Culturevist Guests

We’ve been lucky to have had wonderful guests share their experiences with our community. Here are some examples:

Meet the Vibe Team: Hopin’s Answer to Building Culture Remotely at Hyperspeed

Two of the biggest challenges that face culture-builders today are 1) Remote-first/hybrid remote workforces and 2) rapid growth. Hopin faces both of those challenges simultaneously.

Learn how Hopin is putting their culture first by creating a new team that sits in the Office of the CEO and is dedicated to scaling a strong company culture. We’ll take a look at the roles and remits of the Vibe team members, as well as their overall mandate. From the best tools for remote internal communications to how to run amazing, engaging virtual meetings, we’ll also cover practical tips for scaling a culture in a fast and sustainable way in a fully or partially remote world.

The Honest Life: Rebuilding the onboarding experience at Honest Burgers

We’ve been building our own onboarding journey through instant chatbots using The Bot Platform, and recently re-designed our contracts and employee handbook. Our old ones felt a bit one-sided, and only really protected Honest. They now look, read and sound more like us, and reflect our brand. They protect our people – it’s movement we’re aiming for in the hospitality industry.

We now have guaranteed hours for everybody, this means nobody has a zero-hour contract (unless they ask to), nobody is on minimum wage, regardless of age or position, and we offer private healthcare for everyone. There’s still lots that we’re working on to become a better employer, but we’re proud of Phase 1, and we love the design of the contract too. It was designed by one of our Shift Managers, in our Craft Exchange programme. Our perks, policies, and all supporting documents are there to back up our contract too, so our new and existing teammates can read further into each area if they wish to.

Getting More Useful Feedback

If your boss puts an hour in your calendar titled “Feedback”, you might well not be able to focus on anything until you hear the news.

Many of us have an inbuilt fear of being given feedback. It can feel big, formal, serious, scary – and like it’s usually bad. It’s a dark and unpleasant surprise to be dreaded.

But feedback is necessary, useful, and we should see it as a valuable force for our own personal success. If we want to be successful, better at doing what we do, respected and valued by the people around us, then we need to care about the feedback we get.

We need to reset on what feedback actually is, to unwind its negative connotations, and we need to adopt a better internal model of how to classify the feedback we get. Then we can lean into feedback, seek it out, and make use of it – rather than shying away from the things that could help us most.

How to build a really bloody good compensation framework

“If there is an industry wide-open for disruption it is that of compensation. Reward and remuneration hasn’t evolved much beyond the world of excel, salary surveys, and legacy finance systems.

Over the years I’ve been to plenty of meetups and events about this topic and I’m never left feeling particularly inspired or motivated. That sucks because comp is the heart of the commercial contracts you make with your team. How you reward them financially, and the decisions you make which form your comp strategy, strike to the very heart of the work we do in People Ops.”

Other themes you could consider:

We find that often the most valuable talks are the ones where speakers share their experience, rather than just their opinion. An example structure is:

– The problem, symptom or opportunity – here’s why we wanted to do something.
– Our approach
– What happened and what we learnt.

You could follow broader theme such as:

How [company] approaches people experience.

How [company] is intentional about its company culture, or something more specific such as How [company did x].

or a theme, such as People Analytics, Management, etc, sharing actual experience.

Gihan Hyde on identifying your leadership team’s personal purpose, values and behaviours.

Vanessa Montgomery-Williams on inclusion, listening, embracing difference.

Luke Kyte on self-managed teams.

David Lancefield on Culture in the C-Suite

Clara Bush on onboarding.

Opemipo Koshemani on becoming an employer of choice.