Hydrogen Media found that letting employees create their own corporate culture has solved two problems: turnover is now below 6 percent, and 300 resumes come in each week.
Hydrogen, an Internet solutions provider based in St. Petersburg, Fla., started the movement last summer when it needed a new name. The rapidly growing company was known as Weblink Communications, which couldn’t be trademarked and didn’t reflect the cutting edge image the company sought. The leadership of the company put the task to the employees.
“When we moved into our current facility, employees were asked what they would like to see,” says Craig Patrick, director of communications for the 170-employee company. With many graphic designers and other creative types on staff, the building started to take on a unique atmosphere. First came a disco ball, then distinct color schemes, track lighting and oversized leather couches. That expanded to oxygen canisters and a full-sized traffic light.
“The company has always strived to provide an environment that spurs creativity, innovation and a comfortable atmosphere,” says Patrick. “We try to have at least one monthly meeting so employees can offer their thoughts and perspectives and find out what they would like to have that would make their environment more enjoyable. When it’s enjoyable and fun, they’ll be more productive and make Hydrogen a more successful business.
“What’s the price of a pool table compared against employee empowerment and satisfaction?”
There is no shortage of creativity at Hydrogen. Gas masks hang in the elevator. The customer service department has a cage around it and is known as the “department of corrections.” One end of the building is getting a jungle motif installed. A concierge service dedicated specifically to staff provides car wash services in the company parking lot, caters breakfast and lunch (free), collects and delivers dry-cleaning, provides for regular visits from massage therapists and runs errands for any employee.
“Our total investment in corporate culture is about $180,000, but most of that figures into capital expenses that were done when we were designing the new building anyway,” says Patrick.
The result is turnover of less than 6 percent, low for an industry employing artistic types who tend to bounce around among jobs. With less turnover, the company spends less time and money training new employees. Hydrogen employees are also able to develop a better understanding of the clients through longevity and provide better solutions as a result.
“It’s a very healthy two-way street,” says Patrick. “Everyone benefits: management, employees and clients. Our culture pays for itself. We have a 94 percent retention rate for our clients and for lasting relationships. We are able to find and keep good creative talent.”
How to reach: Hydrogen Media, www.hydrogenmedia.com (photo tour available)
Todd Shryock ([email protected]) is SBN’s special reports editor.
