Mon, 26 December 2016
Dee Ann Turner is the Vice President of Enterprise Social Responsibility for Chick-fil-A. She was previously the Vice President of Corporate Talent at Chick-fil-A for 16 years. She is the author of a book called, It’s My Pleasure: The Impact of Extraordinary Talent and A Compelling Culture. Chick-fil-A is a fast-food restaurant based out of Atlanta with over 2,000 locations all over the U.S. They have 100,000 team members including 1,600 in their corporate offices.
Corporate culture is one of the most important aspects of an organization and it is a major topic of discussion nowadays. One company that is getting corporate culture right is Chick-fil-A. The original founder of Chick-fil-A, S. Truett Cathy, believed that Chick-fil-A was “not in the chicken business, but in the people business” and the way he developed and lead the company was a true testament to that belief. Cathey advised Turner to remember that, “people decisions are the most important decisions we can make”.
Chick-fil-A has steadily increased in sales every year and their retention rates are phenomenal, which is rare for the fast food industry. They have franchisees from ages 19 to 80 with very diverse backgrounds, beliefs and experiences. They state that their purpose is, “to glorify God by being a faithful steward of all that is entrusted to us. To have a positive influence on all who come into contact with Chick-fil-A.” Chick-fil-A has a very unique corporate culture and it really focuses on building up and investing in their employees. They truly are a company whose focus is on people, both the employees and the customers.
Turner explains that Chick-fil-A incorporates one thing as an umbrella over everything that they do and that is the idea that they care about people personally. “Employees and guests are not just a name, they are a story and people know their story”. She says that Chick-fil-A employees celebrate milestones in each other’s lives. They throw baby showers and wedding showers, they attend their kids’ sporting events, they listen to each other and give advice. They understand that “to be innovative, you have to be diverse” and one of their core beliefs is that you should treat everyone with honor, dignity and respect.
Leaders in the company are trained in and encouraged to use the Serve Model. Each letter in the word serve stands for a value. S is for see and shape the future because leaders should have vision and they should be able to articulate that vision to others. E is for engage and develop others. R is for reinvent continuously and the ability to be willing to change things up. V stands for valuing results as well as relationships and the last E is to embody the values of the company which include generosity, loyalty and excellence. Chick-fil-A believes that the higher up you are in the company, the more responsibility you have to embody the serve model. The focus is putting others before yourself.
Chick-fil-A also has some very unique perks for their employees. Their headquarters have outdoor workspaces with full wifi, they have a cafe with free lunches, the company offers great health care and they allow employees to use condos owned by management for vacations. They also have an annual conference and one year they rented out the largest cruise ship in the world for it.
Corporate culture is vitally important for successful organizations. It shapes who you are as a company, it helps you attract and retain great talent and it helps you focus on where you need to go in the future. Chick-fil-A is a great example of how putting people first can go a long way in creating an amazing corporate culture.
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Mon, 19 December 2016
Jeff Wong is the Global Chief Innovation Officer at EY, a global organization that has over 200,000 employees worldwide. Before he was at EY he spent 10 years in innovation at Ebay. He has an AB in Economics, a Master in Industrial Engineering and Engineering Management and a MBA from Stanford University.
The world is changing faster than it ever has before. We have seen the evolution of AI, self driving cars, drones and robots in the workplace and who knows where technology will go in the future. In this ever changing world it is imperative for companies to adapt and keep up with the times. The question is how can companies keep up when things are changing daily.
Wong says innovation is “doing old things in new ways”. He says one of the most important things to do to stay ahead of the game is to pay attention to what is going on around the world. He says he is constantly reading up on world events and always listening to clients and employees around the world. Companies should be aware of what is going on around the world. EY has employees around the world which allows them to reach out to a whole host of regions in order to learn what different areas are doing and how it is working for them. Four main technologies that Wong and EY are paying attention to at this time are data analytics, blockchain, AI and robotic process automation.
Innovation is no longer just about plugging technology in, technology is much more involved now. Companies and employees have to be willing to “get their hands dirty”. Wong says in order for companies to keep up with innovation they cannot just sit and talk about new technology. Companies need to play with new technology, they have to implement it and they have to actually use the technology to address real problems. Doing this allows companies to “see where that technology is today and how fast it is evolving”.
There are three types of innovation; Disruptive innovation, which is looking far into the future to figure out what could be, adjacent innovation which is doing things one step ahead of today’s technology and sustaining innovation which should be done everyday to make sure you are staying on top of what you already have in place. Wong says it is so important for companies to implement all three types of innovation.
When companies strive for innovation more likely than not, there will be failure. Wong says, “failure is a big part of innovation” and that the important thing is “what you learn from that failure and how to change the pathway around it”. Both Wong and EY embrace failure and understand that it will happen when companies try new things. There have even been times when a project or an idea has had to be scrapped completely. This is just something you have to be okay with if you want to be an innovative company.
Wong says in order to be a leading innovator in a disruptive world “you have to be willing and eager to learn. You can’t get stuck on any framework or model”. He says you can’t just be focused on the technology of today and you have to have the “willingness to be wrong, and admit it”.
When it comes to advice for organizations trying to keep up with innovation, Wong says it is important to “read a lot, know what is going on in the world, get your hands dirty….know where things are today and where they are going in the future”.
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Mon, 12 December 2016
Ep 115: How to Build a Cutting Edge Company Using the Hearts, Minds, Passions and Dedication of the Millennial Generation
Join this week’s podcast as I talk with Doug Waggoner, the CEO of Echo Global Logistics, about what Millennials want, how to manage them, how to adapt to this new workforce and some common misconceptions people have about Millennials.
Doug Waggoner is the Chairman and CEO of Echo Global Logistics, a non asset based trucking company. Echo Global Logistics carries out about 14,000 shipments per day. They have 2300 employees in 30 offices across the country and 70% of the company is made up of Millennials.
There are a lot of stereotypes and preconceived notions these days about Millennials and how they work. A lot of times people assume Millennials are lazy, spoiled, and they feel they are entitled. As someone who hires a large amount of Millennials, Waggoner feels that the stereotypes are not always accurate and they come from a misunderstanding of this generation.
Waggoner says Millennials “don’t want anything everyone else doesn’t want, they’re just not afraid to ask for it” and that ability to ask for what they want comes from the values this generation has been taught. Waggoner believes Millennials are confident, authentic and they want opportunity and transparency.
So how does Echo Global Logistics attract Millennials? They mainly send recruiters to college campuses to recruit newly graduated talent. The company understands what Millennials are looking for and what they want in a job. Waggoner believes that some of their biggest selling points to Millennials are their office locations, the unique office space set ups and their corporate culture. One of their main offices in the River North area of Chicago is located in a 100 year old distribution warehouse that has been modernized. They have floor to ceiling windows, an open work environment, a coffee shop and TVs all around the office.
Their corporate culture is built on five main values, called the Echo Way. The five values are: Better is the only way, carry the load together, work hard and hustle, do what’s right and bring your own. They promote teamwork, making ethical decisions, working hard and always improving as well as being self motivated. They also use awards and social media recognition programs to frequently reward employees for carrying out the Echo Way values.
Waggoner says his company is constantly listening to employees and having open conversations about what they are looking for, however it is a balancing act. It is important to listen to employees about what they are looking for, but it is “not just about bending to every will of the employee”. Echo uses focus groups, surveys, committees and an internal podcast to learn about their employees’ wants and needs. However, with most of the company’s new hires coming right out of college, Waggoner says “we have to train new hires how to be employees”. They have to train them how to have realistic expectations, how to be responsible, and how to work hard as a large number of them have never had a job before.
They say that by 2020 70% of the workforce will be made up of Millennials. So what can company leaders do now to be prepared for this shift? Waggoner advises company leaders to accept the fact that the world is changing and don’t resist it. He says, “you will become irrelevant if you don’t adapt”. You have to “do away with bureaucracy. Be honest, transparent and keep it light and fun”. Waggoner brings up the fact that ultimately you have to remember that as Gen Xers and Baby Boomers, you raised the Millennial generation and you are the reason they are the way they are. Therefore you have to deal with that now.
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Mon, 5 December 2016
Ben Waber is the Founder and CEO of Humanyze, a people analytics company. He is also the author of a book titled, People Analytics: How Social Sensing Technology Will Transform Business and What it Tells Us About the Future of Work.
People analytics is a truly fascinating and exciting field that is changing the way companies test and analyze their employees, and ultimately how effectively the company is operating. Unlike the techniques that have been used in the past, such as annual surveys or polls, people analytics uses behavioral data that is collected directly from the employees in order to get a broader look at the day to day activities of a company. Ben Waber defines people analytics as “using data about what people do at work to change how a company is managed”.
Humanyze is a social sensing and analytics platform that uses sensors in employee ID badges to measure important behavioral data such as where people are in the office at any given time and the volume and speed of an employee’s voice when talking with a coworker. Gathering these types of behaviors allows companies to get a bigger picture of the ins and outs of their company and the performance and patterns of employees. It can help find issues such as causes of stress in the workplace or the mishandling of how people are rewarded. People analytics can help companies answer basic questions such as, how much time should a salesperson talk with a customer or how much time does management spend with a certain department? These seem like basic questions, but they have not been answered up until now because we haven’t had a way to collect the data that is needed to provide answers.
With people analytics we can look at the percentage of time a manager spends with their team, the amount of time employees spend with their coworkers, how people talk to each other and motion patterns. It is important to note that the sensors don’t collect individual conversations or specific data about an individual, rather they collect the data to give analysts a broad look at the company. People analytics allows data to come in and be tested constantly, as opposed to once a year with a survey. This helps companies to analyze data on an ongoing basis to allow them to make decisions and continue to adapt in a way that keeps them at the top of their industry.
This doesn’t mean that companies should stop doing surveys and polls; those are good initial steps, but using surveys alone is not as effective as they measure employee perception versus reality.
One example of a company who implemented people analytics is a call center that hired Humanyze. This call center, as with most call centers, had a huge number of employees and the goal of management was to keep as many people on the phones at one time as possible as success is measured by completed calls. Because of this, all the employees were broken up into teams and each team member had a separate lunch break. In terms of the number of people on the phone at one time, this seemed to be the most effective way to operate for the management team. However, after starting people analytics and testing they found that the performance level was nowhere near where it needed to be and employees seemed to be stressed. In the end they found that it was due to the fact that the employees were not able to talk to their fellow team members during breaks and therefore they weren’t able to vent about problem calls or get support from each other. From that data the company changed their policy to allow lunch breaks to have 15 minute overlaps for team members. This resulted in calls being completed 23% faster, lower turnover rate, less employee stress, and more cohesive teams.
Without people analytics the call center may have never figured out what their performance issue was. As Waber states, “they didn’t have the data before, so they had no reason to change”.
At this point in time there are some challenges for people analytics. It is a new concept and a lot of people are skeptical or scared of it. There is also a cost, as it requires companies to create a new type of team with analysts and data scientists as well as HR professionals and it requires certain technical updates. But the cost of ignoring people analytics far outweighs the cost of implementing it. There are already several companies, large and small, who have started using people analytics and as we proceed into the future more and more companies will join in. Waber says on average people analytics increases top line performance by 10-15%.
Waber advises companies to “Take baby steps. You don’t need to jump out ahead, but do something that makes you uncomfortable and outside of your comfort zone”. Even if you haven’t started implementing people analytics yet, Waber says, “you are not that far behind, yet. But in the next couple of years it will be harder and harder to catch up”.
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