A positive corporate culture has great value

Absrtact: Many engineers dream of a perfect job, presumably to be part of a Silicon Valley giant, like Google,facebook or Twitter. So last summer, our intern, Vedant, told me that he had received a full-time offer from Apple,

Many engineers dream of a "perfect job", presumably a part of a Silicon Valley giant, like Google,facebook or Twitter.

So last summer, our intern, Vedant, told me that he had received a full-time offer from Apple, and I was not surprised. I know, like many aspiring engineers, this job would be his dream, but at the same time, I also think that my company, Retention Science, offers him another new opportunity (perhaps less valuable).

Before I offered him an offer, I tried to think what would be a better choice for him. The position at Apple is likely to be more stable, secure and socially prestigious – a boon to his first generation of immigrants from India. Given his situation, I made a difficult choice, and I didn't offer him any offers, because I didn't want him to get into a painful choice and not be a hindrance to his dream.

Last month, surprisingly, Vedant sent me an email, and I thought he was just reporting to me about the situation. But I was wrong.

Vedant, who spent eight months at Apple, wrote this email in an effort to express his deep desire to join retention science as a full-time employee and asked if I would consider hiring him.

It was shocking to me.

Before that, I never thought he would want to leave Apple back to our company. But that is true. After one months, he successfully completed the handover, into his new role, back to the work he left.

At the end of his first week as he entered our company as a full-time employee, Vedant told me, "This is the happiest five days of the year." For a whole weekend, that's what I had in mind. In the next few weeks, this phrase still writhed in my mind from time to time.

I think of my personal goal: to create the best working environment for my team because they deserve it. More importantly, I have once again realized that I have to work hard to qualify for working with my team. They are the most talented and enthusiastic group of people, I am very lucky to find them.

I've been trying to get the company moving in a positive direction, but until Vedant chose to rejoin us, I was more specific: a positive corporate culture has great value.

Many CEOs and corporate leaders believe that the purpose of corporate culture is to create a comfortable working environment and then promote productivity. But I personally think that the real meaning of a company's culture is to make the company not just the company, but like home, let the staff become friends, let the team become a big family.

We emphasize that this is not just a job; it's a journey; a experience: A life experience shared with those who you will cherish and respect.

My team and I have emphasized our culture, and the following three points are particularly sympathetic to them.

First and foremost, employees are at the top of the table.

The CEO or founder may be a great designer for the overall vision of the company, but the whole team is the one who really makes it work.

There is ample evidence that the important factor that a successful enterprise must have is the sense of belonging of the employee. To make employees feel that they are an important part of the "big picture", they feel that their work has made a positive contribution to the success of the whole company.

In order for every employee to have the opportunity to confirm and confirm their importance, we have a company plenary meeting every week, and our staff will give an overview of their biggest achievements in the past few weeks and their impact on the company. I want to create an opportunity for the people in the team to understand what the rest of the company is doing, and this will help promote cross-sectoral communication and transparency.

Putting employees first is not confined to the office. Free company lunches, offering tailored company uniforms (such as putting everyone's nickname on clothing), holding staff activities like surfing lessons, weekend trips and barbecues, all for the same purpose.

Of course, each company's specific situation is different, but we strive to allow the resources within the scope, so that our team can appreciate the company's recognition of them.

It is really important to spend some time on a separate meeting with each member of the team. Whether we're talking about work or life, by talking, I've increased the transparency of the company, and I know more about my staff, and it's easier to work with them.

The company is the second home of the employees.

I've always stressed that Retention science is a big family. Outside of work, we have our own spouses and children, but I want my team to know that the company is the second home outside their home.

We often organize team activities to give our employees the opportunity to communicate with each other outside the workplace. After all, good personal relationships can strongly promote professional cooperation, and good employee interaction is a necessary part of corporate culture.

I have found that as companies grow in size, it is increasingly difficult for employees from different departments to develop good interaction and understanding. In order to narrow the gap between us, we hold activities to encourage (and even ask) them to mingle. Encouraging cross-sectoral interaction is conducive to enhancing the overall cohesion of the company, enhancing transparency and helping my team to better understand the overall business model of the company.

Finally, culture is created by everyone.

All kinds of construction of enterprise culture is not a person's independent creation. Every member has its continuous contribution and accumulation to the shaping and direction of our culture.

Company flat structure, let us firmly believe that everyone is equal, we strive to enable employees to implement this concept. Regardless of their experience and background, they can help the company to build their desired corporate culture.

Over the years, the company has been changing, the only constant is: our culture and our commitment to employees. It is this culture that unites us, makes us happy, and brings us talented new employees. It is these achievements that have made the company today.

I cannot say that Apple's corporate culture does not follow these recommendations. There is no "rule" to stipulate how to make a culture suitable for everyone, you can only do it with your heart, and try to create "perfect job" for employees.

That's what I learned from Vedant.