Airbnb Transforms HR into Employee Experience Department

In 2013, Airbnb initiated a significant overhaul of its human resources function, seeking to modernize operations and maintain its distinctive company culture amidst expansion. Mark Levy, an employee experience specialist, was brought in to lead this transformation.

Levy identified that Airbnb's HR functions were fragmented, reporting to different parts of the business. He was tasked with creating a unique approach to HR, diverging from traditional models. The department was rebranded as "Employee Experience," a change signifying a shift in focus towards enhancing employee engagement.

The new department integrated traditional HR duties with functions like wellness and social impact, aiming for a holistic employee experience. This strategy helped foster a sense of belonging among employees, which in turn influenced the experience of Airbnb's global hosts and bolstered the company's brand.

Airbnb's approach emphasized a culture of co-creation, where HR collaborated with employees on setting priorities and designing solutions. For instance, when redesigning performance management, the engineering team was involved in the design and pilot phases to ensure the process met employee needs before company-wide rollout.

Key takeaways for leaders include being intentional about HR's objectives, embracing non-traditional methods, and repositioning HR's role in the eyes of employees. The company also underscored the necessity of strong top-level support for evolving the HR function.