’s a big one. Ready? The accommodations I make for my neurodivergent team members… Also benefit my neurotypical team members. Ground breaking, right? 😏 I hear a lot about companies pushing back on accommodations, but I thought I’d show you just a few of the simple things we do here. I’ll use myself as the example, and let you see how it helps everyone. 👉 I like to sit on my legs and fidget in my chair. ✨ So we’ve got comfy chairs, wider than your standard office ones, for everyone. 👉 I regularly forget my breakfast or lunch. ✨ So we keep a fully stocked drinks fridge and snack cupboard. Open to everyone. 👉 Sometimes I find the main office overwhelming when I’m trying to focus. ✨ So we created two quiet workspaces in different rooms. Everyone can use them when it all gets a bit much. 👉 I used to get anxious about calling in sick and having to justify it to my old manager. ✨ Now? Just send a text. No explanations needed. If you say you’re ill, that’s enough. Applies to everyone. 👉 I had a habit of staying too late, sometimes working 3 or 4 hours longer than I should. ✨ So we finish at 4pm. And we mean it. Everyone is made to down tools and heads off. No late-night badge of honour here. I could go on, but you get the idea. There’s really no excuse not to make accommodations for your ND teammates. Because when you do… It makes things better for everyone.

Atlassian has been fully distributed for almost five years. We don’t have all the answers, but we’ve learned a lot about how to keep teams thriving across time zones—and we’re applying those insights every day.  ➡️ Asynchronous work: Async tools are at the core of how we operate. Confluence is our virtual hub where we share stories, celebrate new hires, and collaborate effortlessly. We also use Loom to share videos and give feedback on our own time—avoiding those dreaded “this could have been an email” moments. In fact, we’ve saved nearly half a million meetings using Loom! ➡️ Designing workdays: We’ve learned to structure workdays for focus, collaboration, and meetings (only when absolutely necessary). Teams work across no more than two time zones, ensuring at least four hours of overlap to get things done together. ➡️ Intentional connection: Data shows that real connection happens when teams meet regularly—not sporadically in an office. We provide Intentional Togetherness Gatherings (ITGs), curated experiences, and focused in-person time to collaborate. ➡️ Adapting for different needs: It’s not one-size-fits-all. For example, new hires and grads often benefit from more frequent in-person meetups, so we make sure to offer opportunities for them to connect early on. https://lnkd.in/g2sSbe3v

Remote teams don’t work? Here’s the truth: If your team needs constant watching... You’ve hired the wrong people. I've managed a remote team for 3+ years. Here’s what I’ve learned: 1/ The best people don’t need babysitting → They deliver results, not excuses. → Micromanagement kills trust. → Ownership drives real performance. → Accountability beats oversight. 2/ No commute means more growth → Extra hours for learning, not traffic. → Time spent on skills, not sitting still. → Work-life balance fuels productivity. → Efficiency replaces exhaustion. 3/ No office means no politics → Results matter more than appearances. → Ideas win, not egos. → Collaboration over competition. → Culture thrives without drama. Here’s how you can make it work: → Set clear KPIs that actually matter. → Monitor outcomes, not hours. → Document your process with Tango. → Give freedom to work where, when, and how. → Focus on impact—not desk time. Remote success isn’t about location—it’s about results. I started using Tango myself to streamline our workflows, keeping everyone aligned. For our remote team, it’s a game-changer. Why? Less explaining, more doing. ♻️ Repost and follow Justin Bateh, PhD for more.

ESOPs don’t always work, but when they do its magical 5000 Swiggy employees made around 9000 crores in the IPO Some would have made 100 cr plus Many many more would have made 10 cr plus Life changing money for most people and will enable risk taking and another 100 plus startups from this set If you are evaluating offers from startups with significant ESOP component, this is how you should evaluate it For an employee to make meaningful money through ESOPs, 2 things must happen: - Growth in company value - Employee friendly ESOP policies that ensures employees make money when company grows a) Growth in Company Value This is where employees need to think like investors Just like investors are particularly wary of what valuation they are coming in, entry valuations should matter for employees too ESOPs are allotted basis the current valuation The likelihood of a 10x growth in your ESOPs if you are joining a startup valued at 100 million $ is much higher compared to joining a startup already valued at 5 billion $ A 75 lakh ESOP allotment in a 1000 cr valued org with chances of a 10x growth could be a better offer than 2 cr ESOP allotment at a 20000 cr valued org with lower chances of future growth The second thing to judge is the business model and the likelihood of the business to grow( very important for Seed/Series A/B startups) b) ESOP Policies The startup ecosystem is full of stories where employees didn’t make money despite the company growing and having multiple liquidity events. Swiggy, Zomato are examples of great ESOP policy. Many companies have extremely shitty ones Here are the things that should matter most while evaluating policies: 1. Vesting Schedule: The standard is 25% vesting after every year. Any schedule which has higher vesting towards the later years is a red flag Vesting should never be performance linked If performance is bad, it is management’s responsibility to fire 2. Vesting on Leaving/Startups Exit: If you exit, you should retain all options that has vested If a startup gets acquired before all your options vest, there should be accelerated vesting 3. ESOP Communication: There should always be written communication( preferably through ESOP portal) Verbal communication for ESOPs is a huge red flag 4. Strike Price: Strike Price should be as low as possible( Re 1 ideally). This maximizes the value creation for the employee 5. Holding/Exercise Period: Converting options to shares is a major tax liability exercise. With limited exercise period, it becomes impossible for employees to exercise as it means paying up to 40% real taxes on notional capital gains in an asset class that is not liquid Ideally, holding period should be infinite for vested options, even after exit This enables employees to wait for liquidity events without incurring upfront taxation to be paid out of own pocket

Louder for the people at the back 🎤 Many organisations today seem to have shifted from being institutions that develop great talent to those that primarily seek ready-made talent. This trend overlooks the immense value of individuals who, despite lacking experience, possess a great attitude, commitment, and a team-oriented mindset. These qualities often outweigh the drawbacks of hiring experienced individuals with a fixed and toxic mindset. The best organisations attract talent with their best years ahead of them, focusing on potential rather than past achievements. Let’s be clear this is more about mindset and willingness to learn and unlearn as apposed to age. To realise the incredible potential return, organisations must commit to creating an environment where continuous development is possible. This requires a multi-faceted approach: 1. Robust Training Programmes: Employers should invest in comprehensive training programmes that equip employees with the necessary skills for their roles. This includes on-the-job training, mentorship programmes, online courses, and workshops. 2. Redefining Hiring Criteria: Organisations should revise their hiring criteria to focus more on candidates’ potential and willingness to learn rather than solely on prior experience or formal qualifications. Behavioural interviews, aptitude tests, and probationary periods can help assess a candidate's ability to learn and adapt. 3. Partnerships with Educational Institutions: Companies can collaborate with educational institutions to design curricula that align with industry needs. Apprenticeship programmes, internships, and cooperative education can bridge the gap between academic learning and practical job skills. 4. Lifelong Learning Culture: Encouraging a culture of lifelong learning within organisations is crucial. Employers should provide ongoing education opportunities and support for professional development. This includes continuous skills assessment and access to resources for upskilling and reskilling. 5. Inclusive Recruitment Practices: Employers should implement inclusive recruitment practices that remove biases and barriers. Blind recruitment, diversity quotas, and targeted outreach programmes can help ensure that diverse candidates are given a fair chance. By implementing these measures, organisations can develop a workforce that is adaptable, innovative, and resilient, ensuring sustainable success and growth.

When to Introduce Yourself on the First Day at Work: Upon Arrival: Introduce yourself to the receptionist or front desk staff as soon as you arrive. This helps you get familiar with the office environment and shows respect for those who facilitate your entry into the organization. Team Meetings: If there’s a team meeting or orientation session scheduled, this is an ideal time to introduce yourself. It's structured, and everyone expects introductions. Informal Introductions: Throughout the day, take the initiative to introduce yourself to colleagues in common areas like the break room or during lunch. This helps you start building relationships right away. Things to Keep in Mind: Be Clear and Concise: Your introduction should be brief but informative. Include your name, position, and a bit about your background or role. Body Language: Maintain eye contact, smile, and use a firm handshake if appropriate. This conveys confidence and openness. Listen: After introducing yourself, be attentive to the responses of others. Listening carefully helps you learn names and build connections. Order of Introduction – Who to Introduce First: Hierarchy Matters: Typically, introduce yourself to your immediate supervisor or manager first. They can then introduce you to others, or you can proceed with introductions. Peers: After your supervisor, introduce yourself to your peers and colleagues within your team or department. Cross-Departmental Colleagues: As you settle in, take the time to introduce yourself to colleagues from other departments, especially those you will work closely with. How to Introduce Yourself: Start with a Greeting: “Good morning/afternoon.” State Your Name and Position: “My name is [Your Name], and I’m the new [Your Position] here.” Provide a Brief Background: “I have a background in [Your Field], and I’ve previously worked at [Previous Company/Role].” Express Enthusiasm: “I’m really excited to be a part of the team and look forward to contributing to [Department/Company].” End with a Friendly Note: “If there’s anything I can assist with, please feel free to reach out.” Example: “Good morning, everyone. My name is Shivani Sharma, and I’ve recently joined as the new #CommunicationSkills Trainer. I have over 12 years of experience in #softskills training, and I’m thrilled to bring my expertise to our team. I’m really looking forward to collaborating with all of you. Please don’t hesitate to reach out if there’s anything I can help with.” A strong, thoughtful introduction leaves a lasting impression and sets the stage for positive interactions throughout your time at the organization. Dr.Shivani Sharma

Do you know what's going on with your team? Unfortunately, most managers don't. I got surprised more times than I care to admit. That stopped once I created my "pulse check." It's a simple survey I ran once a quarter to check on the vitals of my team and take proactive action. Here are the exact 11 questions I used: ✅ Mission 1. I understand and am motivated by the team's mission. 2. At least 80% of my work contributes directly to that mission. Logic: People need to feel connected to something bigger and that their work matters. Separating these two will help you prioritize communicating more vs. rethinking the work. ✅ Expectations 3. I know what is expected of me at work. 4. I have the tools, access, and support to meet my goals excellently. Logic: Everyone wants to win. Clear expectations show them how. If you’re cutting corners here, you’ll create a lot of headaches down the road. ✅ Engagement 5. I am energized by the important work I'm doing. 6. In the last seven days, I have received recognition or praise for doing good work. 7. In the last seven days, I have received constructive feedback to improve. Logic: I’m looking for both intrinsic and external motivators. And positive and constructive feedback is the signal that will keep them on the path. ✅ Growth & Development 8. I am clear and excited about how I can best develop. 9. I have consistent opportunities at work to learn and develop. Logic: I’m biased towards small teams of high performers. And high-performers are insatiable in their desire to grow into more impact. When this starts to decline, I’m quick to act. ✅ Supported 10. I feel cared for by my supervisor and colleagues. 11. I see a consistent commitment from my colleagues to doing excellent work. Logic: “What you do is who you are.” Unfortunately, I cannot be everywhere to see every action. When people no longer feel cared for or supported, I don’t have an engagement problem. I have a cultural issue. ****** Want a working template of my heatmap? Just sign up for my free newsletter: https://lnkd.in/eJs_eVWv You'll get this template + dozens more practical playbooks for free. It's time you stop managing and start leading. Systems don't just make this possible. They make your success inevitable. P.S. Repost to share this with your network ♻️. And follow Dave Kline for more great posts.

Should you try Google’s famous “20% time” experiment to encourage innovation? We tried this at Duolingo years ago. It didn’t work. It wasn’t enough time for people to start meaningful projects, and very few people took advantage of it because the framework was pretty vague. I knew there had to be other ways to drive innovation at the company. So, here are 3 other initiatives we’ve tried, what we’ve learned from each, and what we're going to try next. 💡 Innovation Awards: Annual recognition for those who move the needle with boundary-pushing projects. The upside: These awards make our commitment to innovation clear, and offer a well-deserved incentive to those who have done remarkable work. The downside: It’s given to individuals, but we want to incentivize team work. What’s more, it’s not necessarily a framework for coming up with the next big thing. 💻 Hackathon: This is a good framework, and lots of companies do it. Everyone (not just engineers) can take two days to collaborate on and present anything that excites them, as long as it advances our mission or addresses a key business need. The upside: Some of our biggest features grew out of hackathon projects, from the Duolingo English Test (born at our first hackathon in 2013) to our avatar builder. The downside: Other than the time/resource constraint, projects rarely align with our current priorities. The ones that take off hit the elusive combo of right time + a problem that no other team could tackle. 💥 Special Projects: Knowing that ideal equation, we started a new program for fostering innovation, playfully dubbed DARPA (Duolingo Advanced Research Project Agency). The idea: anyone can pitch an idea at any time. If they get consensus on it and if it’s not in the purview of another team, a cross-functional group is formed to bring the project to fruition. The most creative work tends to happen when a problem is not in the clear purview of a particular team; this program creates a path for bringing these kinds of interdisciplinary ideas to life. Our Duo and Lily mascot suits (featured often on our social accounts) came from this, as did our Duo plushie and the merch store. (And if this photo doesn't show why we needed to innovate for new suits, I don't know what will!) The biggest challenge: figuring out how to transition ownership of a successful project after the strike team’s work is done. 👀 What’s next? We’re working on a program that proactively identifies big picture, unassigned problems that we haven’t figured out yet and then incentivizes people to create proposals for solving them. How that will work is still to be determined, but we know there is a lot of fertile ground for it to take root. How does your company create an environment of creativity that encourages true innovation? I'm interested to hear what's worked for you, so please feel free to share in the comments! #duolingo #innovation #hackathon #creativity #bigideas

Your boss has been waiting for your 40th birthday. Not to celebrate—but to fire you. The uncomfortable truth about your job security. Bombay Shaving Company CEO Shantanu Deshpande just exposed why companies are firing their 40+ workforce first: - Higher salaries make them prime targets for cost-cutting - They're at the "golden phase" of their careers - They have maximum responsibilities with minimal savings The cruel math: - Home loans ✓ - Children's education ✓ - Parents' healthcare ✓ - Emergency savings ✗ World Health Organization reports 40% of these laid-off workers experience severe stress—especially in countries like India where middle-aged men are primary providers. I'm not sharing this to scare you. I'm sharing it as a wake-up call. If you're approaching 40 (or already there), you need three survival strategies: - Upskill aggressively in AI and emerging technologies—yesterday's expertise won't protect you tomorrow - Build a financial fortress—your emergency fund should cover at least 12 months of expenses - Develop an entrepreneurial mindset—the ability to create value independently is your only real security The corporate ladder you've been climbing? It's being dismantled from the middle. The loyalty you've shown for 15+ years? It won't save you when the CFO needs to trim costs. This isn't just about job security. It's about protecting your mental health, family stability, and future. Have you seen this happening in your industry?

✅ Survey Design Cheatsheet (PNG/PDF). With practical techniques to reduce bias, increase completion and get reliable insights ↓ 🚫 Most surveys are biased, misleading and not actionable. 🤔 People often don’t give true answers, or can’t answer truthfully. 🤔 What people answer, think and feel are often very different things. 🤔 Average scores don’t speak to individual differences. ✅ Good questions, scale and sample avoid poor insights at scale. ✅ Industry confidence level: 95%, margin of error 4–5%. ✅ With 10.000 users, you need ≥567 answers to reduce sample bias. ✅ Randomize the order of options to minimize primacy bias. ✅ Allow testers to skip questions, or save and exit to reduce noise. 🚫 Don’t ask multiple questions at once in one single question. 🤔 For long surveys, users regress to neutral or positive answers. 🚫 The more questions, the less time users spend answering them. ✅ Shorter is better: after 7–8 mins completion rates drop by 5–20%. ✅ Pre-test your survey in a pilot run with at least 3 customers. 🚫 Avoid 1–10 scales as there is more variance in larger scales. 🚫 Never ask people about their behavior: observe them. 🚫 Don’t ask what people like/dislike: it rarely matches behavior. 🚫 Asking a question directly is the worst way to get insights. 🚫 Don’t make key decisions based on survey results alone. Surveys aim to uncover what many people think or feel. But often it’s what many people *think* they think or feel. In practice, they aren’t very helpful to learn how users behave, what they actually do, if a product is usable or learn specific user needs. However, they do help to learn where users struggle, what user’s expectations are, if a feature is helpful and to better understand user’s perception or view. But: designing surveys is difficult. The results are often hard to interpret and we always need to verify them by listening to and observing users. Pre-test surveys before sending out. Check if users can answer truthfully. Review the sample size. Define what you want to know first. And, most importantly, what decisions you will and will not make based on the answers you receive. --- ✤ Useful resources: Survey Design Cheatsheet (PNG, PDF), by yours truly https://lnkd.in/ez9XQAk3 A Big Guide To Survey Design, by H Locke https://lnkd.in/eJWRnDRi How to Write (Better) Survey Questions, by Nikki Anderson, MA https://lnkd.in/eHpzr-Q6 Survey Design Guide, by Maze https://lnkd.in/e4cMp5g5 Why Surveys Are Problematic, by Erika Hall https://lnkd.in/eqTd-7xM --- ✤ Books ⦿ Just Enough Research, by Erika Hall ⦿ Designing Surveys That Work, by Caroline Jarrett ⦿ Designing Quality Survey Questions, by Sheila B. Robinson #ux #surveys