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A Great Culture Drives Results to the
Bottom Line
K I M C A S T E L D AC h i e f P e o p l e O f f i c e r
B u l l h o r n
# M I T X T A L E N T
Leveraging your Exec Team
What’s in it for us?
Connect to the business
Dropping NPS was a huge problem
Rally Cry – unite the company around one goal
We help businesses achieve extraordinary results by transforming the
way people work and interact with customers. We create software
that’s both powerful and a pleasure to use and pair it with fantastic
customer service.
Mission
TO CREATE AN INCREDIBLECUSTOMER EXPERIENCE
The Incredible
Experience CycleIncredible Products &
Service
CustomerSuccess
GrowthCareerGrowth
IncredibleCulture
Core Values
We are the best in the world at what we do because we have a great
team of employees. All successful Bullhorn employees exhibit the following
five values:
• Ownership
• Energy
• Agility & Speed
• Service
• Being Human
11
Leveraging Core Values
• Hiring Practices
• Orientation
• Performance Management
• Leadership Training
• KEY Change: Town Halls
Recognition
• Recognition at monthly town hall meetings
• Every move and/or promotion announced across the
company at least twice!
• Recognize 3, 5, 10, 15 year anniversaries publically
• Personalized notes from the CEO at key anniversaries
and major life events
• Bullhorn leaders leverage praise to create powerful, memorable moments that
cement gains and push people to greatness.
• Trite praise via email isn’t memorable: e.g., “great job”.
• Examples of ways to cement a moment of praise:
– Public recognition in a team meeting
– Spot rewards
– Time with senior leadership
– Increased responsibility
– Creating a career development plan
Creating Moments of
Memorable Praise
“Let me say, in case someone is listening to the call, of all the many places we
deal with for support, you solve problems
faster than any one we’ve worked with. I wish everyone were like you guys.”
Cierra CallowayTechnical Support Representative
Rally Cry: To Create an Incredible
Customer Experience
+5%Employee
Engagement
94%CustomerRetention
+20%Customer
Experience
“We just
upgraded to ‘S’
and I love it!”
“Everything right! Yay!!!”
“Best CRM out there!”
“User friendly – intuitive – interactive – good customer service”
“The best CRM I have
used in my career”
“Love the enhancements that S Release has provided. Being able
to use Chrome makes the software so much faster!”
“10!”
23
Management’s focus on creating positive experiences for customers
and employees promotes deep loyalty with both constituencies
Strong, Customer Focused Culture
Bullhorn was named one of Glassdoor.com’s Best Places to work in 2016Art Papas was named one of Glassdoor.com’s Highest Rated CEO’s in 2016
Promoting Talent
Being in a role a long time is not reason enough to receive a promotion.
To get to the next level, employees needs to demonstrate that:
• They are a top performer in their current role
• They have demonstrated the potential to handle more complex
challenges
• They are the best candidate for the new job
We always want to promote from within rather than hire from the outside
whenever possible, but we won’t promote an employee who doesn’t
meet the above criteria.
24
The Leader’s Role
• Build a great team
• Set clear goals and priorities
• Actively mentor your team
• Actively monitor the quality of your service or product
• Identify and address employee knowledge gaps
• Build systems and process that drive growth and efficiency
This is a big job. If you’re “too busy” to do these things, you are neglecting your duties
as a leader.
If you still want to play a role as an individual contributor, you can’t be a leader – it’s
not fair to your team and their careers.
25
”The Line”
Ownership
Accountability
Responsibility
Blame
Denial
Excuses
Bullhorn leverages concepts from the book, The
Oz Principle, to keep employees focused on
solving problems together and avoid “Below The
Line” behavior.
Define Accountability
A personal choice to rise above the circumstances
and demonstrate the ownership necessary for
achieving the desired results
That’s not my job
Just tell me what you want me to do
Let’s wait and see if things improve
I told them it wouldn’t work
I didn’t have anything to do with it
Management didn’t give clear direction
That’s sales’ fault
That’s development’s fault
That’s finances fault
“
”
Examples of Below the Line Behavior
Key Learnings
• Tie your need to change your culture to a
business challenge
• Start small and identify early wins
• Make it easy for your CEO
• Leverage members of the Executive Team
• Collect DATA and use it to your advantage