HIGH TECH COMPANY
A high tech company with
approximately 400 employees is extreme high growth, young company. Like many
similar companies, this one was started by a group of friends sitting around
the kitchen table with a great idea. Business took off almost immediately. There
were never enough good quality people available to fuel the extremely high
growth. Business came faster than there were people to handle it. Everyone was
stressed from overwork. The founders had very clear objectives about the type
of company they wanted to create - one that did not make the mistakes of their
former employers. The corporate culture supported a family atmosphere,
where employees were expected to give their best at all times and was rewarded
for their efforts. Management recognized that employees voluntarily came to
work at the company. Employees were given the resources they needed to do their
job and encouraged to deliver excellence in all aspects of their work. Company
ethics and the code of professional were very strong. Employees were trained
and coached constantly by management. Extra money and time was spent on
noticing the good work of all employees, individually and in their work groups.
Every week, press releases were sent to everyone inside the company,
highlighting the good work being done by coworkers. Employees were given extra
stock options and/or bonuses unexpectedly for doing a good job. Business
continued to climb. Because everyone wanted to go a good job, employees tended
to be driven even harder to do a good job, sometimes to the point of working
too hard. Part of management's job was to monitor employees and notice signs of
stress and overwork. The company became known for its exceptional high-caliber
people and business continues to grow. The company eventually went public,
turning the original founders and dedicated employees into millionaires. The
company bought up several competing companies and continues to grow. Profits
continue to climb and the company was able to expand into new market segments.
The number of employees continues to grow - still without compromising their
exceptionally high standards for hiring. Concerns about employees working too
hard resulted in improved work scheduling and better benefits to avoid the
burnout that had been prevalent in the early days. Good people can work too
hard, even to the point of harming their health. The company recognized this
and took action to help its employees regain a more balanced schedule. Treating
employees well continues to pay off in profits for the company. People working
for the company truly feel part of a family - they love what they do and stay
because they feel good about themselves, are proud of the company they work for
and are rewarded in many different ways.