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Creating a Winning Company Culture

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Creating a Winning Company Culture

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This webinar takes a look at why culture is so important to attracting and retaining great talent. We also look at how to create attractive cultures and what you can do today to get started.

This webinar takes a look at why culture is so important to attracting and retaining great talent. We also look at how to create attractive cultures and what you can do today to get started.

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Creating a Winning Company Culture

  1. 1. CREATING A WINNING COMPANY CULTURE Welcome
  2. 2. BEFORE WE GET STARTED All our lines are muted to avoid background noise Type questions into Chat box on the bottom of the ReadyTalk widget Q&A will be at the end of the presentation
  3. 3. RUSTY LINDQUIST VP of HCM Strategy, IP and Product Marketing at BambooHR JA N EL LA O Senior HR Manager at Jobvite
  4. 4. Economic Landscape
  5. 5. HR today sits smack-dab in the middle of the most compelling competitive battleground in business, where companies deploy and fight over that most valuable of resources—workforce talent. Matthew D. Breitfelder HBR: “Why did we ever go into HR”
  6. 6. “This is a war for talent” Steven Hankin McKinsey & Company Unemployed 4.7% May, 2016 EMPLOYED! 95.3% Talent Deficit
  7. 7. Among the jobs that 39-44 year olds began, one third ended in less than a year – Forbes v1yr Cost of replacing an employee is between 90% - 200% of their annual salary. – SHRM v 90- 200% 91% of Millennials expect to stay with your company fewer than three years. – Future Workplace v 91% Average tenure for Millennials is 2 years (5 years for Gen X and Gen Y) – Payscale v 43% v 2yrs Shrinking Tenure
  8. 8. Increased Competition
  9. 9. HUMAN CAPITAL is quickly becoming the only sustainable source of competitive advantage. @rustylindquist
  10. 10. –Bersin by Deloitte
  11. 11. – Ram Charan Best-selling Author & Business Advisor
  12. 12. Evolution of HR Business Value H L Strategic Micro Small Mid Large Operational HR viewed as a cost center Transactional HR High-Impact HR HR as a strategic investment © Rusty Lindquist | © BambooHR
  13. 13. Following a national survey of job seekers and HR professionals, 43% said that “cultural fit” was the single most important determining factor when making a new hire. -Millennial Branding & Beyond.com Culture First
  14. 14. Culture Drives Employment Brand: Source: Liz Pellet, Fellow, Johns Hopkins University
  15. 15. What “is” culture?
  16. 16. The story we tell ourselves, and each other, about where we work.
  17. 17. Own the conversation
  18. 18. Every day you wake up and choose who you’re going to be that day. The person you choose most often, becomes your legacy. @rustylindquist
  19. 19. 1 Ingredients of Culture v HOW OUTSIDE-IN (CONVENTIONAL) INSIDE-OUT (REMARKABLE) WHY Values Mission Beliefs Culture HR ActivitiesEmployee Perception Candidate Perception WHAT
  20. 20. CULTURE AND RECRUITING
  21. 21. Advertise the job and company in the right space to target the candidate profile you are seeking
  22. 22. Assess for culture fit, then the job
  23. 23. Over a third of job seekers with a college education value company culture
  24. 24. Use social media to research the company culture of organizations they are interested in 59%
  25. 25. Of job seekers say that employee referrals helped them find their most fulfilling job 1/4
  26. 26. Of job seekers say interviews make the biggest impact in your impression of a job 47%
  27. 27. • Customers matter most • Collaborate openly and honestly to build trusting relationships • Always pursue a better way • Perform and your professions peak • Be humble, optimistic and joyful JOBVITE VALUES
  28. 28. CULTURE AND ENGAGEMENT / PERFORMANCE
  29. 29. Beliefs Not Behaviors Beliefs Results Behaviors
  30. 30. We tend to move toward our most dominant thought process Maxwell Malts Psycho Cybernetics
  31. 31. @rustylindquist If you create a great place to work, great work will take place.
  32. 32. “The Relationship between corporate culture and performance” - Wall Street Journal We found that culture causes performance, not vice versa
  33. 33. “How Company Culture Shapes Motivation” Harvard Business Review Why we work, determines how well we work
  34. 34. Corporate Culture and Performance John Kotter Strong corporate cultures are associated with strong financial results
  35. 35. The Law of Inertia We tend to be carried forward in life by the inertia of our past. @rustylindquist
  36. 36. CULTURE AND RETENTION
  37. 37. WHY EMPLOYEES STAY
  38. 38. Of employees stay because they enjoy the work they do 67% 56% Of employees stay because they feel connected to the organization
  39. 39. Of employees stay because of their coworkers 51% 40% Of employees stay because of their manager
  40. 40. WHY EMPLOYEES LEAVE
  41. 41. Of employees leave because they don’t like their bosses 31%
  42. 42. CULTURE AND COMP
  43. 43. Compensation: The story of how much you are valued
  44. 44. Compensation Keystone of Culture
  45. 45. Comp is an exchange of value, not money
  46. 46. Value Exchange Experience in industry Experience in market vertical Experience in adjacent markets Experience in field of discipline Experience in adjacent disciplines Experience with competitors Product knowledge Competitor knowledge Time and experience in company Education Discipline training and certification Supply and demand Employer Value DriversEmployee Value Drivers Base pay Performance Pay Paid time off Benefits Travel Culture and environment Work flexibility Work/Life balance Meaningful work Who you work with Challenging work Opportunity to impact Job security Shared purpose / mission Career advancement opportunities Autonomy Senior leadership
  47. 47. CULTURE AND EMPLOYMENT BRAND
  48. 48. Of job seekers consider an employer’s brand before even applying for a job 75%
  49. 49. Taking pride in the company brand is critical for employee engagement
  50. 50. Of job seekers use companies’ career websites as their most important source of information online. 74%
  51. 51. People need to believe and feel confident in your product and brand
  52. 52. TIPS FOR BUILDING AND PROTECTING CULTURE
  53. 53. Take risks and be vulnerable. Allow yourself to be innovative
  54. 54. Cultural Undercurrents
  55. 55. People are infectious, so when hiring, ask yourself how will they infect your organization, for good or bad. @rustylindquist
  56. 56. Signal to Noise Ratio
  57. 57. HR needs to be less optimized around processes, policies, and procedures, and more around people, productivity, and performance. @rustylindquist
  58. 58. Respect your employees’ personal lives
  59. 59. Stories are the mortar by which reality is built, and life’s true architects are those who tell the strongest stories. @rustylindquist
  60. 60. Educate all employees on how they contribute to the success of the company
  61. 61. @rustylindquist HR needs to build storytelling as a core competency if it ever wants to truly increase its influence
  62. 62. TIPS FOR MEASURING CULTURE
  63. 63. • Employee survey • What do others say? • Glassdoor reviews • Length of retention • Feedback from exit interviews
  64. 64. HUMAN CAPITAL is quickly becoming the only sustainable source of competitive advantage. @rustylindquist
  65. 65. Q&A

Notes de l'éditeur

  • Speaker: Claire
  • Speaker: Claire
  • Speaker: Claire
  • We’ll paint a picture of why culture matters more today than ever before, and why.
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  • A brief encapsulation of what culture is, so we know exactly what we’re talking about.
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  • Speaker: Matt; then Ty
  • Women between 30-39 site Job Boards as the #1 source for their most fulfilling job (2016 Job Seeker Nation)
  • A brief encapsulation of what culture is, so we know exactly what we’re talking about.
  • Women between 30-39 site Job Boards as the #1 source for their most fulfilling job (2016 Job Seeker Nation)
  • A brief encapsulation of what culture is, so we know exactly what we’re talking about.
  • From experience, we’ve seen that referred employees don’t want to let the person who recommended them down, so they have commitment and dedication to who referred them and the organization
  • PPT notes #1: Have other team members dive into different topics or projects during interviews and include key team members in the review and screening process to make sure people can do their jobs, not just at the end of the hiring process
    PPT notes #2: Your hiring team aren’t the only people interviewing and asking questions - candidates are interviewing you at the same time
  • PPT notes #1: Ex: Matt Singer’s spidey sense
    PPT notes #2: Trust your gut to see if candidates share your company’s values, will be a great fit and will contribute to the team and company, not in hard skills but in their personality, work ethic, etc.
  • Speaker: Matt; then Ty
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  • Speaker: Matt; then Ty
  • Passionate about what they’re doing
  • From experience, we’ve seen that referred employees don’t want to let the person who recommended them down, so they have commitment and dedication to who referred them and the organization
  • PPT notes #1: Pride in brand
    PPT notes #2: Moral stays up when others continue to stay
    PPT notes #3: Ex: At Jobvite, earlier employees are founding fathers of company culture
  • Passionate about what they’re doing
  • PPT notes #1: Pride in brand
    PPT notes #2: Moral stays up when others continue to stay
    PPT notes #3: Ex: At Jobvite, earlier employees are founding fathers of company culture
  • Speaker: Matt; then Ty
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  • Speaker: Matt; then Ty
  • Culture defines what the employment brand becomes and vice versa, but employees also create employment brand. Products don’t become living things without the people behind it
  • SF Giant’s game - “Hey I know Jobvite!”
  • PPT notes #1: Website reflects company culture so show who you are in your website. Website, culture and employment brand should be cohesive
    PPT notes #2: When something doesn’t work on our website, a picture of our office mascot and American Bulldog, Pancake appears on the page, saying “Don’t worry I still love you”
  • Ex: Janel felt confident using Jobvite before joining Jobvite
  • Speaker: Matt; then Ty
  • PPT notes #1: Introduce first that these tips are from your experience and from VOE program
    PPT notes #2: Take risks and be vulnerable
    Have a transparent leadership
    Recognize and announce anticipated and ongoing struggles
    Be vulnerable by admitting mistakes
    Being willing to fail and failing fast
    PPT notes #4: Respect your employees’ personal lives
    Don’t forget these are people with lives who happen to spend the bulk of their day making the company successful
    Allow schedules to be flexible
    Ex: Leaving before holiday weekends like Fourth of July
    Just like “Happy wife, happy life” > Happy employees, happy work life”

    PPT notes #5: Know individually how people contribute to the overall success of the company
    Celebrate wins shows you’re a team
  • BAMBOO


  • BAMBOO


  • BAMBOO
  • BAMBOO
  • Ex: Janel felt confident using Jobvite before joining Jobvite
  • BAMBOO
  • PPT notes #1: Introduce first that these tips are from your experience and from VOE program
    PPT notes #2: Take risks and be vulnerable
    Have a transparent leadership
    Recognize and announce anticipated and ongoing struggles
    Be vulnerable by admitting mistakes
    Being willing to fail and failing fast
    PPT notes #4: Respect your employees’ personal lives
    Don’t forget these are people with lives who happen to spend the bulk of their day making the company successful
    Allow schedules to be flexible
    Ex: Leaving before holiday weekends like Fourth of July
    Just like “Happy wife, happy life” > Happy employees, happy work life”

    PPT notes #5: Know individually how people contribute to the overall success of the company
    Celebrate wins shows you’re a team
  • BAMBOO
  • Speaker: Matt; then Ty
  • Ex: Janel felt confident using Jobvite before joining Jobvite
  • BAMBOO
  • Speaker: Matt; then Ty

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