Measuring employee performance, engagement, and turnover is something like taking your company’s temperature — you know when a problem exists and look to fix it. With recent studies finding that business units with highly engaged employees report 22 percent higher profitability and 21 percent higher productivity, it’s not surprising that smart company leaders are rushing to foster greater employee engagement.
We get asked a lot about our name. So I decided to write the definitive guide on why we named our company after an obscure citrus fruit most often found at Chinese groceries. Like a pomello, the best part of a company is not visible from the outside. You have peel through an outer layer to understand what’s underneath. And like the inside of pomello, a company culture is made up of different components aligning with teams, locations, hierarchies.
The Pomello team recently had the opportunity to visit NASA Ames Research Center. I wanted to take a break from our regularly scheduled programming to talk about what we saw when we were there. I am embarrassed to admit that I thought NASA Ames was shut down years ago, and it does feel like the days of space exploration are a distant memory that our parents can relate to better than us. You can wander the campus buildings where the hallways are often quiet, and peer into the windows of monolithic buildings where wind tunnels tested the aerodynamics of shuttles.
As somebody who has been through a huge merger, and the resulting reorganization, I can tell you that reorgs are the worst. They deservedly have a terrible reputation, because they are dehumanizing, demoralizing, and damaging to your company. So why do companies do them? They are necessary. Strategic shifts, changing economic environments, industry disrupting innovations can all force leadership teams to stir things up. The problem that every leadership team runs into is that reorgs are incredibly costly in terms of lost productivity and turnover.
Engineer your recruiting funnel the way you engineer your sales funnel. Candidates are your customers. Sell them on your company. Treat all of your candidates like they are unique individuals deserving of your respect and interest. When making an offer, appeal to the desire for people to feel connected to their colleagues, to be recognized, and to have impact.
Company culture is everywhere these days, but few people understand how to manage it. That’s largely because no one knows how to quantify it. Topics that are subjective and qualitative in nature do not lend themselves to quantitative measurement the way a test score does.
When you are stretched thin and working on multiple projects, it can be hard to get a clear handle on just how much time you are spending on hiring, so we wanted to provide you with the numbers to make your case. And we want to provide you with strategies for making your hiring process cheaper, more time efficient, and more successful.
Many companies promote expensive perks they provide like gourmet catering, unlimited vacation, and onsite yoga. Of course, these sound great, but when something sounds too good to be true, it usually is. Perks look good on paper, but they often come with downsides that companies and employees just don’t see coming.
There are a lot of similarities between dating markets and job markets. So it didn’t surprise me that I started to think about Amazon’s hiring practices as I was reading a dating advice column recently. In the column, a girl complains that she is always dating boring guys that don’t work out. The columnist tells her stop trying to date potatoes when you are a radish. Amazon’s hiring problem is that they are trying to recruit potatoes when they should be recruiting radishes.
Sometimes talking about company culture can feel like a minefield for everyone involved. Let’s take a mid-week moment to laugh about how hard it really can be.