The way we think about work today is radically different from the way our parents saw it. Most of us have the ability to work anywhere, anytime, and we want our work to be satisfying. Unlike generations before us, we are far less likely to spend our entire careers in one job.
This is especially true for Millennials in the workplace, who are more likely to change jobs more frequently. So what attracts top talent to your company these days if not the promise of job security or even higher pay? It is the culture of your company, that intangible factor that guides your values, beliefs and practices.
Organizational culture is not only essential for recruiting and retaining the best employees.
It affects the way they work, how they will treat their customers and, over time, how the public perceives their company.
If you don’t understand your culture well, everything else you try to achieve will feel like an uphill battle. On the other hand, when you have a great culture, everything else seems to fall into place.
Here are three companies that have developed exceptional organizational cultures and what leaders can learn from them.
hubspot
HubSpot takes culture seriously—so seriously, in fact, that the company spells it out in a presentation seen not just by every new hire, but by more than 2 million people.
While the marketing automation software company offers great perks for employees like unlimited vacation time, standing desks, and a host of healthy snacks, that’s only part of the equation. The company is guided by seven core values, including transparency, autonomy and exceptional customer service. When hiring, their leaders look for people who have characteristics that align with those values.
Look for employees who have HEART, those who are humble, effective, adaptable, remarkable and transparent. In HubSpot’s own words, hire not only to delegate, but also to elevate. All companies should strive to do the same.
Zappos
Unlike many retailers, Zappos takes hiring seriously and hires slowly. Employees must pass a cultural fit interview in which they are asked to describe their ideal work environment, the management style that allows them to produce their best work, and the relationships they have had with co-workers at previous jobs, among other things. stuff.
Finding employees who fit your company’s values isn’t enough—the best companies make sure those values are reinforced through training, onboarding, and beyond.
Zappos requires all employees to spend the first month answering phones at its call center and take shifts during peak hours, rather than hiring temporary employees.
If an employee realizes the job isn’t for them after those first few weeks, Zappos pays them to quit. The company’s leadership realizes that it’s more profitable to sacrifice a few thousand dollars by letting someone go than it is to keep someone who isn’t fully committed.
Southwest Airlines
Putting employee satisfaction ahead of customer satisfaction seems counterintuitive, but Southwest Airlines doesn’t see it that way.
“We believe that if we treat our employees well, they will treat our customers well, and in turn, that will result in increased business and profits that will make everyone happy,” the airline explains in a blog post about your company culture.
According to Southwest, having happy employees leads to happy customers, which leads to higher profits, which ultimately leads to happy shareholders.
The culture at Southwest is based on three components:
– Warrior Spirit: Work hard, want to be the best, be brave, show a sense of urgency, persevere and innovate.
– The heart of a servant: follow the golden rule, put others first and be proactive
– A fun attitude: keep perspective, enjoy your work, celebrate success and be a passionate team player.
To keep employees motivated and inspired, CEO Gary Kelly makes a point of publicly praising an employee each week who has gone the extra mile for customers. The airline also recognizes employees in its monthly Spirit magazine and in a series of internal videos that tell stories of exceptional service.
The company also puts customers first and is not afraid to take risks to keep them happy. When every other airline charged baggage fees, Southwest decided not to, and was rewarded with $1 billion in annual market share thanks in large part to customers who wanted to avoid baggage fees.
Transforming Organizational Culture
It takes time to develop a great culture, and it’s always evolving. For large companies with deeply embedded structures and processes, transforming the organizational culture to adapt to a changing market can seem like a monumental task.
Like any transition, it requires leadership with exceptional change management skills. Leaders must minimize the uncertainty that comes naturally with change by providing information and reassuring employees throughout the process.