Watch

We developed over the years in our business a culture code, you know, and a culture code was basically um a way to make um uh the main the core tenants of our culture explicit for everybody else. So at some point you know one of the companies you know number one item monoculture code was putting others first you know and uh there was a first thank you know and so and when we uh had new employees come in we explained to them with experiences what that meant you know um or second was like we do things together but basically we we we gave a lot of um priority to brainstorming you know creatively together then trying to go solo.

We didn't believe in in the long ranger but we believe in uh bunch of smart people coming together with the right motivations to figure things out you know and that was a part of our lifestyle you know and the list went on and um we also developed as part of HR practices a 360 evaluation can I say of um of management where management um on a regular basis at least annually we're evaluated against um a series of qualities and it started with how Well, did we live out our culture codes? going to say uh uh pillars and um not based on self at the station or your manager but based on at that time was like five people you know maybe one manager but then going to say uh two peers and two subordinates you know and so you would get out of this evaluation what do we believe an objective view of how you being perceived in terms of living out you know both what we believe are the core tenants of our culture

but also other qualities that we believe are in your role in as a manager are important and so uh people they really appreciate they took that seriously you know and u it was a moment of really introspection and growth you know as we evaluated one another in in that way. So these were just some a couple of instruments that we created from HR perspective in trying to live out the spirit of the economic community.