THE HUMAN

COMPANY
PLAYBOOK
v1.0

l u m i n a ry l a b s | l u m i n a ry- l a b s .co m | @ l u m i n a ry l a b s

Forward
In April 2015, Luminary Labs convened a
broad cross-section of founders, thinkers,
and doers for a lively discussion on how
employee-favorable policies are shaping
21st century business models.
Recently, major corporations have radically
rethought how they do business by establishing livable wages, developing creative
equity plans, offering paid parental leave
policies, and even pulling out of an entire
state in protest of discrimination. In addition
to sending a strong signal that people come
first, these organizations are also making
an economic argument to investors that
employee-friendly policies pay dividends in
reduced turnover and improved business
outcome. But what about small companies,
and what about startups?

Over the course of the evening, we discussed

the forces behind this sea change, generated
examples of new and creative business imperatives, and together, started writing a guide
for the more human company. Following the
event, we curated examples from a diverse
set of growth companies to form this playbook. While no single policy or company
is perfect, it is our hope that this compilation will provide practical examples for the
startup community.
We see this playbook as a living document,
and look forward to hearing how your com
pany is meeting this 21st century mandate.
Sara Holoubek
CEO & Founder
Luminary Labs

Table of Contents
Compensation
4
Plated: Equity for All.............................. 5
Offerpop: Have a Stake in Success.......... 6
Pinterest: Have Options for Your Options.... 7
Ampush: Savings that Grow.................... 8
Health and Wellbeing
9
General Assembly: We Have You Covered...10
Squarespace: Keep It Simple................. 11
The Muse: Taking the Pulse................... 12
Luminary Labs: Sick Means Sick............. 13
Etsy: Be Happy................................... 14
Allowing for Life
15
Upworthy: The Value of Downtime......... 16
Traackr: Stay Flexible........................... 17
Chartbeat: It Takes a Village................. 18
Change.org: Leave When You Need It.... 19

Career Tr a jectory
20
DigitalOcean: Funding Learning............. 21
360i: Doubling Down on Reviews.......... 22
Next Jump: Choose your Leaders........... 23
Birchbox: Happy Tribatical.................... 24
SocialCode: Learn the Code................. 25
Managed by Q: Everyone Cleans......... 26
Bibliogr aphy

27

Thank you

29

Compensation
For the companies in this section, compensation
is more than a paycheck. Plated and Offerpop
have made it possible for every employee to
have a stake in their success through access
to equity. Pinterest has shown that progressive
equity plans make it easier for team members
to share in the rewards of growth. Ampush
has found that supporting financial goals through
401k savings plans is both feasible and valued
by employees.

4 of 29

plated
Equity for All
THE COMPANY
400 employees, founded in 2012
THE POLICY
Plated offers full-time, non-exempt, hourly
employees in their fulfillment centers the
opportunity to participate in an Equity Stock
Options program, at no cost to them, subject
to a minimum eligibility period.
HOW THEY DO IT
Plated administers this plan themselves, rather
than using outsourcing services. They believe
its important to provide a tailored approach
to educating all employees on how the Equity
Stock Option Plan is structured and managed,
and its potential value.

5 of 29

of the
t
r
a
gral p
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,
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an
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ploye
ur no
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am
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urce,
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bo
back

Offerpop
Have a Stake in Success
THE COMPANY
135 employees, founded in 2005
THE POLICY
Offerpop provides options to every employee
as part of their initial offer. Options vest over
4 years, with 1-year cliff vesting and then
monthly vesting afterwards. The 4-year schedule
rewards employees who stick with the company for the long haul, in addition to grants
based on tenure or performance.
HOW THEY DO IT
Offerpop uses Anvil to automate their stock
option administration process. They offer
sessions for new hires explaining what an
option is, with a focus on making employees
comfortable asking options-related questions.

6 of 29

eed
c
c
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ll
we a
,
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s has
succe
u
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fferp
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chy s
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ny.
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just a
p
a
m
t

o
isn
the c
n
i
e
l stak
a rea

Pinterest
Have Options for Your Options
THE COMPANY
700 employees, founded in 2010
THE POLICY
People who have worked at Pinterest for at
least 2 years and decide to leave for any
reason are given 7 years to exercise their
options instead of the usual 90 days.
HOW THEY DO IT
Pinterest started by gaining alignment on their
philosophy around retention and equity. They
offer some questions other companies should
ask themselves: Do you believe that equity
is part of annual compensation and that your
team should have access to it early? Or do
you believe that its intended to be a reward
only if and when the company goes public
or gets acquired? This philosophy will drive
the decision.
7 of 29

r for
e
i
s
a
uch e
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ade
of the
m
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ve in
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ents
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e
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Ampush
Savings that Grow
THE COMPANY
150 employees, founded in 2009
THE POLICY
Ampush offers both traditional and Roth 401k
options for full-time employees, and Ampush
matches $0.50 per $1.00 up to 4% of the
employees base annual salary with an auto-
increase of 1% match each year (100% vested).
HOW THEY DO IT
Their plan began in 2014 with balance of
$0, and they grew it by implementing auto-
enrollment and providing an employer match
structured so that employees would be incentivised to contribute more. Theyve also partnered with advisors to offer informational
sessions and webinars, and distributed helpful resources from their 401k partners.

8 of 29

f our
o
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ellbei
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icing

Health & Wellbeing

The companies in this section believe that healthy
companies need healthy employees meaning
they shouldnt have to worry about paying
for a doctors visit or losing pay when theyre
ill. General Assembly, Squarespace, and
The Muse prioritize insurance coverage. At
Luminary Labs sick means sick, and Etsy uses
employee happiness as a measurement for
overall health.

9 of 29

General
Assembly
We Have You Covered
THE COMPANY
400 employees, founded in 2011
THE POLICY
General Assembly covers 90% of health
insurance premium costs for every one of
its U.S. employees.
HOW THEY DO IT
GA was an early adopter of Sherpaa, the
medical concierge service that acts as an
insurance broker and provides employees
with a dashboard to access physicians,
insurance information, and more. This has
helped the company provide better rates
(and reduced employee contributions),
and also means GA employees have
in-a-moment access to medical advice
and resources.
10 of 29

fun,
e
b
n
a
egs c
k
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be
yees
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table
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ctical
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p
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ne bi
o
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nthly
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m
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r
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i
t
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lasse
c
elimin
r
u
o
take
o
t
y
abilit

Squarespace
Keep It Simple
THE COMPANY
508 employees, founded in 2003
THE POLICY
Squarespace covers 100% of the premium
for employees and their dependents, beginning the first of the month following their hire
date. They cover both in- and out-of-network
expenses, and provide global medical insurance to all employees for personal travel.
HOW THEY DO IT
Squarespace recommends finding a health
insurance program that is easy to setup and
maintain. They strive to offer a fantastic policy
to all employees, while keeping the sign-up
process as streamlined as possible. They
prioritize administrative efficiencies to ensure
the program is sustainable and can scale with
the companys growth.
11 of 29

is to
s
e
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l
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ore v
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s

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ealth
pan
h
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rem
ducti
o
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p
to be
them

The
Muse
Taking the Pulse
THE COMPANY
51 employees, founded in 2011
THE POLICY
The Muse covers 100% of medical insurance
and 80% of dental insurance for its employees.
HOW THEY DO IT
The Muse decided to focus on health insurance
after surveying its employees to understand
which benefits, social activities, and ideas
they care about most. Its important to manage
ment that the team has a voice in decisions
that impact them, and every time theyre
asked, they give great feedback that allows
The Muse to keep improving.

12 of 29

r
at ou
h
t
y
n
ompa
c
a
us as
rage;
r
e
v
o
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o
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ood
ortan
g
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o
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g
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opti
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nt
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o
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nsive
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e
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we ce
se its
u
a
c
ce be
n
a
r
u
ins

Luminary
Labs
sick means sick
THE COMPANY
14 employees, founded in 2009
THE POLICY
Luminary Labs provides employees with 8
paid sick days a year, and strictly enforces
a stay home, get better rule when team
members feel under the weather. At the first
sign of illness, sniffling employees are often
sent home to rest and recuperate.
HOW THEY DO IT
Luminary Labs puts recuperation first, and
knows that its important for employees to
recover quickly so they can bring their A-game
to work and life. Keeping these values at
the forefront, other team members work
nimbly to pick up the slack and prioritize
pending deliverables.

13 of 29

many
w
o
h
d by
e
s
i
r
ents
urp
s
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me
We
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hroug
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ploye
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ick m
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lthy.
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e the
ll stay
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o we
s
,
e
t
upera
c
e
r
to

Etsy
Be Happy
THE COMPANY
757 employees, founded in 2005
THE POLICY
Inspired by the country of Bhutan, Etsy publishes an annual Happiness Report based
on an employee survey which over 90% of
employees typically respond to. Etsy then
anonymizes responses and makes them avai
lable to the entire company, in addition to
releasing a summary report to the public.
HOW THEY DO IT
Etsy partnered with University of Pennsylvanias
Positive Psychology Center to use the PERMA
framework, a model to study happiness with
core elements of psychological well-being. The
survey evaluates employee sentiment about
life outside of work, their colleagues, and Etsy
as a company.
14 of 29

e
ploye
m
e
many
o
s
ad of
om
e
r
t
f
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g
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ent.
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and
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lues.
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rds h
towa

allowing for life

The following employers support fulfilling careers
by empowering the non-work activities that
enrich their employees lives. Importance is
placed on working to live, not the other way
around. They believe that parents, regardless
of gender, should spend time with the recent
additions to their families. Upworthy incentivizes
vacation and Traackr maintains flexible remote
work environments, while Chartbeat and
Change.org make sure parents get the time
they need with their children.

15 of 29

Upworthy
The Value of Downtime
THE COMPANY
80 employees, founded in 2012
THE POLICY
After 3 months of full-time employment, Upworthy
provides an employee with a yearly $1,000
vacation stipend to reimburse staff members
for vacation-related expenses. Staff members
can use the full amount at once or can submit
partial requests for expenses for different trips.
HOW THEY DO IT
Everyone at Upworthy has unlimited time off
the company enforces a minimum, not a
maximum. And to make sure folks are actually
recharging, they offer the vacation bonus and
require that the time be used for taking a
actual phone-off, not-checking-in vacations.

16 of 29

time
g
n
i
k
a
that t
affs
t
s
e
v
r
e
u
i
l
o
ly be
t for
g
n
n
a
t
o
r
r
st
impo
s
We
i
k
r
rk.
wo
o
m
w
o
r
r
i
f
s the
a
away
l
l
e
w
g as
n
i
e
b
well-

Chartbeat
It Takes a Village
THE COMPANY
98 employees, founded in 2009
THE POLICY
Chartbeat provides primary caregivers with
12 weeks of paid maternal or paternal leave,
plus 4 weeks of transitional flex time at 100%
salary. Secondary caregivers are eligible for
6 weeks paid leave at 100% salary.
HOW THEY DO IT
Chartbeat suggests other small companies
survey teams to ask them to prioritize benefits
and perks. Employee opinions matter and
its up to leadership teams to craft a policy,
like maternal and paternal leave, that makes
sense for their company culture.

17 of 29

g an
n
i
t
a
e
in cr
s
e
v
e
i
bel
lding
i
u
y
l
b
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genu
mean
t
t
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a
e
h
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rtb
ver y
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and
,
o
e
Cha
t
c
cater
rkpla
t
o
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w
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t
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iv
yees.
icies
l
o
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inclus
p
p
with
ed em
n
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o
n
s
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a
p
e
s to s
a com
n
r
e
t
our in
m
o
r
f
one

Change.org
Leave When You Need It
THE COMPANY
300 employees, founded in 2007
THE POLICY
Change.org provides 18 weeks of fully paid
parental leave for every new parent globally
regardless of gender, or whether the child
is biological or adopted. Leave can be taken
non-consecutively, within one year of the
childs arrival.
HOW THEY DO IT
Change.org conducted a robust cost-benefit
analysis. They believe building the right culture of support, and attracting and retaining
top talent, far exceeds the policys cost.

18 of 29

s
inate
m
i
l
e
eave
l
l
a
t
and
ren
e
a
v
p
a
e
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s
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ren. T
t all f
d
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h new
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ensur
t
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,
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s
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tant t
r
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o
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im
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ploye
ctive
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m
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e
o
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is tha
ore p
m
d
n
ed, a
g
a
g
en
rk.
o
w
o
t
back
e
m
co

Traackr
Stay Flexible
THE COMPANY
30 employees, founded in 2009
THE POLICY
Traackr blends an unlimited vacation policy
with a remote workforce to give employees
maximum work/life flexibility. With a team
spread over the U.S. and Canada, employees work with their managers to customize
daily work schedules and enable extended
trips abroad.
HOW THEY DO IT
As a company without a full-time HR department, implementation was very organic and
based on employee needs. Internally they
use communications solutions like Slack and
weekly all-hands meetings that promote trans
parency and cross-departmental collaboration,
so remote employees are just as dialed in as
those on site.
19 of 29

icies
l
o
p
work
e
t
o
m
and
nd re
d
a
r
a
n
h
o
ti
work
vaca
e
r
w
u
nize
h
O
g
g
o
u
c
o
h
re
at alt
, we
s
h
t
b
t
o
c
j
our
refle
o
t
ork.
d
w
e
t
t
f
i
o
omm
tside
u
o
are c
s
e
as liv
h
e
n
o
ever y

career trajectory
The companies in this section believe that an
investment in their employees growth leads to
better retention, leadership, and results. Digital
Ocean promotes learning through books and
conference attendance, while 360i and Next
Jump focus on fostering leaders through manager and peer reviews. Meanwhile, Birchbox
celebrates career longevity with stay interviews,
and SocialCode steeps newbies in the companys
learning culture. At Managed by Q, senior
leaders mop floors to understand what it takes
for their team of cleaners to thrive.

20 of 29

DigitalOcean
Funding Learning
THE COMPANY
170 employees, founded in 2012
THE POLICY
DigitalOcean gives each employee a Kindle
loaded with books that have influenced the
founders, and also funds attendance to at
least one conference per year related to an
employees career growth or personal development. All managers attend a 6-week interactive learning bootcamp on managerial skills.
HOW THEY DO IT
DigitalOcean believes that as part of a rapidly
growing company, every employee deserves
the opportunity to grow and develop with them.
They have discovered that developing and
supporting team member growth drives the
innovation the company needs to build the best
and simplest cloud infrastructure experience.
21 of 29

amaz
n
a
reate
c
o
t
s
sion i
want
s
i
e
m
w
r
pers,
se ou
o
l
u
e
a
v
c
r our
Be
r de
o
f
o
f
e
e
c
c
erien
erien
p
p
x
x
e
e
ing
azing
m
a
n
ate a
e
r
c
o
t
.
s too
e
e
y
o
empl

360i
Doubling Down on Reviews
THE COMPANY
800 employees, founded in 2004
THE POLICY
Rather than annual performance reviews, 360i
has twice-a-year reviews focused on personalized development in order to create career
ownership. 360i also ensures cross-functional
knowledge sharing at a capabilities day
where teams teach one another about agency
offerings and highlight the best work in every
practice area.
why THEY DO IT
Instead of top-down management, 360i uses
a team of teams approach. Aligning on goals
on the individual and team levels provides the
accountability and business context for the
agency to thrive.

22 of 29

elieve
b
e
.W
imple
s
s
i
st
ciple
e mo
n
i
h
r
t
p
s
i
ng
ings
h
t
guidi
e
r
e
u
ant?
r
h
w
t
O
s
n
e
o
ploye
ment
m
n
e
g
i
l
r
ou
o our
d
o
t
that a
d
a
t
h
Wha
d? W
:
e
t
e
n
n
a
t
y
r
impo
mpan
o
c
r
u
oes o
d
t
a
Wh
d?
e
e
n
s
client

Next
Jump
Choose your Leaders
THE COMPANY
200 employees, founded in 1994
THE POLICY
At Next Jump, the leadership team is an ann
ually peer-voted group of 21 individuals
named MV21. The team reflects and rewards
the employee growth process; 70% of the
group are home grown leaders who started
in entry-level positions and developed into
company leaders.
HOW THEY DO IT
Each year, the entire company votes on 21
individuals they want to see as leaders. The
staff considers who takes ownership, determining which team members are role models
in their focus on personal development and
deliberate growth, in giving back by coaching
other Next Jumpers, and in showing empathy
for clients and users.
23 of 29

=
r You
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t
t
e
e+B
M
ake
r
m
e
t
t
o
t
e
B
order
ra is
t
n
i
n
t
a
m
ha
ieve t
Our
l
need
e
h
b
c
e
a
e
Us. W
, we
e
r
c
e
t
a
t
l
p
cally,
i
Be
s
r
y
e
t
h
t
a be
lves p
d
e
l
s
r
r
o
u
the w
ring o
e
ally.
t
t
u
t
e
i
r
b
i
p
n
us o
and s
,
y
l
l
to foc
a
ment
,
y
l
l
a
ion
emot

Birchbox
Happy Tribatical
THE COMPANY
400 employees, founded in 2010
THE POLICY
On their third anniversary, Birchbox employees receive an increase in equity, 3 consecutive weeks of vacation with a travel stipend,
an invitation to dinner with the CEO, and
a 3 Years & Beyond Stay Interview with
their manager.
HOW THEY DO IT
Birchbox uses the performance management
tool Namely to implement the Stay Interview.
Theyve developed questions by searching
through Stay Interview literature and adapting
practices to match Birchboxs culture and values. Development Opportunity is one of their
top-rated engagement factors, and Birchbox
actively cultivates a continued culture of learning and growth through its various programs.
24 of 29

es
ploye
m
e
g-term
n
o
ir
l
ind
d the
m
n
e
a
r
them
ant to
e
w
u
l
e
a
port
v
p
y
W
u
l
s
u
we tr
y and
h
n
c
a
u
p
m
com
e
how
h
t
o
ext.
t
n
s
s
n

t
o
i
a
h
ibut
out w
b
contr
a
nking
i
h
t
n
i
them

SocialCode
Learn the Code
THE COMPANY
196 employees, founded in 2010
THE POLICY
Every 8 weeks, SocialCode requires all new
employees to attend a 3-day training that
delves into the ins and outs of the company
and industry. Each cohort graduates from the
program with an understanding of how they
fit into the big picture. The session culminates
in a forget the code happy hour with the
local office so new employees get to know
their hosting office as well.
HOW THEY DO IT
The program is led by SocialCodes training
team. Their advice: dont aim to make your
grassroots training program perfect, get it
started and iterate. Employees are hungry and
engaged, so feed them with your mission,
vision and know-how.
25 of 29

scape
d
n
a
l
es the
e
y
o
l
p
and
n
es em
v
a
i
c
g
y
ogram
ct t he
r
a
p
m
p
s
i
Th
d tea
e im
n
h
t
a
d
y
an
mpan
o
d e rst
c
n
r
u
t
to
large
is tha
e
h
g
t
n
t
i
e
ave a
for b
h
n
l
gram
l
i
o
o
s
r
w
a
p
e
s
r
i
rger
nd th
a
l
a
s
e
t
I
r
tu
level.
g cul
ok t o
n
o
i
b
n
r
a lea
open
e
n
r
a
a
g
we
ferin
f
o
t
ab ou
ode.
l
l
C
l
a
a
i
s
i
g Soc
n
i
d
n
rsta
unde

Managed
by
Q
Everyone Cleans
THE COMPANY
400 employees, founded in 2013
THE POLICY
At Managed by Q, everybody cleans. Whether
joining as a software engineer or an office
cleaner, the first week on the job begins with
learning how to clean an office late into the
night. This policy ensures that the entire com
pany, regardless of position, stays aligned
and acutely aware of the hard work required
of their field operators for Q to succeed.
HOW THEY DO IT
Management has embraced this policy as
central to the company culture. They also put
a big focus on promoting from within: all
of Managed by Qs supervisors have been
promoted from entry-level roles, and its not
unusual for cleaners to move up the ranks.
26 of 29

n the
i
e
n
veryo
e
t
a
h
t
o
rtant
o
es int
p
o
m
i
g
t
y
ll
wha
ritica
d
c
n
gned
s
i
a
i
l
t
s
t
a
r
I
s
e
eep u
n und
k
o
i
t
o
t
a
z
y
ni
happ
to the
orga
s
c
t
i
t
n
e
e
li
path
our c
m
e
g
n
d
i
ield.
n
f
a
e
h
n
mak
t
io
ork in
nizat
w
a
g
o
r
h
o
ues w
g
as an
a
e
l
l
o
our c
f
o
s
need

Bibliography
Benefits Design
How Google weighs all of its crazyawesome perks, Business Insider. Jillian
DOnfro, 04/07/15
Allowing for Life
The Return of the nine-to-five, The Economist,
11/10/14
Silicon Valley: Perks for some employees,
struggles for parents, New York Times,
Claire Cain Miller, 04/04/15

A Toxic Work World, New York Times,

Anne-Marie Slaughter, 09/18/15
How our Small Startup Affords to Offer
Paid Maternity Leave, Mary Ellen Slater,
03/18/15
Beyond doing half the Parenting, Anil Dash,
09/28/15
The Great Divide in Workplace Benefits,
New York Times, 09/23/15

Getting Creative About Benefits for Parents

An unusual new policy for working mothers, with Midweek Playdates, David Zax,
Washington Post, Jena McGregor, 03/06/15 10/02/15
Work Hard, Live Well, Medium, Dustin
Moskovitz, Dustin Moskovitz, 08/20/15

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Bibliography

(contd)

Diversit y
Managing unconscious bias. Facebook
Managing Bias.

Compensation
Pinterest removes golden handcuffs,
Business Insider, Jillian DOnfro, 04/02/15

Silicon Valley leaders, new to social issues, Starbucks to revise policies for its 130,000
come together over Indiana law, New York baristas, New York Times, Jodi Kantor,
Times, Nick Wingfield, 03/31/15
08/14/14
Behind the hype over Aetnas minimum wage
Career Tr a jectory
Why Top Fund Managers Want Better HR, boost, Fortune, Barbara Dyer, 01/20/15
WSJ, Lauren Weber, 09/08/15
Corporate America strikes a liberal note on
wages, Politico, Brian Mahoney, 04/02/15
Digital Taylorism, The Economist,
09/12/15

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thank you
partners
Wed like to thank the individuals and companies who made The Human Company
Playbook, v1.0 possible, as well as our
partners NY Tech Meetup and The Muse.

photo and design

Thank you to the artists below, who provided
the images for the book under the Creative
Commons License on Flickr:
Loren Kerns, flickr.com/photos/lorenkerns
Jonathan Rieke, flickr.com/photos/jonathanrieke
highlights6, flickr.com/photos/highlights6
Design by Dorothea Lee, farthermore.com

Interested in contributing to v2.0?

Write us: humancompany@luminary-labs.com

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