When we were first pitching Pomello to investors, one of the most frequent criticisms we heard was that a great company culture is nice to have, not need to have. Here was the parting line they would leave us with as they told us they weren’t going to invest.
Human resources leaders focus on engagement, performance, and turnover for good reason: They’re some of the most important indicators of a company’s productivity and value. Yet many companies still struggle to influence and predict their HR metrics consistently.
If you are curious about people analytics and you care about your company culture, then you are in the right place. Culture analytics will change the way you make any decisions impacting your employees. Watch a short video to learn how culture analytics can help your company!
The term people analytics gets thrown around a lot these days. So much in fact that its use as a phrase has outpaced actual adoption by companies. People analytics is a broad term. It can refer to any aspect of HR data that touches on personnel. Maybe that’s why adoption has been so lackluster, no one really knows what it means. When a term isn’t specific it might be buzz-worthy, but it loses its ability to capture to be understood in terms of concrete use cases.
For many HR executives, company culture is made up of the conceptual values that they feel employees should embody. Often, these are conflated with the ways in which company leaders want customers to experience their brands, leading to a nebulous and vaguely defined culture.
There are a few companies that have written at length about their culture. Companies like Netflix and Hubspot articulate clearly what their culture is and communicate what behaviors they want to encourage (and which they want to discourage). Less well known are a few companies like the SAS Institute and Bridgewater that have equally strong cultures, and a similar commitment to educating their current and incoming employees about ‘the way they want to get work done.’
I’ve been thinking a lot about team-building and traditions lately as our team has grown. It has been really exciting and challenging to see how each additional team member brings their own needs, strengths and ambitions to Pomello. When you’ve been working so long with one person – shout out to my awesome co-founder, Oliver – it can be easy to get set in your ways. And so it is refreshing to have new perspectives and personalities.
To those of us in the business world, academia can appear to move at a glacial pace. But academic research plays an essential role in identifying successful organizational strategies and mechanisms that might not be apparent, even to the actual teams that are implementing them. Pomello is built based on a large body of research which validates the relationship between strong organizational culture and key metrics like employee performance, engagement, and turnover.
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.