Four speakers discuss building workplace culture that cuts turnover and boosts trust. They cite turnover costs 1.5 to 2 times salary, recommend Culture Index for hiring, and point to concrete wins like nap rooms and Taco Tuesdays that actually increase how much people want to show up.
Questions this video answers
Estimated at 1.5 to 2 times the employee's salary.
A nap room, Snickers ice cream bars (summer), and monthly Taco Tuesdays.
How does a good company culture affect your success? And so the very first thing that I thought of and I wrote down for me is what I mentioned already is it lowers turnover. If you have good culture, if you have right people in the right seats, if you have happy team members, and we personally call them team members, not employees, because we do feel like this is our family. I know people say do not call your team your family, but I don't even care. I do. I love them.
What do they know?
I hate it when we have to let them go. I hate it when it does. So it's important to me to work with people like you and tools like Culture Index to make sure that I'm finding the right people out of the gate and I'm not having to let them go because I don't want to invest my mental energy and my emotional energy into somebody that I have to go. I'm sorry, we're going to have to let. And that turnover cost, I looked it up too, before we got on this call. And it's estimated that losing an employee can cost a company 1 1/2 to 2 times the employee's salary. And I just thought. I was only thinking emotional and mental energy, because that's what that cost is to me is that time that I had to put in. But there is a financial cost to it, too. Becca, before we go to you, I'm just going to hit you flip real quick because you can really, really quiet. I won't hit you. Hit you, but not on camera anyway. Yeah, that'll be after we get on. Right. Company culture, like in our culture. What. What's something that you feel has attributed to success? Last beck of the same question. Because she's really kind of the pro in this space.
Well, I mean, when we first started, that was. That was the biggest thing. We wanted to create a company culture that people would love and would, you know, they wouldn't want to leave it. You know, so, like, when we first started, we had a nap room. You know, it was. We might have taken it a little too far, but. But no, we had a nap room. We, you know, did special events. We had couches out in, you know, in a gathering area to make it relaxing, make it comfortable. And during the summer, because it gets really hot in Ohio, we would have Snickers ice cream bars.
That's it.
I want to come work for you.
Those are my favorite, you know, and then once, once a month, we taco Tuesdays. You know, we do. We do a lot of stuff with the Team and, and, and it's important it makes the team members because, yeah, we, we treat them as family. Well, we want them to treat each other like family too.
Yeah.
And the more they're together, the more they're, you know, doing things outside of their normal daily grind. You know, it's, it makes it more personal, makes it more of the better culture that we can create.
Yeah, I think it was really about joy, right?
Oh, yeah.
I wanted people to have joy coming to the workplace. So, Becca, off to you. How would you answer this?
To me, culture is. When you say culture, what I, what I feel. The first thing that came to my mind was trust. And that to build a culture where you trust that the people that come to work beside you, number one, are. There's some quote and there's some demographic from the Pew Research about the percent of actively engaged, disengaged and actively disengaged employees. I wish I had the numbers in front of me, but the actively disengaged employees are terrorists within your organization. They come in and they, you know, just try to tear you down. So when you talk about culture, I think it's about getting rid of those actively disengaged people. So that we trust, number one, that we all came to work to see the success of the business. And we trust that the person alongside of us is competent at their job and is doing the best they can despite the circumstances because sometimes things get crazy. And then we trust that our leaders brought us on board because we were the best person for the job and they treat us accordingly. And so they don't micromanage us and they give us the tools we need to succeed. And they clearly define success so that, you know, we can come in. And that, to me, is a good culture. And I love the. I mean, I want to be a part of your Disney esque culture, but I also think I work with a lot of engineers and stuff. Right. And that stuff would drive them crazy. Being forced to socialize at Taco Tuesday, you know, that would, they wouldn't love that. But that trust piece of it would build a culture where they would love to be.
Yeah, I think that's super powerful. I love that.
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