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Company Culture

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How We Used Slack to Increase Warm Fuzzy Feelings at Greenhouse

A few weeks ago, our Director of Employee Experience, Melanie Oberman, shared our secret formula to company culture. That secret? The Greenhouse Culture Committee. The Committee is comprised of representatives from each of our teams and offices, and members represent the voice of their department and act as conduits for promoting company culture across the organization. I’m fortunate enough to have been on the committee for about a year representing Customer Success, and it has truly been a rewarding experience. What’s better than knowing you’re in a room with like-minded colleagues who want to make a positive impact on the place you work?

In this post, I want to highlight a successful initiative that grew out of a Culture Committee discussion: the Employee Warm Fuzzies channel on Slack!

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Introducing the SDR Culture Committee

About a year ago, I was nominated to be a representative of the Sales Development Representative (SDR) team on Greenhouse’s culture committee. The committee meets bi-weekly and is comprised of 12 employees nominated by their department leadership. It operates based on the goals of giving each department a voice on office and culture matters, sharing office and culture updates with all departments, and advising the Executive team on culture ideas. (You can learn more about the culture committee in this blog post.) 

I was incredibly excited to be asked to be a part of the culture committee. It's a key initiative for the maintenance and progress of Greenhouse’s company culture, and my part in this committee was an important opportunity to give a voice to one of Greenhouse’s larger, lesser heard from teams.

The nature of the SDR world at Greenhouse, however, is fast moving and ever-changing—in short, it’s hard to keep a consistent pulse on the cultural perspectives of the team. I needed to find a way to consistently check in on 20–25 SDRs who are constantly heads-down focused on crushing quota. After brainstorming with other members of the Culture Committee and meeting with my managers and director, we decided to create the SDR Culture Committee.

What is the SDR Culture Committee and what can you learn from it? Read on to find out!

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The Impact of People Operations on Employee Lifetime Value

The People Operations team at Greenhouse is responsible for Total Rewards (compensation, benefits, and perks), employee-facing systems and operations, HR programs, and compliance. The employee is our customer, and we work to make it easy to be a Greenhouse employee. We work closely with other internal service organizations, like the Talent Management, Employee Experience (EX), and IT teams.  

In this post, I’m going to talk about Total Rewards and their impact on Employee Lifetime Value (ELTV).  

  • I’ll start with a quick overview of the concept of ELTV

  • I’ll define each piece of Greenhouse’s Total Rewards package and its impact on ELTV

  • I’ll give you tips on designing your own Total Rewards package

  • I’ll provide insight on how we measure success and communicate our programs

Read on to learn more!

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Finding the "Organizational Fit": 3 Ways Successful Companies Get It Right

Everyone in the recruiting space understands the importance of finding the “organizational fit,” (otherwise known as hiring for “cultural fit” or “culture add”). Employees that believe in and reflect an organization’s culture are more likely to report high job satisfaction, produce superior work, and remain with the company long term.  

But finding candidates that mesh with your company culture, selling them on your company, and assessing applicant fit beyond technical considerations is easier said than done. Over the past six years, we’ve helped thousands of startups and tech companies find, connect with, and hire top talent, and in that time we’ve seen firsthand how the most successful companies approach this challenge.

There are three ways that successful companies focus on finding the organizational fit. Keep reading to learn what they are and how you can make them part of your approach to hiring.

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How to Improve Employee Lifetime Value Through Employee Experience

It’s no secret that investing in a great employee experience (which I’ll abbreviate throughout this post as “EX”) can lead to highly engaged employees. At Greenhouse, we think engagement is measured in each person’s connection, motivation, and commitment to their company.  Our challenge is to build and run effective employee programs AND show the return on that investment.

The data backs us up: Employees who find meaning from their work are more than three times as likely to stay with their organizations. Employees who have meaning don’t just stay longer, they also report higher job satisfaction. So, it’s something we focus a lot of attention on. And it seems to be working.

In this post, I'll cover:

  • A quick refresher on ELTV

  • How our Employee Experience (EX) team designs our employee experience to drive engagement

  • How you can start to design and measure employee experience, too!
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How You Can Create a More Diverse and Inclusive Workplace

Creating a more diverse and inclusive workplace is something that many companies are trying to prioritize. While most companies want to be more diverse, they can struggle with outlining a clear strategy. How do companies figure out a plan that sets a strong foundation and moves the needle towards improving diversity and inclusion (D&I)?

In our latest Hiring Hacks webinar, Greenhouse’s Director of Employee Experience, Melanie Oberman teamed up with 2020Shift’s CEO, Ariel Lopez to discuss the value of D&I, strategies for companies to get started, and tips towards building a more diverse and inclusive workplace.

Keep reading to learn what we discussed in the webinar!

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A New Kind of Onboarding for a New Kind of People Team

One of my first jobs was working at a marina. My coworkers and I were responsible for cleaning up the boathouse to get it ready for members and students. It was a gruellng kind of orientation. We spent weeks cleaning, building, lifting, and fixing for long hours every day. What’s more, it poured rain almost the entire time. We donned foul-weather gear, ran inside when it thundered, and dried our hats on the heaters during lunch.

And yet this experience was not only outrageously fun, it bonded our team in many remarkable ways. Conversation came easily as we shared in those early experiences, which set the tone for the rest of the summer. Even though we only worked together for three months, the six of us remain close friends to this day, years later.

For most of us, great people and a shared purpose are consistent characteristics of all of our favorite, most memorable jobs—not just as teenagers but as we move into the corporate world, too. So why do we seem to forget this, instead focusing on things like pay, perks, location, etc. (also important factors, to be sure, but best when balanced with people and purpose)?

Keep reading for more tips on how to rally new hires around your company's great people and shared purpose.

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Greenhouse’s Secret Ingredient to Building a Thriving Company Culture

In the last couple of years, we’ve grown to approximately 200 people across two offices. With that growth came the need to evolve to be more deliberate about our culture. After a bit of trial and error, we’ve found that the culture committee is one of the best ways to foster the culture we’re trying to create.

Some might be surprised to learn that a committee is the answer; many companies are working toward having fewer meetings, not more. What makes Greenhouse’s culture committee special is that it is truly democratic—the more we can hear from a variety of employees, the more our culture thrives. These ideas, along with our bi-annual engagement survey, pulse surveys, and informal conversations, all help us to inform priorities and initiatives across the organization.

Greenhouse’s culture committee is made up of about 12 employees nominated by their department leadership. Members are all high performers in their day to day jobs and consistently make meaningful contributions to our culture—from planning a team camping trip or office ping pong tournaments to coming up with creative ways to boost morale.

In this post, I will outline what exactly the culture committee does, why it’s become a vital part of our culture, and what we’ve learned along the way.

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Why Should Companies Prioritize Diversity?

In the last few years, there’s been no shortage of headlines, employee reports, and Medium posts tackling diversity and inclusion. We all know diversity can no longer be an afterthought. And while it is the “right thing to do,” it’s essential to the growth and prosperity of your company.

Truly forward-thinking, innovative companies are those that prioritize diversity efforts, ensuring that everyone—from the CEO to each and every employee—not only understands the importance of diversity and how it benefits their organization, but advocates for it.

Data indicates that diversity drives innovation and results in better performance among teams and, ultimately, a higher success rate for companies. 2020Shift has partnered with Greenhouse to create an eBook, “4 Methods to Build A Diverse Team,” to outline how you can build a diverse organization. We know it’s not easy and there’s no one-size-fits-all solution, but our guide can help you on your journey to creating a diverse and inclusive organization.

If you’re on the fence about prioritizing diversity or need help on where to start, we’ve got you covered! Planning out your diversity efforts can seem complicated, but here are four reasons you should prioritize diversity and strategies for getting started now.

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How to Add Skip-Level One-on-Ones to Your Management Toolbox

The problem

As a manager of managers, it is hard to get enough visibility into your direct reports' organizations to provide specific and actionable feedback.

The solution

In my experience, the most useful forum for finding out the “why” and “how” behind what managers are doing has been via skip-level one-on-ones. I have nearly 60 engineers on my team, but I still make sure to find time to meet with each person at least once per quarter. There are a number of benefits to doing this, but in this article I'm going to focus on one angle: finding out what's going on inside of each manager's team so I can offer specific and actionable feedback on how to improve.

What does a skip-level one-on-one look like—and how can you implement them without freaking out your managers? Read on to find out...

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