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No Jerks Allowed:How to build a civilized workplaceHow to build a civilized workplace
Christine Barney CEO rbb Public Relations [email protected]
Why Build a Civilized Workplace?
A. It’s Good for You
A. It’s good for youB It’s a woman thingB. It s a woman thing
A. It’s good for youB It’s a woman thingB. It s a woman thingC. It’s good business
ROIJERKS ROI
R d
JERKS
• Reduce – Cost of employee replacementHR ff– HR staff costs
– Litigation, mitigation, training
I• Increase– ProductivityL lt– Loyalty
– Employee satisfaction = increased productivity and customer satisfactionand customer satisfaction
All‐Star Jerk Costs*All Star Jerk CostsActivity Hours Spent Estimated Cost
Direct manager 250 $25,000
HR professionals 50 $ 5,000
Senior executive 15 $10,000
Legal counsel 10 $10,000
Recruiting, trainingsecretary
$85,000
Anger management class $5,000
Total $160,000
*The No‐Asshole Rule by Robert Sutton
Bully PoisonBully Poison
• One CEO had 119 assistants over 5 years y• Study of 5,000 employees
– 25% were victims of bullying in last 5 years – 50% witnessed bullying – 27% said bullying reduced their productivity – 25% of bullied victims and 20% of witnesses left their25% of bullied victims and 20% of witnesses left their jobs
• Annual replacement cost of those who left was $750 000 1 2 illi$750,000‐1.2 million
• Increased absenteeism – Tropical Storm SyndromeSyndrome
FearFear
“When fear rears its ugly head, people focus on t ti th l tprotecting themselves, not on helping organizations
improve “improve. ‐W. Edward Deming
Revenge CostsRevenge Costs
ABC Manufacturing PlantABC Manufacturing Plant Average Theft Rates
Normal Compassionate Jerk ManagerManager
4% 6% 10%
“Few employees are working full forty‐hourFew employees are working full forty‐hour weeks, and as managers, you either do not know what your EMPLOYEES are doing; or you do not CARE I t t th l ki l tCARE. I want to see the employee parking lot substantially full between 7:30 am and 6:30 pm on weekdays and half full on Saturdays. If that y ydoesn’t happen harsh measures will happen, layoffs and hiring freezes. You have two weeks. Tick tock ”Tick tock. ‐ Leaked email in NYT
S k l d 22% i h dStock plummeted 22% in three days
rbb ROIrbb ROI
• National accolades: at o a acco ades:– Top 30 list nationwide of Wall Street Journal Top Small Workplaces for the last three years
– 2008 PRWeek Agency of the Year– 2009 Holmes Report Boutique Agency of the Year
R t ti d it t b fit t ff• Retention and recruitment benefits: average staff and client tenure is 8.5 years.
• The numbers: productivity profit margins and• The numbers: productivity, profit margins and employee satisfaction have all continuously improvedp
9 YEARS8 YEARS 5 YEARS
16 YEARS
8 YEARS 5 YEARS
4 YEARS
18 YEARS16 YEARS 26 YEARS
4 YEARS
6 YEARS19 YEARS
6 YEARS7 YEARS 6 YEARS<3 YEARS
Are You Civilized?Are You Civilized?
Benefits
HRResourcesResources
Perks
One‐size Does Not Fit AllOne size Does Not Fit All
ChildChildcare stipend Long‐term
carecare
Paper is CheapPaper is Cheap
“We believe our continued success lies in teamwork and the opportunity each team member has to learn, develop and grow. We are committed to being a meritocracy, and to developing, retaining and attracting the best people, reflective of our worldwide marketplace.”
“Fake” ValuesFake Values
We value the teamWe value the team(But reward only the individual)
How Do You Create a Civilized k lWorkplace?
TIME
PATIENCE
MONEY
’Size Doesn’t Matter
Barney’s 4 Rules to a yCivilized Workplace
Listen TrustListen“Go”
TrustOneGo
BehaviorsOne
Culture
LiListen.
Don’t talk AT employees,p ytalk WITH employees
Get off CEO Island
Bottom upp
Who can best figureWho can best figure out how to increase productivity on the
d i liproduction line –worker or office
manager?manager?
Employee‐driven WorkplaceEmployee driven Workplace
“GO”“GO” Behaviors.Behaviors.
Avoid policies aimed at stopping behavior andAvoid policies aimed at stopping behavior and instead provide tools/policies to accelerate
positive behaviorpositive behavior.
Go Behaviors Stop Behaviors
• Flexible work schedules
Behaviors• No personal calls
• Spot bonus• Interactive communications
• Reward jerks• Top‐down communications
• Track employee engagement
• Benchmark role models
• Limit employee decision‐making
• Short term focus• Benchmark role models• Training
• Short term focus• Behavior “sticks”
TTrust.
Treat People Like AdultsTreat People Like Adults
Employee‐Driven Workplace
• Flexibility and respect the foundation of an
Employee Driven Workplace
Flexibility and respect the foundation of an employee‐driven workplace.
• Invite employees to seamlessly integrate work• Invite employees to seamlessly integrate work and personal obligations without making either suffereither suffer.
Sick Child ConundrumSick Child Conundrum
One Culture.
One Culture for Rank and FileOne Culture for Rank and File
•Base pay
• Lots of time off
•Health/dental (domestic partner)
•PR Pro
•Client Service Awards
• rbb intranet
TOTAL REWARDS
at rbb PR•STD/life insurance
• 401K + match
• FSA
• Parking/mileage
rbb intranet
• Firm publicity
•Matching program for donations or volunteer hours
at rbb PR
Pay & Benefits Recognition
• Parking/mileage
• Personal calling
•Office services e.g., postage
•Referral fees
•Community payday (8 hrs paid volunteer time)
•rbb News Group activities
Work Learning &
Referral fees
•Candy
•Cell phone/laptop
•Flu shots•Prof. development
•TeleseminarsWork Environment
Learning & Development•Flextime
•Telecommuting
•Office structure
•Advancement
•Membership dues (if officer)
•Buddy system
•High‐performing and award‐winning culture
• EAP/ LAP
• Casual dress
•Individualized stipends
•rbb Cocktail Conversations Courses
•rbb Think Tank activities
•rbb Works, R.E.D. (rbb extras division) and rbb Flex Group events
•Lending library
Don’t Ignore the PhysicalDon t Ignore the Physical
• LayoutLayout
• Décor
l• Tools
Layout FallaciesLayout Fallacies
Employees rated aEmployees rated a manager who believed his door wasbelieved his door was open 95% of the time as having the dooras having the door CLOSED 95% of the timetime
The Illusion of PrivacyThe Illusion of Privacy
Open OfficeOpen Office
Open Environment FactorsOpen Environment Factors
Decision speedOrganizational learning
Employee job satisfaction and commitment
Communal SpaceCommunal Space
DécorDécorDirty, tired, worn does not equal innovative
ToolsTools
• TechnologyTechnology– Trust assisted by mobile technology, wireless accessaccess
• AmenitiesLogo jackets in cold office– Logo jackets in cold office
– In‐house gym
EAP– EAP
Barney’s 4 Rules to a yCivilized Workplace
Listen Don’t talk at employees, talk with them. Give up control of the environment and let it work.
“Go” Avoid policies aimed at stopping behavior; provide tools/policies to accelerate positive behavior.
Trustbehavior.
Trust. Treat people like adults. Have faith that those who abuse the trust will be found out and forced out
One Culture
found out and forced out.
There can only be one culture – there can’t be different rules/ environments for the higher ups than for the rank and filethe higher ups than for the rank and file.
The Final WordThe Final Word
BRANDBRAND
Your brand is defined not by what YOU say but what your employees SAY and DO.
With their support, not only will you deliver on b d i b t ill hi tyour brand promise, but you will achieve strong
financial success.
No Jerks Allowed:How to build a civilized workplaceHow to build a civilized workplace
Christine Barney CEO rbb Public Relations [email protected]