Talent on the move: Ideally's experience with attraction and retention

Auckland-based Ideally, a consumer insights firm launched in August 2023, grew its team to almost seven times its original size in twelve months. Not an easy task when tech talent is hard to come by.

People Matters asked co-founder and chief revenue officer Joshua Nu'u-Steele how he and his team were able to identify and attract the right people so quickly. His answer: start with what you already have, in this case the strong network built by the founding team, all of whom have worked with top-tier talent in the past and were able to reach out to some of them.

"Whether the top-tier talent within these networks is attracted to join Ideally has come down to our ability to clearly articulate the problem we’re solving and the journey we’ve been on so far."

"This allows potential hires to self-assess if what we’re building aligns with their values and is compelling enough to spark their interest in joining."

Another tactic, he said, has been to continuously meet new people. "A lesson from our board chair, Connon Bray, the king of coffee meets. You never know when you might have a role that fits that person perfectly."

But not every coffee meet and not every expression of interest will lead to the right fit, Nu'u-Steele cautioned. There is calibre of talent to consider, and team culture to keep in mind - and in a small, fast-moving startup, some core elements of culture simply cannot be compromised on.

"We’re focused on building a business and team that will go the distance," he said. "What an aligned, cohesive team can create together far outweighs the cost of taking a little extra time to get the right people on board... We won’t hire unless we’re fully convinced someone is the right fit for Ideally. "

After hiring the right people, how do you keep them around?

Getting top-tier talent to stay with a startup means addressing some of the issues structural to the nature of the business. Nu'u-Steele described some of the ways his team at Ideally is approaching this.

Wellbeing: "What often goes unmentioned is that in a high-growth startup, burnout typically stems from a combination of pressures; hitting financial targets, constant change, juggling multiple roles, and depending on the team you’ve hired (in our case) having a group of high-performing individuals," he said.

"High achievers are especially vulnerable to burnout because they push themselves to excel, set extremely high standards, and often tie their success to their self-worth. The simplest way we’ve tackled this is to talk openly about it, acknowledge the challenges and call out when someone is being too hard on themselves, offering help. As a collective, it’s our responsibility to make sure people are ok - we’re all human at the end of the day!"

High-speed change: in a rapidly growing organisation, the speed of change can only be met by equally frequent and transparent communication. Although, as Nu'u-Steele pointed out, that's easier said than done. His team's strategy: weekly one-on-ones and sound career progression plans.

"These check-ins allow us to discuss team projects, share company-level updates, and explain the reasoning behind any changes—bringing the team along on the journey," he explained. "While we’re still working on it, career progression plans are also key, giving the team clear direction and developmental goals. Personally, I think this is one of the most exciting parts of working in a startup."

Growth and development opportunities: with a team full of self-starters, as Nu'u-Steele describes the Ideally team, people are ready to follow up any opportunity for growth and development.

"One initiative we’ve implemented is a rotating lunch-and-learn, where different team members take turns sharing their insights (we all come from very different backgrounds). We also make sure every role is supported by a network of peers or individuals who have been through similar journeys, helping us avoid unnecessary mistakes. Our next step is launching a mentoring program specifically for our leadership team."

Are people ever lured by greener grass elsewhere?

Not necessarily, said Nu'u-Steele.

"Often the people who are drawn to startups and stick around long enough to build successful careers in them aren’t drawn in by money alone...We don’t hire people who are solely motivated by money. Some may see that as harsh, but in my experience, being motivated by money alone is a losing battle."

What startups offer, he explained, are a unique mission; the opportunity to build something meaningful alongside great people; more responsibility, more autonomy, and the chance to see the direct impact of your work every day.

And, he added, leaders can take care of the team by fostering an inclusive and open culture, offering a solid ESOP that makes everyone a part-owner of the business and—most importantly—creating an environment where all ideas are valued.

"If that is attractive to someone, then what a larger organisation is offering, isn't competition."

Photo: Joshua Nu'u -Steele's LinkedIn, showing him outside Ideally's Auckland office.