The 10 Best Com­pa­nies on the Cul­ture Scale

Enterprise - - Contents -

great com­pany cul­ture is no longer just an op­tion. To­day’s work­ers con­sider it as much as they con­sider salary and ben­e­fits. In fact, fan­tas­tic com­pany cul­ture is al­most ex­pected along with other tra­di­tional ben­e­fits.

While the cul­ture that works for one com­pany might not work for another, you can learn a lot from com­pa­nies who are do­ing it right. 1. Zap­pos Zap­pos has be­come al­most as well known for its cul­ture as it is for the shoes that it sells online. What does that cul­ture look like?

It starts with a cul­tural fit in­ter­view, which car­ries half the weight of whether the can­di­date is hired. New em­ploy­ees are of­fered $2,000 to quit af­ter the first week of train­ing if they de­cide the job isn’t for them. Ten core val­ues are in­stilled in ev­ery team mem­ber. Em­ployee raises come from work­ers who pass skills tests and ex­hibit in­creased ca­pa­bil­ity, not from of­fice pol­i­tics. Por­tions of the bud­get are ded­i­cated to em­ployee team build­ing and cul­ture pro­mo­tion.

Great ben­e­fits and a work­place that is fun and ded­i­cated to mak­ing cus­tomers happy all fit in with the Zap­pos ap­proach to com­pany cul­ture -- when you get the com­pany cul­ture right, great cus­tomer ser­vice and a great brand will hap­pen on its own.

Take­away: Zap­pos hires ac­cord­ing to cul­tural fit first and fore­most. It has es­tab­lished what the com­pany cul­ture is, and fit­ting into that cul­ture is the most im­por­tant thing man­agers look for when hir­ing. This pro­motes the cul­ture and happy em­ploy­ees, which ul­ti­mately leads to happy cus­tomers. 2. Warby Parker Warby Parker has been mak­ing and selling pre­scrip­tion glasses online since 2010. It de­signs its own glasses, and sells di­rectly to cus­tomers, cut­ting out the mid­dle­man and keep­ing prices low.

Com­pany cul­ture at Warby Parker in­sti­gates “cul­ture crushes,” and one rea­son for that level of suc­cess is a team ded­i­cated to cul­ture. That team means that a pos­i­tive cul­ture is on the fore­front, set­ting up fun lunches, events and pro­grams. The com­pany makes sure that there is al­ways an up­com­ing event so the en­tire team has some­thing to look for­ward to, and it uses meth­ods to make sure the en­tire team works well to­gether by in­sist­ing ev­ery­one helps keep break ar­eas clean or send­ing ran­dom em­ploy­ees out to lunch to­gether.

Take­away: Warby Parker has made com­pany cul­ture de­lib­er­ate by cre­at­ing a ded­i­cated team tasked with com­ing up with events and pro­grams to pro­mote com­mu­nity. Great com­pany cul­ture doesn’t hap­pen on its own. 3. South­west Air­lines The air­line in­dus­try is of­ten mocked for grumpy em­ploy­ees and poor cus­tomer ser­vice, but South­west Air­lines bucks those trends. Cus­tomers loyal to South­west of­ten point to happy and friendly em­ploy­ees who try hard to help.

South­west isn’t new to the game. It’s been in op­er­a­tion for 43 years. Yet some­how, dur­ing all that time, the com­pany has man­aged to com­mu­ni­cate its goals and vi­sion to em­ploy­ees in a way that makes them a part of a uni­fied team. South­west also gives em­ploy­ees “per­mis­sion” to go that ex­tra mile to make cus­tomers happy, em­pow­er­ing them to do what they need to do to meet that vi­sion.

Take­away: Em­ploy­ees who are con­vinced of a larger com­mon goal are peo­ple who are ex­cited to be part of a larger pur­pose. 4. Twit­ter Em­ploy­ees of Twit­ter can’t stop rav­ing about the com­pany’s cul­ture. Rooftop meet­ings, friendly co­work­ers and a teamor­i­ented en­vi­ron­ment in which each per­son is mo­ti­vated by the com­pany’s goals have inspired that praise.

Em­ploy­ees of Twit­ter can also ex­pect free meals at the San Fran­cisco head­quar­ters, along with yoga classes and un­lim­ited va­ca­tions for some. These and many other perks are not un­heard of in the startup world. But what sets Twit­ter apart?

Em­ploy­ees can’t stop talk­ing about how they love work­ing with other smart peo­ple. Work­ers rave about be­ing part of a com­pany that is do­ing some­thing that mat­ters in the world, and there is a sense that no one leaves un­til the work gets done.

Take­away: You can’t beat hav­ing team mem­bers who are pleas­ant and friendly to each other, and are both good at and love what they are do­ing. No pro­gram, ac­tiv­ity or set of rules tops hav­ing happy and ful­filled em­ploy­ees who feel that what they are do­ing mat­ters. 5. Chevron While oil and gas com­pa­nies are prime tar­gets for a lot of neg­a­tive PR and public ire, Chevron em­ploy­ees re­sponded fa­vor­ably to­wards the com­pany’s cul­ture. Em­ploy­ees com­pared Chevron with other sim­i­lar com­pa­nies and pointed out “the Chevron way” as be­ing one ded­i­cated to safety, sup­port­ing em­ploy­ees and team mem­bers look­ing out for each other.

Chevron shows it cares about em­ploy­ees by pro­vid­ing health and fit­ness cen­ters on site or through health­club mem­ber­ships. It of­fers other healthori­ented pro­grams such as mas­sages and per­sonal train­ing. Chevron in­sists em­ploy­ees take reg­u­lar breaks. In other words, the com­pany shows it cares about the well-be­ing of em­ploy­ees, and em­ploy­ees know that they are val­ued.

Take­away: Your com­pany cul­ture doesn’t have to be ping-pong ta­bles and free beer. Sim­ply pro­vid­ing em­ployee’s

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