4 Takeaways from Best and Brightest Elite Winners!
Earlier this month, I had the pleasure of facilitating a TED panel of four Elite winners from Chicago’s Best and Brightest at the Northwest Human Resources Council’s annual Conference. A full two hours of rich content. While the four companies represented were diverse in industry, size, and voice it was clear to everyone in attendance that the heart and authenticity of our speakers set forth a common theme. High performing companies “live” their values and commit to a continuous process of innovation aimed at protecting culture for better retention, increased productivity and engagement.
Sid Bala, CEO of alligatortek, drives vision and has been recognized for innovation, being an employer of choice and has even been rated among the Top 50 employers for Gen Y emerging talent. He shared his personal journey as an entrepreneur, beginning 25 years ago in a spare bedroom of his parent’s home. Early as a solo entrepreneur it was simple to keep culture in alignment but he found that as he scaled his business it was not nearly as difficult to attract talent as it was to retain talent. Early on he set out to identify the skills that embodied the “group of warriors” that would become alligatortek. With 80 employees and poised to double in the next 5 years, it is not mistake that he has been intentional on building a culture invitation that begins day one. He outlined that transparency leads to authenticity and as a leader, we must embrace vulnerability and create intimacy with our teams.
Takeaway 1: Express your Culture Invitation in a way that welcomes the talent!
When providing a Statement of Work to a prospect, one would make sure to ensure the prospect was on the same page with the seller. Similar at alligatortek, he shared, “we do not send an offer to a candidate until we know the candidate.” Their selection process includes a 2-3-hour interview to review chronological history to “unwind” their journey to date in conversation. They then call 2-3 prior managers to learn how the candidate is motivated. Only after a thorough evaluation does the candidate receive a presentation customized to them. The presentation includes alligatortek’s core focus, vision, values, and what drives the business as a “the faithful servant.”
Michele McDermott, SVP, HR at Assurance Agency, is tasked with maintaining a “Best Place to Work” culture for an insurance agency that has been a 9-time Elite Winner in Chicago. She provided a unique perspective that was heartfelt and revealed personal aspects of how Assurance leaders “lived” the culture through “their actions.” She shared how DNA “Dominate, Navigate, Appreciate” has leveraged performance management to better express their intent to invite employees to dominate their job, navigate their career and be appreciated via feedback. They listen to the voice of their people; she cited that even when they had 85% of their workforce run a 5K to achieve a wellness initiative, they listened when it wasn’t for everyone. Now bringing in a variety of wellness options for all employees. With theme songs by year that express the vibe of the annual growth target, everyone is singing their way through work. It is not a surprise the A Team at Assurance hits their ambitious growth goals year after year.
Takeaway 2: Leaders must live their values and reinforce it in action.
Michele shared personal reflections as a new senior leader being brought into the fold at Assurance. Examples included, sharing how she was sat down early on to discuss the remote working policy. In her first 90 days, she recalled being talked to about the importance of her working from home one day a week. As a new leader she wanted to be in office but “If senior leaders aren’t doing it, the team won’t feel comfortable.” This was further reinforced with an additional personal share whereby her boss invited her out to dinner with her husband. At dinner, her boss shared with her spouse how they wanted to be sure he knew someone next week at the holiday party. Examples like these are insight into ways leaders invite and reinforce their values in action. Michele shared a photo gallery of Assurances’ social feed and an impressive fact is that when they asked their employees how they live MRMH (Minimize Risk, Maximize Health), 98% of employees recorded a selfie video and answered it via social. She admittedly has been taking her own selfies and attests it was something not innate to her but with over 98% doing it, the selfies will be searchable.
Joe Slawek, Chairman and CEO of FONA International, is the founder of a family owned manufacturer of flavors that has repeatedly won awards as an employer of choice. A 9-time Elite Winner and 2 time Best of the Best Overall Winner they most recently they made the Great Places to Work – Top 50 for Women in the Nation list and Joe shared how this mattered to him. He affirmed he agreed with Sid Bala, where the two aligned on Luke 12:48 as the foundation of business. He spoke about the importance of personal character and what happens when no one is looking. He shared that customers get FONA employees promoted and it all began with a two-page letter to the workforce asking them to, “Imagine a Workplace where the value of inclusiveness is palpable.” Joe shared their values and meaningful traditions which include sharing meals with the workforce. Their monthly hot lunch is something everyone looks forward, even this week is Cinco de Mayo but Joe highlighted the importance of sitting down and getting on “slow time with everyone.” He also emphasized the importance of a third-party culture survey and noted that FONA has improved from their feedback as it was more honest to the third party vs. if he had asked.
Takeaway 3: Express an emotion of CARE when designing benefit programs.
Joe is one of eight and was quick to share his “…parents took the C Students to the doctor, not just the A Students.” He strongly feels taking care of the family is where it begins and for him that means that benefits are designed with the families of the employees in mind. A menu of choices for employees to choose from is essential, even when companies cannot afford to provide 100% of premiums the way FONA does.
Marc Klemencic, Manager of Talent Management for the Americas at Omron Management Center of America presented on behalf of the 3-time Elite winner. While they are strong in their community initiative programs, Marc was quick to point out how proud they are of their recent 2017 recognition as Elite in Recruitment, Selection, and Orientation from Best and Brightest. He shared a quote from their Founder that resonates with the workforce globally. “To the machine, give the work. To the people, give them the thrill of creation.” With 36,000 employees in 150 countries and 7% of profits back into R&D, they are keeping with a commitment to creation. Marc shared, they did after all create the first ATM machine. Part of their mission is to commit to making the world a better place and Marc shared they have two locations that are run 100% by special needs employees.
Takeaway 4: When you can’t find enough talent, start early and make it.
Marc shared Omron initiatives that are strong and have been in the works for some time. In reflection on how they got here, first came the perspective that talent acquisition is not just for HR. Omron worked to ensure that hiring is a business function that is shared by HR and the hiring manager 50/50. Next, reinforcing employee referrals for qualified talent to the tune of $2,000 for non-exempt hires and $5,000 for select positions. They have a structured internship program that includes 1-week projects, 5 weeks of field work, 1 week at HQ, and a final week presentation. They even staff the internship program with leaders that came through the program. They have made a commitment to attracting women to the field with high school days and they are now working on engineering co-ops to bring about business needs to school curriculums.
Overall, the panel shared something is proven out. Companies that invest in their workforce and align culture to strategy realize up to a 17% return on investment. It used to be nice to be a best place to work but now it is essential to drive a competitive advantage through your people.
