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A Lunchbox Mentality
How one technology leader finds and keeps good employees
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Business New Haven
12/11/2000
By: John Florian
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If it seems like today's employees want a free lunch when it comes to benefits - well, that's probably true for management bean-counters who understandably fret about soaring costs. But it's a shortsighted view, say others, who are stuffing ever more goodies into their employee lunch programs. They contend that happy employees produce the healthiest bottom line.
In fact, Greenfield Online, the Wilton-based marketing research firm, even gives new hires an actual lunchbox packed with information about the company and benefits. But more importantly, the feeding doesn't stop there. It continues with a corporate culture that values employees and helps them grow.
Especially in today's labor-tight technology sector, innovative approaches like those at Greenfield Online have become crucial to recruiting and retaining employees.
“We take a lot of pride in knowing that good employees are what keeps us going,” says Wayne T. Szmyt, Greenfield Online's affable vice president for human resources.
Currently housing 185 employees at a 30,000-square-foot campus and several regional offices, the company aims to become the worldwide leader in today's research revolution. Technology is changing the way businesses gather information and conduct marketing research, Szmyt explains, and the result is “enabling our clients to make smarter marketing decisions.”
Specifically, clients use Greenfield for a range of research services, all conducted over the Internet. Research includes custom surveys and focus groups, syndicated studies, media services, B2B research and more. Clients include Microsoft, Ford and American Express.
The company has three Web sites: www.greenfield.com (the corporate site); www.greenfieldonline.com (a consumer site where visitors can join survey panels); and www.quicktake.com (a do-it-yourself survey site).
The firm's growth rate is being assessed now in light of the technology market's recent slowdown, says Szmyt. Nevertheless, he expects employment to grow to around 200 by the end of next year.
And that's still a tall order for recruiting and retaining top-notch employees. To do it, Szmyt's strategy is guided by this tenet of the company's mission: “To foster a dynamic, rewarding, fun environment built by passionate employees, who blend mutual respect with the commitment to achieve exceptional results.”
In other words, it's all about keeping employees “involved and motivated,” says Szmyt. Following is how he and Greenfield Online are carrying out that mission.
Starts with Lunchbox
Key elements of Greenfield Online's employee strategy are: 1) creating an “all inclusive” environment; 2) coaching employees through a company-wide mentoring program; and 3) rewarding employee referrals with generous bonuses. How generous? The annual first prize to the employee bringing in the most new hires is a suitcase stuffed with $10,000 in cash.
The employee referral bonuses may seem extravagant, but actually, Szmyt calculates the program has saved the company more than $800,000 in recruiting costs just this year alone.
Yet it all begins with a see-through lunchbox. Its color, of course, is green.
Actually, Szmyt calls this the “New Employee Welcome Kit.” And to set the tone of Greenfield being a “fun” place to work, the kit sandwiches company information with a mug, mouse pad, hat, pen and more.
Even the employee handbook is non-traditional. “We tell people what they can do, rather than what they can't,” Szmyt explains. “When people carry this lunchbox, others in the company come up and welcome them, saying 'Hi, you must be a new employee.'”
New hires also soon access Greenfield Online's Intranet - the employee-only online resource center peopled with images of comedians, and yes, even a quick link to lunch menus.
Removes Barriers
A fun place to work? Apparently. And also one that attempts to stay clear of corporate attitudes that block productivity.
For instance, President and CEO Rudy Nadilo recently addressed employees on factors that “Stand in our way.” These include ego, popularity, prima donnas, indecision and avoiding conflict. “We all came here to avoid this,” said Nadilo.
Instead, Greenfield Online focuses on what it calls an “all-inclusive culture” based on honest and open communication, trust, fairness, and the desire to “do the right thing.”
Ideas are encouraged from all employees, says Szmyt, and contributions are rewarded and celebrated. “If ideas make sense, we'll use them.” This fosters a family, team environment, he notes, and a “positive approach to business success.”
The company's financial success is also passed along to employees through shared ownership via a stock-option plan.
Growth Through Mentoring
Barriers to productivity are also smashed by a mentoring program, in which new hires are paired with seasoned employees. Mentors help the newcomers learn Greenfield Online's values and procedures, and bring them into contact with company leaders, functions and resources. The program also helps mentors build leadership skills and learn from the experiences and ideas of their mentees.
“The whole objective here is to foster employee growth,” Szmyt explains. “We want this process to become an everyday fact of life. In fact, the mentees might become mentors six months later.”
Overall, the program helps assimilate employees into the company more quickly, and “builds retention and synergy across a diverse workforce,” Szmyt notes.
Under the program's ground rules, communication must be honest and candid, and mentors cannot provide input to performance reviews. Also, the mentoring partnership can be ended at any time without “fault or reason.”
Participation in the program is voluntary. About 50 employees serve as mentors now, says Szmyt, and some mentor up to three people at a time.
About That Suitcase…
Now. Does all this create an environment where employees not only want to stay, but a place where they'd also invite their friends? Szmyt believes the process works because friends recommended by employees are better screened to meet the company's job specs and business needs.
“But even more,” Szmyt says, “friends tend to be more loyal and committed to the company's success.”
And to sweeten the pie, an Employee Referral Program pays eligible employees $1,000 - net, after taxes - or more for referring individuals who are hired as permanent, full-time employees. Here's how it works: Employees receive $1,000 for the first hired referral, $2,000 for the second, $3,000 for the third, and so on.
Annual Referral Performance Awards kick in even more. The contest's third prizewinner – the person who brings in the third most new hires – wins a weekend for two in Manhattan. The second-place prize is a five-day trip for two to Cancun. And the grand prize winner adds to the lunchbox a suitcase filled with $10,000 in cash (again, net after taxes).
If there's a tie for any prize level, both employees are awarded the prize.
As with any company, recruitment and retention are fraught with hurdles and challenges, Szmyt acknowledges. But Greenfield Online is betting that its emphasis on employee growth is the best path to success.
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