Lessons from Alex Slater, Head of People at Seatfrog
10 April 2024
Alex Slater spearheads the people function at Seatfrog, which makes upgrading your train seat fast and affordable to over 560 destinations. She is committed to ensuring the company’s working environment is one where the team is motivated to do their very best work. Recognising the evolving demands of today’s workforce, she is dedicated to meeting these expectations, driven by her belief that thriving employees are crucial to business success.
With almost five years of leadership at Seatfrog under her belt, having navigated through a global pandemic, a Series B fundraise and the SVB banking crisis, Alex has seen it all! Here are her key takeaways.
What does the Head of People role consist of?
I wear many hats at Seatfrog! My role encompasses a range of responsibilities, from overseeing HR functions, such as recruitment and employee relations, to managing administrative tasks like benefits administration and payroll processing. I also coordinate company events and internal communications to foster team cohesion, boost morale and ensure the smooth operation of the organisation.
“One key lesson learned in this role is the importance of collaboration when navigating new obstacles. Acknowledging areas of uncertainty and working together to find solutions builds trust within the leadership team and among employees.”
— Alex Slater, Head of People at Seatfrog
What’s more, transparency about uncertainties creates a supportive work environment where collective problem-solving thrives, ultimately contributing to Seatfrog’s success.
What have been some of your highlights at Seatfrog so far?
Several highlights have truly defined our journey, exemplifying Seatfrog’s commitment to its people and its ability to adapt and thrive in challenging circumstances:
– Our team’s deep alignment with our company values and shared mission has been exceptional. We prioritise hiring individuals whom we trust to excel in their respective roles, fostering a culture of mutual respect and collaboration.
– Witnessing the genuine passion our team members hold for our product has been immensely rewarding. Their enthusiasm translates into genuine recommendations, driving the success of our offering.
– During economically challenging times, the unwavering support from our investors has been invaluable. Their backing has enabled us to navigate uncertainties with resilience and confidence.
– Our organisational culture stands out as a beacon of flexibility and support. This was exemplified when we were honoured with the Flexa Award, recognising our commitment to fostering a flexible work environment.
– I take immense pride in our Employee Value Proposition (EVP) and benefits package, particularly our adoption of a four-day workweek. This not only encourages better prioritisation and efficiency, but also creates a culture of work-life balance. The shift has led to a more inclusive environment, where team members use their extra day off to expand their skills and pursue personal interests.
– Despite the challenging work dynamics during the Covid-19 pandemic, one positive outcome was the introduction of “do it days.” Recognising the fatigue and frustration stemming from a lack of holidays and too many Zoom quizzes, we implemented days where the office remained closed, allowing team members to indulge in activities they truly enjoyed. This initiative not only alleviated burnout, but it also strengthened our team’s morale and wellbeing.
What have you learned from some of the tougher times?
Reflecting on more challenging times, several key learnings have emerged:
– The financial strain of replacing team members during the Great Resignation was challenging. Transitioning between companies and facing redundancy myself provided a unique perspective from the other side of the table. This was a significant learning opportunity that underscored the importance of organisational culture in my career journey.
– Facing the consequences of poor hiring choices taught me to recognise red flags early on. Now, I make sure to prioritise attitude and drive over perceived expertise, valuing candidates who exhibit potential for growth and alignment with our culture.
– Embracing the probation period as a mutual assessment phase allows us to evaluate if Seatfrog is the right fit for the new hire and vice versa. Adjusting probation periods when necessary enables us to make swift decisions, benefitting both the individual and the team.
– During the SVB banking crisis, preparing for potential layoffs was a sobering experience. As a result, Seatfrog now strategically manages its finances to mitigate risks and maintain stability.
– The Covid-19 pandemic brought unprecedented challenges, including significantly downsizing the team and the resulting emotional strain. Balancing empathy with the business’s best interests was an emotional rollercoaster! Amid revenue limitations, Seatfrog pivoted towards customer experience and innovation, which ultimately proved beneficial for our customers.
– Navigating our Series B funding delays, due to Covid-19, taught us the importance of strategic transparency. We learned to share information with the wider team as needed, minimising panic and maintaining trust while managing uncertainties.
What are your top tips for successfully hiring and onboarding new team members in a remote environment?
Before Covid-19, our onboarding process involved physical gestures like welcome gifts and in-office lunches. However, with the transition to remote work, we had to adapt. Determining work-from-home allowances became essential in this new setup. We also realised the importance of hiring experienced individuals who could thrive in a remote environment without constant supervision.
Maintaining team cohesion is vital in a remote environment. We have implemented monthly team days, where colleagues from across the country gather for informal, unstructured work sessions. These days provide opportunities for team building, lunches and water cooler moments, all of which foster a sense of belonging and help combat isolation. What’s more, embracing remote work opens doors to a more inclusive hiring process, allowing individuals with considerations such as chronic illnesses, childcare duties or social anxiety to join the team, thereby enriching our diversity.
What made you choose Scene as Seatfrog’s recruitment partner?
As a startup itself, Scene is agile and understands that the hiring process needs to be adaptable and align with Seatfrog’s dynamic nature as a constantly evolving business. Acting as an extension of my team, Scene pays attention to our needs, understanding blockers and providing valuable insights. The team prioritises listening and learning, avoiding the hard sell on candidates who may not be the right fit for the role.
Outsourcing the rejection of candidates to Scene also makes my life easier and makes the hiring process more efficient. They also go above and beyond by providing pastoral care post-placement, ensuring candidates feel supported and helping to resolve any issues that may arise, which adds an extra layer of support to the recruitment process.
“I can’t recommend Scene enough — not only will you come away with your newest superstar team members, but you’ll find yourself surrounded by a community of friendly, like-minded industry experts who are true advocates for your company!”