jason medley - quirky's recruiting culture
TRANSCRIPT
ENGAGEMENT & GROWTHBuilding the Right Culture for
JASON MEDLEYDirector of People &
Culture
INVENTION IS HARD
> design > research > manufacturing
> merchandising > distribution
> retail marketing
> consumer marketing
> inventory > logistics
> margin analysis
> packaging
> point of sale
> intellectual property management
> direct sales / marketing
> prototyping
> mechanical engineering
> regulatory issues
> markdowns / seasonality
> customer service
> press / product reviews
> channel management
> replenishment > EDI / Technology Backbone
BUT INVENTION IS IMPORTANT
THE BEST IDEAS DON’T COME FROM THE BOARDROOM
THE BEST IDEAS COME FROM THE LIVING ROOM
QUIRKY IS AN INVENTION PLATFORM THAT BRINGS REAL PEOPLE’S PRODUCT IDEAS TO
LIFE.
1.1 MILLION CREATIVE PEOPLE AROUND THE WORLD SUBMIT OVER 3,000 IDEAS A WEEK TO QUIRKY.COM.
THESE IDEAS ARE PUT TO A VOTE AT OUR WEEKLY L IVE PRODUCT EVAL.
THE QUIRKY TEAM DOES THE HEAVY LIFTING TO MAKE THE CHOSEN PRODUCTS
REAL.
INVENTORS AND INFLUENCERS EARN PERPETUAL ROYALTIES AS LONG AS PRODUCTS ARE FOR SALE.
AND HAVE PAID $MILLIONS TO OUR COMMUNITY
SOMETIMES, OTHER COMPANIES LEVERAGE OUR PLATFORM TO COMMUNICATE WITH THEIR CUSTOMERS.
AND WE BUILD THINGS LIKE THE WORLD’S SMARTEST AIR CONDITIONER.
AND AIR COMMERCIALS WHERE OUR CEO RUBS THE INVENTOR’S FEET.
WE ALSO REINVENTED THE LIGHTBULBFOR THE INVENTORS OF THE LIGHTBULB.
OVERALL, QUIRKY IS AN EXCITING PLACE TO WORK
EMPLOYEE BUZZ
SCH SF
G R O W T H : Tw o n e w o f f i c e s : S c h e n e c t a d y & S a n F r a n c i s c o
• 97% of employees are proud to work a t Qu i rky
• 94% of employees have or would work over a weekend to comple te a pro jec t
• 90% of employees o f ten ta lk about Qui rky
• 85% of employees are mot iva ted by Qui rky ’s cu l ture
• 31% reduced a t t r i t ion
T H E R E S U LT S A R E I N …
Best Places to Work 2015Employee’s Choice Award | Companies Under 1,000
#8
WE’RE ON A MISSION TO CONTINUE MAKING INVENTION ACCESSIBLE.
ENGAGEMENT & GROWTHBuilding the Right Culture for
• 21 % higher productivity
• 22% higher profitability
• Lower turnover
• Lower absenteeism
(Gallup, 2013)
Higher Average Employee Engagement Levels Lead to
How Do You Measure for Culture Fit?
WITH A STRONG SET OF CORE VALUES
START
FINISH IMPATIENTSELFLESS
FUTURIST
AGILE
EMBRACE CONFLICT
What is Culture?
Culture is the Character and Personality of your organization (ERC, 2013).
CULTURE EMPLOYER BRAND
CULTURE ANSWERS THESE
QUESTIONS
• What is our mission / What are we passionate about?
• How will we serve our clients and customers?
• How will we work together as a team?
• How will I contribute as an individual?
• How do we communicate internally and externally?
• What do we celebrate / How do we celebrate?
• How do we overcome obstacles and conflict?
• How do we move forward?
• What types of policies should we implement?
• What does our office environment look like?
Where Does Culture Come From?
Culture Starts WITH YOUR FOUNDER(S) AND LEADERS
EVERYTHINGAFFECTS CULTURE.
CULTURE Management
How org. is
managed
Communication
LeadershipCelebratio
n
Systems, procedures, structures
Managers
Workplace Practices Recruitment and
On-boarding
Retention
Policies & Philosophies
Handbook
Code of Conduct Attendance and dress code
People
Personalities
Values and experiences
Diverse skills
Work Environment
Decorations
Food Office layout
HOW DO WE BUILD CULTURE?
BUILDING CULTURE
DO• Understand what your current
culture is
• Define what you want your culture to be
• Make sure your mission, vision, and values honestly reflect what you want your culture to be
• Clearly communicate what you want your culture to be throughout your organization
• Make sure it’s believed and practiced from the top down
• Measure the state of your culture
• Hold everyone accountable to being a culture fit (Recruitment, performance management, etc.)
BUILDING CULTURE
DON’T• Ignore it!
• Hire employees who aren’t a culture fit
• Create bad managers
• Forget about learning and development opportunities
Hiring ManagersCan Be Difficult
But, it can be a
REWARDINGExperience
Strategic Business Partner
vs.Administrative Support
•Human Interaction
•Technology
•Analytics
Hiring Manager Engagement
HUMAN INTERACTION.Don’t be afraid of it.
RULES OF HUMAN INTERACTION
DO DON’T• Attend team
meetings
• Weekly 1 on 1 with HM
• Encourage a process with HM/Team interaction
• Run and hide
• Rely on e-mail
• Assume things
• Over promise
TECHNOLOGY.It should support your process, not interfere.
Find the right technology for you and your hiring managers• ATS
• Sourcing
• Communication
AnalyticsPick meaningful analytics that work for you and your hiring manager
“The right interaction, technology and analytics will help you become a recruitment strategic business partner”
REMEMBER!
• There is always a culture
• Everything affects culture
• Start thinking about your Culture Brand
• Building a culture of engagement makes good business sense
• Be a strategic business partner
• Human interaction, Analytics and Technology
THANKS FOR YOUR TIME
References1. Sorenson, S. (2013, June 20) How Employee Engagement Drives Growth.
http://www.gallup.com/businessjournal/163130/employee-engagement-drives-growth.aspx
2. ERC. (2013, March 6) Workplace Culture: What it is, Why it Matters, and How to define it. http://www.yourerc.com/blog/post/Workplace-Culture-What-it-Is-Why-it-Matters-How-to-Define-It.aspx