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sibly.co

Founded Year

2016

Stage

Seed VC | Alive

About Sibly

Sibly provides a text-enabled mental health coaching app.

Sibly Headquarter Location

44 Tehama St

San Francisco, California, 94105,

United States

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Expert Collections containing Sibly

Expert Collections are analyst-curated lists that highlight the companies you need to know in the most important technology spaces.

Sibly is included in 2 Expert Collections, including Mental Health Tech.

M

Mental Health Tech

1,170 items

This collection includes companies applying technology to problems of emotional, psychological, and social well-being. Examples include companies working in areas such as substance abuse, eating disorders, stress reduction, depression, PTSD, and anxiety.

D

Digital Health

12,801 items

Technologies, platforms, and systems that engage consumers for lifestyle, wellness, or health-related purposes; capture, store, or transmit health data; and/or support life science and clinical operations. (DiME, DTA, HealthXL, & NODE.Health)

Latest Sibly News

25 HR leaders building the world's most innovative, inclusive workplaces amid upheaval in corporate America

Mar 18, 2022

Company:  BambooHR provides HR software for businesses. Skills they've used to be successful in HR: Understanding data and analysis has been essential in elevating my impact across the organization. Using data has helped me identify and solve complex challenges around screening and hiring, role progression, designing department structures, employee engagement, and retention. Data is the language of business, and it's critical in HR. How they've been supporting their company's diversity, equity, and inclusion efforts during the pandemic: Diversity starts with hiring practices. We had already implemented essential diversity, equity, and inclusion hiring practices like gender decoding on our job ads, diversity representation in the screening process, scorecards for consistent and equitable screening criteria, and antibias training for all hiring managers and interviewers. We also looked at internal diversity to understand how to best support employees. We adapted some roles to help working parents juggle remote work and homeschooling. We offered paid time off for employees who contracted COVID-19 or had to provide care for a family member with the virus. It was also essential to create income stability for employees with personal or family health risk factors. Sara Cooper, chief people officer at Jobber Sara Cooper. Company: Jobber provides job tracking and customer-management software for home-service businesses. How the events of the pandemic affected their view of HR's role: The pandemic required HR leaders to be very quick on their feet, to make fast decisions often with little information and in an environment changing by the day. There was no pandemic playbook. The most successful companies did this by creating plans that took into account the evolving information almost daily and listening to their employees and customers. How they've supported employees during the coronavirus pandemic: We realized early in the pandemic that performance during this time had to be approached in a very different way. For example, we implemented "wellness Fridays" in the summers of 2020 and 2021, which provided employees with Fridays off to focus on self-care. In addition, we offered various programs for folks who needed to reduce their hours or take job-protected leaves to focus on themselves or their families. When we eventually reopen our offices, we will be moving to a hybrid structure. I realized early on that there's no single solution for every company but that the key to creating a thriving hybrid environment requires the input of the company's most important stakeholders: its employees. Danielle McMahan, chief people and business-operations officer at Wiley Danielle McMahan. Company: Wiley  is a global leader in scientific research and career-connected education. Initiatives they've taken to address the effects of the Great Resignation: We offer employees over 1,000 flexible and affordable degree and nondegree programs, including bachelor's and master's programs. As a global leader in research and education, we practice what we preach to unlock potential and support lifelong learning. How the events of the pandemic affected their view of HR's role: We transformed our department to become more people-centric: focusing on people rather than processes. To formally acknowledge this shift, we said goodbye to "human resources" and renamed our department the People Organization. Our employees are at the center of all that we do. Their favorite interview question: " Tell me your story ." I love to hear people's career journeys, and it allows the candidate to reflect on what roles they've held in the past and how those roles inform the type of job they're looking for today. Through these stories, I also typically get to know the candidate personally. I am able to learn what is important to them and what they value. Susan LaMonica, chief human-resources officer, head of corporate social responsibility at Citizens Financial Group Susan LaMonica. Courtesy of Susan LaMonica Company: Citizens Financial Group is one of the nation's oldest and largest financial institutions offering a wide variety of retail and commercial banking products. How they've been supporting their company's diversity, equity, and inclusion efforts during the pandemic: I've played a role in introducing initiatives such as the TalentUp program, which aims to reshape Citizens' workforce and prepare it for continual innovation focused on talent acquisition, reskilling and upskilling, mobility, and redeployment, partnerships, and expanding the talent pipeline. As a result of the program, in 2020, there were nearly 100 new hires sourced directly from early-career programs, with a significant segment identifying as women and people of color. With my main focus being democratization, I have ensured managers have the training and resources available to create equitable and inclusive environments for all colleagues. My team also began tying accountability goals to performance reviews to ensure managers prioritize democratization within their teams while understanding and working to eliminate biases at work. Books, podcasts, shows, or movies that inspire them: "How I Built This" with Guy Raz on NPR is my favorite podcast. Each episode highlights a well-known entrepreneur and their journey. I enjoy learning about the people and the journey behind many successful companies and brands. I'm inspired by the vision and tenacity of these entrepreneurs, many of whom had repeated failures. Ashley Alexander, head of people at Front Ashley Alexander. Company: Front is a software company that develops a shared email inbox and calendar product. How they've supported employees during the coronavirus pandemic: Once we made the decision to transition to remote work, my mission was to ensure that our employees felt supported and connected. We doubled down on activities that fostered a sense of community, like our weekly all-hands meetings on Zoom , ask-me-anything sessions with our executives, and virtual companywide off-site activities. Why they pursued a career in HR: I got into HR because I wanted to help people, but throughout the course of my career, this idea has dramatically expanded. I now view my role as an employee advocate. I strive to demystify why things happen at a company the way they happen. I've found that even if they aren't happy with everything that happens in a company, if they understand our choices, ultimately, they can respect them. Lori Goler, head of people at Meta Lori Goler. What their company does: Meta is the parent company of Facebook. How they've supported employees during the pandemic: We were the first tech company to shut down our offices, and employees began to work from home. We established an emergency-paid-leave program designed to give people time off for "in the moment emergencies," including eldercare, childcare, and school closures. We developed and executed a global return-to-office health strategy across 60 sites to enable a safe transition for those coming back to the office and created an office-deferral program for those who were not yet ready to return. How they've supported their company's DEI efforts: Meta committed publicly to have at least 50% of our workforce composed of underrepresented groups by 2024 and to increase the number of US-based leaders who are people of color by 30%. We announced in our eighth annual diversity report that in 2021, we increased representation of women, underrepresented minorities, and people with disabilities and veterans to 45.6% of our workforce. This will continue to be a focus for us. How they've addressed the Great Resignation at their company: This year, we introduced a number of new benefits, including a wellness-reimbursement benefit of up to $3,000 annually that people can use for expenses like financial planning, tuition reimbursement, fitness equipment and services, childcare for children over the age of 5, and eldercare. We also launched "choice days," which gives people an additional two days off per year to use however they choose, and we increased our 401(k)-match program to help people save more for retirement. Kali Beyah, global chief talent officer at Huge Kali Beyah. Huge What their company does: Huge is a digital design and marketing agency. Clients include Google, Coca-Cola, and Unilever. How they've supported employees during the pandemic: Whether giving mental-health days, reimagining our return to the office, extending summer Fridays, flexing for childcare, shifting to "no-meeting Fridays," or continuing to invest in development, transparency, wellness workshops/resources, and DEI — we've taken a holistic and evolving approach. The constant as we evolve is that we listen to our people regularly, and we are authentic in our responses. How they've addressed the Great Resignation at their company: We are reimagining the future of work as the world not only encounters the "Great Resignation" but also the "Great Reevaluation." Our reimagining includes things such as "Huge holidays" (closure and collective recharging three weeks a year), "Huge summer" (work from anywhere in July), "no-meeting Fridays," and summer Fridays. How the pandemic changed their view of HR's role: We have an opportunity to reimagine work and the role it plays in people's lives — and we have an exciting opportunity to debunk false binaries and prove that people and businesses can both thrive. Lauren Nuttall, vice president of people at Boulevard Labs Lauren Nuttall. Company: Boulevard is a client-experience platform built for appointment-based self-care businesses. How they've supported employees during the coronavirus pandemic: I opted to take Boulevard 100% remote early on in the pandemic in March 2020. However, as the pandemic persisted into 2021, I realized that with the significant paradigm shift around the viability of remote work, coupled with the growing employee (and candidate) interest in staying fully remote, we needed to deepen our commitment. That meant giving up our physical office space altogether and allowing all employees to move wherever they want in the US without it negatively impacting their existing compensation package. Additionally, the need for better virtual access to mental health and high-quality medical care prompted the decision to bring on One Medical to provide complimentary subscriptions to all employees and their dependents. How they've been supporting their company's diversity, equity, and inclusion efforts during the pandemic: One of the programs that I'm most proud of was a virtual-speaker series where we sought to highlight and amplify underrepresented voices within the beauty and wellness industry. We invited a massage-business owner that catered specifically to LGBTQIA+ clientele for one of the sessions. This created a dialogue around how even limited pronoun options within a booking workflow can be harmful and resulted in us making actual changes to our product to better represent our customers and their clients. Surfacing these opportunities to educate and create dialogue can have incredible ripple effects. Tanya Reu-Narvaez, executive vice president and chief people officer at Realogy Tanya Reu-Narvaez. Courtesy of Tanya Reu-Narvaez What their company does: Realogy is a real-estate-services firm that owns brokerages including Century 21, Sotheby's International Realty, and Corcoran. How they've supported their company's DEI efforts: To help increase representation in the industry, we established a new partnership with the National Association of Minority Mortgage Bankers of America and expanded the Inclusive Ownership program, an industry-first initiative designed to attract brokerage owners from underrepresented communities to launch their own franchise businesses. How they've addressed the Great Resignation at their company: We have a Go Further Today program where we've made small but impactful changes that decrease meeting and email fatigue and increase efficiency by working smarter. We have no internal meetings on Fridays, encourage employees to make smart decisions about whether to accept or decline meetings, and embrace an "exhale, then email" philosophy to help mitigate the pressure of email overload we're all facing. These are small but mighty changes that make a significant difference for our teams. Noa Geller, vice president of HR at Papaya Global Noa Geller. What their company does: Papaya Global is a cloud-based payroll platform. How they've addressed the Great Resignation at their company: We added a learning and development budget for every employee to choose the development course that is meaningful and impactful to them. Driven from our employee-engagement survey, we took initiatives to support work-life balance, such as a work-from-anywhere benefit, allowing our employees to work up to one month per year outside of their home region. Also driven from our engagement survey, we are implementing more trainings around best practices and tools to ease the burnout that is a part of a hypergrowth company during COVID times. How the pandemic changed their view of HR's role: During the pandemic, the HR role became an even more crucial role within every organization. We were proactively working to support COVID policies and work-from-home best practices, and many of these things were unprecedented. HR managers really had to be innovative and creative — and in a very short amount of time. We have supported managers in learning how to manage remotely, how to navigate illnesses and emotional distress among their employees, as well as help employees remain connected to their teams and the company, while not only fully remote but often completely isolated. Tara Ataya, chief people and diversity officer at Hootsuite Tara Ataya. What their company does: Hootsuite is a social-media-management platform whose clients include Ikea and Costco. How they've supported employees during the pandemic: We restructured the global offices to be used as creative hubs, built for collaboration and social connection, with a special focus on health and mental wellness. In addition, employees were granted the autonomy and benefits they needed to reshape their work environment to choose what works best for them by restructuring our workplace policy so every employee can choose if they wish to work full time in office, remote, or take a hybrid approach. How they've supported their company's DEI efforts: During the pandemic, we built on our partnership with the Black Professionals in Tech Network in Canada to help end systemic racism in the technology sector by providing Black professionals with equal access to opportunities in tech, an expanded peer network, and support in accelerating career growth. This helped foster a stronger sense of belonging in the workplace by joining an allyship training with the Black Professionals in Tech Network, along with 125 Hootsuite employees, including all members of the executive team, about best practices for sourcing Black talent. How the pandemic changed their view of HR's role: The pandemic shifted HR teams from being the best-kept secret superpower to the front-and-center compass for navigating through the most difficult time many organizations and generations have ever faced. The role of HR is one of strategy, that is adept at navigating uncertainty with agility and enables the business to drive meaningful business results with people in mind. Félix Manuel Chinea, diversity, equity, inclusion, and belonging manager at Doximity Félix Manuel Chinea. Courtesy of Félix Manuel Chinea What their company does: Doximity is a professional medical network for physicians. The company went public in June. How they've supported employees during the pandemic: My focus during the pandemic has been to make DEI initiatives at Doximity meaningful, impactful, and tangible across the whole organization. By aligning DEI with our company mission and values, we are able to both directly support our employees and empower them to make a meaningful impact in their communities during and beyond the pandemic. How they've addressed the Great Resignation at their company: The Great Resignation has given us an opportunity to reflect on what makes working at our company fulfilling. Our organizational purpose at Doximity is to connect medical professionals and build clinical tools that will ultimately impact patient care. Amid a global pandemic and demand for racial justice, I believe our purpose allows us the opportunity to both attract and retain top talent and make a meaningful impact on health equity across historically marginalized communities. How the pandemic changed their view of HR's role: Both the pandemic and recent demands for racial justice have highlighted the long-standing need for all leaders to develop solutions and cultures that recognize the full humanity of employees. While every person is responsible for fostering an equitable and inclusive culture, DEI leaders must develop a strategic understanding of how to integrate these concepts into their company's organizational structure. Gloria Chen, chief people officer at Adobe Gloria Chen. What their company does: Adobe is a global software company. How they've supported employees during the pandemic: What I am most proud of during the pandemic is not what the company has done for our employees but what our employees have done for each other. When India was overcome by the Delta surge, and our employees and their families were ravaged by COVID, our employees created a phone tree to locate hospital beds, located oxygen to bring to hospitals, and cooked and delivered meals to families in quarantine. Our employees were truly our heroes. How they've supported their company's DEI efforts: In 2020, our diversity and inclusion team and our Black Employee Network launched the Taking Action Initiative task force to explore and drive actions we could take to make meaningful change internally and externally to the company. The effort led to strategic partnerships with historically Black colleges and universities, Hispanic-serving institutions, and a sponsorship program to support career advancement for underrepresented individuals. How the pandemic changed their view of HR's role: Having stepped into the role of chief people officer in February 2020, my entire HR experience has been shaped by the pandemic. I learned that the basics of human needs — physical and mental health, a sense of security, and connectedness — cannot be taken for granted in a professional setting. During the pandemic, we lost one of our beloved cofounders . That gave me a tremendous sense of responsibility as a longtime Adobe employee to carry the torch for the values that they instilled in us. Kim Seymour, chief people officer at WW International Kim Seymour. WW What their company does: WW International (formerly known as Weight Watchers) offers a program for weight loss and wellness. How they've supported their company's DEI efforts during the pandemic: WW recently released an extensive report titled " Black Women & Wellness " to shed light on the disparities and biases that Black women face within the healthcare system today. The report showcases what is being done by changemakers within their communities to create safe spaces, better access to healthcare, and underscore why Black women deserve health, wellness, and quality healthcare. How they've addressed the Great Resignation at their company: Some of our most recent investments to address potential employee burnout include offering Sibly for resilience, One Medical for convenient medical care, and ClassPass for fitness goals. All of our employees at WW are also members and have access to the WW program. In addition to a personal-well-being allowance of $1,000 per employee, my team also created "flex Fridays," which allows employees to start their weekend early by redistributing the hours they work the remainder of that week, whether that's a Zoom-free Friday afternoon or signing off early. Manish Mehta, global head of human resources at BlackRock Manish Mehta. Courtesy of Manish Mehta What their company does: BlackRock is a global investment manager that employs 16,000 people and manages more than $10 trillion in assets. How they've supported their company's DEI efforts: We are fortunate to have over 80% of our employees participate in one of our 15 global employee, professional, and social impact networks. Each network is sponsored by one or more of our Global Executive Committee members who engage with them to help navigate important cultural and strategic topics. I am a sponsor of our Asian and Middle Eastern Professionals network, which was formally launched in 2021. How they've addressed the Great Resignation at their company: We supported and enabled managers through training modules on delivering feedback, effectively setting objectives and managing performance, motivating and managing teams, and having productive conversations on returning our people to the office. We sustained our focus on career development. This includes career pathing in areas like technology, development programs for our emerging vice-president leaders, and our Black and Latinx managing directors and directors, and increasing our sponsorship programs. How the pandemic changed their view of HR's role: I have seen the difference HR can make in people's lives. Helping people navigate the loss of a loved one or a colleague, supporting the family of an employee we've lost, recognizing and helping those suffering from mental-health challenges, being there to listen and act when an employee does not feel like they belong, growing our benefits to respond to what employees are dealing with in their lives — these are just some of the things that HR does that are not always seen. Karsten Vagner, senior vice president of people at Maven Clinic Karsten Vagner. Courtesy of Karsten Vagner What their company does: Maven Clinic is a virtual platform that provides support across fertility, pregnancy, adoption, parenting, and pediatrics. How they've supported their employees during the coronavirus pandemic: Some of the companywide initiatives and programs included Donut, a Slack -integrated app, to help employees maintain that serendipitous connection they've all come to love at the office. We also experimented with other virtual events, like weekly "coffeehouse cabaret" sessions with Broadway talent over Google Hangouts, cooking challenges, a companywide talent show, Halloween in April for employees' children, and more. How they've supported their company's diversity, equity, and inclusion efforts during the pandemic: Working with Maven's people team, the company created employee working groups devoted to getting feedback about various aspects of Maven's business. While it was rewarding to see employee feedback come to life, what I'm most proud of is the fact that neither I nor the executive team did this work in a silo. Our DEI program was completely ground up and centered on employee needs. And it continues to be to this day. The work our organization has done — in recruiting, partnerships, volunteering, product— it's all been led by our employees. How they've supported their employees during the Great Resignation: To combat work-related stress, Maven introduced new programs to support employees' mental health, including group sessions with Maven's mental-health providers and career coaches, mandatory mental-health days, twice-a-week no-meeting blocks, and several weeks where employees had time to recharge and unwind. Elaine Mak, chief people officer at Valimail Elaine Mak. Courtesy of Elaine Mak What their company does: Valimail is a cloud-native platform for validating and authenticating sender identity to avoid phishing , spoofing, and brand hijacking. How they've supported their employees during the coronavirus pandemic: As the pandemic unfolded, it was an opportunity to lay a strategic foundation on Valimail's organizational design to serve a dual purpose: Drive talent acquisition and retention and seat people at the table to become an integral voice in making decisions that affect them. In 18 months, my team has refreshed Valimail's company mission, values, and strategy to explicitly prioritize and resource people and DEI efforts. My team has also pivoted the leadership model to a cross-functional structure that distributes power, agency, and autonomy of decision-makers across levels. I've also led the people team to expand and diversify the leadership team at Valimail to ensure appropriate voices and perspectives have a seat at the table to inform strategic decisions. How they've supported their company's diversity, equity, and inclusion efforts during the pandemic: We empowered a DEI committee resourced with an executive sponsor and budget focused on wellness initially to address burnout. Along with other company efforts, we have the foundation to execute a strategic road map on DEI education and development and further cement DEI at the heart of our business and people strategy. Lastly, our efforts in people and DEI culminated in an employer-brand makeover that authentically reflects a day-to-day reality where people-first is core to our culture. Kerris Hougardy, vice president of people at Ada Kerris Hougardy. Ada What their company does: Ada is an automation platform that powers brand interactions between companies and their customers. How they've supported their employees during the coronavirus pandemic: Ada's first priority during the pandemic was to assess the health and safety of its employees and to implement an immediate change to the work environment. The transition to a full-remote, digital-first culture required Ada to ensure its employees could work and communicate effectively. Our employee-relations team is on hand to support anyone going through work or personal issues. We have a wellness fund for each employee to get access to support — mental health and physical, access to ClassPass, and lunch and learns where they can listen to speakers around burnout and resiliency. How have the events of the pandemic affected your view of HR's role? HR is no longer only about hiring and firing employees, but about supporting and engaging with employees as whole humans. People should be able to show up authentically and do their best work, to feel acceptance and belonging, and to feel supported with life's ups and downs. Cheryl Johnson, chief human-resources officer at Paylocity Cheryl Johnson.

  • When was Sibly founded?

    Sibly was founded in 2016.

  • Where is Sibly's headquarters?

    Sibly's headquarters is located at 44 Tehama St, San Francisco.

  • What is Sibly's latest funding round?

    Sibly's latest funding round is Seed VC.

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