Company culture has come to be seen as a competitive advantage. Most aware organisations are working actively to change theirs. Many have recognized the impact that a vibrant and diverse company culture can have on the brand and their business. These are the companies that comprise about 85 per cent found to have seen a massive growth in their revenues.
SAP, the multinational software corporation, realized that they needed to shake up their traditional employee branding methods to attract crowds from amongst the millennials who were being wooed by more visible companies like Google, Apple and Facebook. They went to task to revolutionise their entire brand image. They redesigned their career website, hired a videographer to tell the employee stories and pushed brand messages on to the social media. The emphasis of the video stories was to focus on the people working with them and give an insight to the outsiders to the company culture and what fun ‘Life at SAP’ was.
Today the legacy tech company which once had reputational issues has turned over a new leaf with 550K active members in their talent community, all with the help of its employees who vouch for the company’s culture that is vibrant and inclusive.
When Uber CEO Dara Khosrowshahi took reins of the company, he published a LinkedIn post with new mantras and guidelines that he hoped would drive the company’s growth at the next level. He wrote, “the culture and approach that got Uber where it is today is not what will take us to the next level. As we move from an era of growth at all costs to one of responsible growth, our culture needs to evolve.
But it is not just what he did at Uber but how he did it, makes for an interesting study in terms of revamping company culture. Khosrowshahi crowdsourced these ideas from more than 1,200 Uber employees. In a tweet he said, “If culture Is pushed top down, then people don’t believe in it. Culture is written bottoms up.”
Today Uber which was earlier being called out for turning a blind eye to sexual harassment and racial discrimination, has moved on to evolve into a company that celebrates ‘Differences’, values ‘Ideas over hierarchy’ and believes in ‘Doing the right thing. Period.’ Continuing its efforts to become an employer brand that is inclusive as well as diverse, Uber is promoting and creating employee resource groups and a workshop program focused on D & I, so that they are a part of its evolving company culture.
Sweetgreen, a fast-casual health foods restaurant, believes in creating a company culture that thrives on its people being happy and imbued with positivity. It allows its employees to work with impact projects to support community. The company also provides financial support to its employees in times of need. The employers also host a ‘Gratitude Night’ to thank employees for making a positive impact on its customers. This is just one of the many companies that are spending time and resource into building a positive company culture and supporting the well-being of its employees.
Trusted brands like Virgin or Goldman Sachs or Zappos or Apple have taken the time to focus on strategies to reach their target audience (read quality over quantity) and assure them of their own alignment with the reasons that a prospective candidate chooses them for. These brands have used their company culture as part of their employer brand to appeal to a more diverse, a more global audience. In turn, they have also come to be known as #peoplecentric organisations that are #purposedriven rather than #profitdriven.