The Culture Code of a Best Place to Work

© Glassdoor, Inc. 2017

The Culture Code of a Best Place to Work

Glassdoor is a registered trademark of Glassdoor Inc.


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Featured Speakers

Jim Conti Director of Talent at Sprout Social

@SproutJim

Lisa Holden Employer Communications Manager

at Glassdoor @LisaAHolden

Juliandra Rittmann Director, HR Talent Management at

The Clorox Company @CloroxCo


agenda how it started

methodology

winner’s spotlight: The Clorox Company & Sprout Social

why this matters: the culture effect

key takeaways

Q&A



companies on Glassdoor 640,000

countries 190

monthly UUs ~32M

Glassdoor Internal Data

Currently the second largest job site in the U.S.— "featuring nearly all of the latest jobs available online.



Methodology


Methodology: Reviews

•  U.S. Large Companies: at least "75 Glassdoor-approved reviews

•  U.S. Small Companies: at least "25 Glassdoor-approved reviews

•  Canada: at least "25 Glassdoor-approved reviews

•  UK: at least "30 Glassdoor-approved reviews


Methodology: The Data

QUALITY QUANTITY CONSISTENCY 1 2 3



Common Myths

I need to be in tech to be on the list

I need to be a large company to be on the list

I can’t be on the list because my company "doesn’t provide extravagant perks

1

2

3


Winner’s Spotlight


A Mission to Believe In

Becoming Irresistible, Deloitte, February 2015


Open communication"

creates progress.


We make everyday"

life better, every day.


Create Meaningful Impact Impact of Positive, Neutral and Negative Employer Reviews "

on Salary Demands by Prospective Employees

11.9 9.8

7.5

Negative Reviews Neutral Reviews Positive Reviews

14 – 70% or h igher 13 – 65% ra ise 12 – 60% ra ise 11 – 55% ra ise 10 – 50% ra ise

9 – 45% ra ise 8 – 40% ra ise 7 – 35% ra ise 6 – 30% ra ise 5 – 25% ra ise 4 – 20% ra ise 3 – 15% ra ise 2 – 10% ra ise

1 – Any pay ra ise Source: Melián-González & Bulchand-Gidumal, 2016

Cat

egor

y of

Sal

ary"

Incr

ease

Req

uire

d


We’re nothing"

without our team.


Bright minds, bold thinkers and people"dedicated to making the world a better, healthier

place — that is the face of Clorox.


Empower Your People by Embracing Transparency

Glassdoor U.S. Site Survey, January 2016


You have to listen to"

employees in whatever way

works best for them.


Clorox has a culture that thrives on diversity"and supports growth by empowering employees"to put the consumer first, be curious, embrace

change, think boldly and act like an owner.


Challenge How Things Are Done

— Source: Forbes , How to Bui ld an Innovation Workplace Culture with Experimentat ion, January 2017

A culture of innovation cannot exist "without a culture of experimentation.


We’re a newer company — we approach"this from the perspective of challenging how

companies are built…


Innovation is not just"

a word at Clorox;"

it’s how we operate.


Interviewing for Mutual Fit

Brandon Hall Group, 2015


It’s just as important"for the candidate to"interview you as it is"

for you to interview them.


We look for people who draw outside the lines, challenge conventional thinking, and

exceed their own expectations.


Why This Matters: "The Culture Effect


0% 5% 10% 15% 20% 25%

Compensation and Benefits

Work-Life Balance

Business Outlook

Career Opportunit ies

Senior Leadership

Culture and Values

Findings: Salary is NOT the main driver of satisfaction

The Workplace Factors That Matter Most to Employees

Note: Horizontal axis shows the relative contribution of each factor to overall satisfaction, where all factors sum to one. Source: Glassdoor Economic Research (glassdoor.com/research)


0% 5% 10% 15% 20% 25%

Compensation and Benefits

Work-Life Balance

Business Outlook

Career Opportunit ies

Senior Leadership

Culture and Values

Findings: Culture, leadership and opportunities matter most

The Workplace Factors That Matter Most to Employees

Note: Horizontal axis shows the relative contribution of each factor to overall satisfaction, where all factors sum to one. Source: Glassdoor Economic Research (glassdoor.com/research)


Glassdoor’s “Best Places "to Work” list outperformed the S&P by 122%

Lowest rated companies underperform S&P by 29.5%

Note: Annual returns assume annual rebalancing to reflect portfolio definitions. Source: Chamberlain, Andrew (2015). “Does Company Culture Pay Off? Analyzing Stock Performance of ‘Best Places to Work’ Companies,” online at glassdoor.com/research/.

Findings Relative Value of “Best Places to Work” "

Stock Portfolios vs. the S&P 500


Key Takeaways


Key Takeaways

Focus on company culture

Embrace workplace feedback

Remember salary isn’t everything

Engage employees to build a successful company

1

2

3

4


Jim Conti Director of Talent at Sprout Social

@SproutJ im

Lisa Holden Employer Communicat ions Manager

at Glassdoor @LisaAHolden

Juliandra Rittmann Director, HR Talent Management at

The Clorox Company @CloroxCo


Recruiting & HR

The Culture Code of a Best Place to Work