Reap the rewards
It’s been nearly five years since that original day spent focusing
on how to improve culture, and Roberts is still pushing the efforts
nonstop. And though he’s not one to slow down his cause to smell
the roses, he says the impact is undeniable.
“You can absolutely measure kind of the impacts of the results of
some of the work we did driving that culture,” Roberts says.
It has earned accolades the world over, ranging from Forbes
Platinum 400 Best Big Companies to China Daily China’s Top
Employers, Shanghai Region. The efforts have also boosted the
bottom line. Jones Lang LaSalle posted net income of $257 million
from nearly $2.7 billion in revenue in 2007, up from net income of
$103 million from revenue of $1.4 billion in 2005.
Though changing your company culture can be slow, Roberts
says the short-term bumps are more than outweighed by the long-term benefits. With a pile of industry rewards on its mantle, Jones
Lang LaSalle has people selecting the company based on the values it espouses and the clients coming in based on the company’s
reputation.
Beyond that, the effort to work with employees on career satisfaction also has helped create a feeling of loyalty to the company. Roberts often points to one story of an analyst in the U.S.
who raised his hand and said he’d like to work overseas. Since
his managers noted his desire, he ended up spending a year in
Singapore, and he enjoyed it so much he raised his hand again for
a new challenge and bounced around the world until he ended up
in Dubai in one of the company’s fast-growing segments.
“That’s an example of that connection and inclusion and allowing people to make the most of what they have, that’s critical for
retention,” he says. “So the cultural aspects of it are absolutely critical to retaining people because it adds up to an environment that
values each individual for who and what they are and encourages them to be the most they can be.”
In turn, those employees you take care of will fuel your growth.
Roberts makes it very clear that it is that original effort to push the
company culture at Jones Lang LaSalle that has led to the company’s growth.
“Since the middle of 2005, our organization has evolved dramatically,” he says. “And starting in 2006 and 2007, our organic revenue
growth rate — if you scrub out any effects of acquisitions, you can
grow by acquisitions, but that doesn’t mean you’re growing organically — has started to dramatically separate from that of our competitors. So for example, in 2007, our organic revenue growth rate
was between three and four times that of our competitors, that’s
top-line growth.
“It’s fair to say that our brand is very differentiated, known and
respected, and it is absolutely associated with that quality of being
the best,” Roberts says. “I don’t think we would be as clearly differentiated and have as powerful and respected a brand if we hadn’t done the work we’ve done.”
HOW TO REACH: Jones Lang LaSalle Inc., (312) 228-2430 or www.joneslanglasalle.com
