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Mary Jantsch

People Ops + Gardening | Fractional | Building healthier workplaces and gardens.

Mary Jantsch is a fractional People Ops advisor, writer, and native plant gardener. With a focus on working with leading companies, she helps minimize People debt and establishes strategic People Ops and Talent functions. Known for her hands-on approach, Mary is both an advisor and builder in this space.

As a writer, Mary shares insights on topics like Pay Transparency, People Ops, building a portfolio career, career changes, and neurodiversity through her Newsletter and as a contributor for HR tech firms. Her educational background includes a Bachelor of Arts in Public Relations and Political Science from Gonzaga University, and a Semester in India studying Organizational Leadership at NOLS.

Mary Jantsch has held various roles in different organizations, including being a Gardener at No Sweat Gardening, Writer at Damn Good Job, Head of Talent at Elpha, Head of People at nextmv and Tuff, People Ops & Talent Manager at Tuff, Marketplace Success Manager at Hipcamp, People Team Lead at Buffer, Senior Happiness Hero at Buffer, and Happiness Hero at Buffer.

Highlights

Apr 29 · linkedin

When I hear a leader say, 'I want my team to take more ownership,' I look for misalignment in how total compensation is linked to company growth.

🔍 Exercise to Realign Your Total Compensation:

  1. List and Map Compensation Elements: Start by mapping out each component of your total compensation. Use the matrix below to align each piece with both individual and company growth, in the short and long term. Include both variable and fixed elements.

  2. Justify Each Component: For every item on your list, clarify why it's part of your compensation strategy. For example, why does your company offer profit-sharing bonuses? This helps ensure each component supports your overall objectives.

  3. Draft or Update Your Compensation Policy: The explicit and specific document on how your company wants to balance revenue growth with team member growth and the unique talent required to achieve your specific core business objectives. The above exercise sets the foundation for your Compensation Policy, beginning with the crucial first pillar:

🧩 Compensation Matrix: Define the elements of compensation that will attract and motivate your team.

Continue on to the other pillars of a Compensation Philosophy: 📐 Market Position: Identify the specific talent types (e.g., highly specialized, generalists) your business needs. 🌎 Location Strategy: Decide on the market data to use for setting pay percentiles. 💪 Performance Review Frequency: Determine how often performance evaluations and compensation adjustments should occur. 🪟 Transparency Level: Decide how much compensation data you will share with your team and why.

Apr 22 · linkedin

When I go into more detail about my career break in 2023 and why I chose to explore professional gardening, people tend to nod a bit faster and ask follow-up questions when I speak about how disconnected I was from my body.

At the time, I felt like a brain floating on a needy body that distracted me from my work in order to eat lunch, drink water, or shake out my right leg that had been asleep for over an hour (how inconsiderate!).

This experience seems to resonate with people, particularly those working at early-stage startups, where there are endless problems to intellectualize.

Awareness of my tendency to do this has helped but it definitely takes practice. This is why I’m aiming to build a career portfolio built on equal parts People Ops advising, writing and gardening.

🌎 Earth Day feels like as good a day as any to open source this one —

How do you get out of your head and into your body during the workweek?

Mary Jantsch
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Location

San Francisco, California, United States