The respect factor
Fun is part of the culture of Hyland, but it goes beyond just making sure everyone has a good time now and then. Allowing employees to have fun shows the company respects their abilities, their time management skills and their ability to get the job done on deadline in a way that meets or exceeds customer expectations.
“It’s beyond the fun,” says Hyland. “The fun helps people. It might even be a differentiator for someone choosing between two jobs. I think having this type of atmosphere of openness would help them choose us. I think a fun culture is important, but not as important as having a culture where people are respected, where they can work in a respectful environment and where they see an opportunity for growth; one where they are rewarded fairly for what they do and teammates and managers realize their contributions to the company.
“We’ve grown so fast that one of the things that’s been challenging is to make sure we are working on people’s career paths, showing them where they can go. When you get that step down and add the fun stuff, that’s a powerful combination.”
Despite the potential distractions and the chance of someone abusing their freedom, Hyland says the respect the company shows its employees is reciprocated.
“We’ve never had issues,” says Hyland. “Most are very focused on what they need to do. I think one of the greatest aspects of people here is how much they truly care about the product and care about customers.
“Over 10 years, we’ve had people do things, but that’s a quick conversation to get them back on track. When I talk to employees, I explain the culture is professional, but fun — not the other way around. We have taken care of people and most people get the message and no one really abuses it.”
Other employees are often the first to step in and get someone refocused where they need to be. Anyone that does get out of line is dealt with individually; fun things aren’t taken away from everyone as a result.
“Growing up, I was never a big fan of punishing the whole class for what one person did,” says Hyland. “I try to deal with the individuals and not punish the rest. We’ve had minor incidents but nothing catastrophic.
“One of the elements of a successful company is people that don’t fit the mold or get the message or care about the customer be offered opportunities elsewhere. You owe that to the people that are here rowing hard and working hard. You have to make sure the team around them is quality and isn’t bringing everyone else down.”
