Sustaining a Strong Company Culture: The Relationship Between the CEO and Human Resources

The CEO, President / VP HR relationship's impact on company culture discusses how the relationship between the CEO and HR are essential to building, improving, and sustaining a strong company culture. The article shares some changes that were implemented by Acuity to address the fact that employees did not feel connected and talked to by management:

• "Lunches of 12" which allow each employee an opportunity at least one time per year to have lunch and informal discussion with the company's officers.

• "Ben's Gossip Line" where each week, CEO Ben Salzmann records a two to three minute voicemail that is sent to all employees covering current events, and company or industry news. At the end of each message he includes a catch phrase or tag line and two days after the message is sent, randomly chooses an employee to call on to deliver that catch phrase. If that employee can report it, he/she receives a $50 gift card to a local restaurant or retailer as an incentive and encouragement of participation.

• All-company Town Hall meetings held four times per year include a departmental update from each officer, information sharing about the company, and an opportunity for Q&A.

Lincoln Plating focuses on their Beliefs & Drivers to build and sustain their company culture. They begin each meeting with a recital of their beliefs and drivers and measure all employees on them twice each year. The article explores some of the things that they do:

The organization is currently in a period of rapid growth with a goal of "staying small as we get big." As Lincoln Plating undergoes growth and expansion, the company plans to preserve its culture through the continuation of existing programs, while allowing these initiatives to grow with the company. Some of great things the people of Lincoln Plating currently enjoy are:

• Roundtable discussions with Hank and the executive team where informal conversation and Q&A are encouraged. Each employee is afforded this opportunity one time per year in small settings of 15-20 people at a time.

• "One Company, One Voice" meetings where two times per year, the entire company gathers for an update on "the good, the bad, and the ugly." The senior team shares their plans and welcomes recommendations.

• Champion lunches where employees on all shifts get a free meal once per month with senior officers. This serves as an opportunity to formally and informally recognize performance, achievement, and behaviors that support the beliefs and drivers.

• Wellness program where each person undergoes a mandatory physical exam four times per year and awards and company-sponsored celebrations are given for high achievement in the area of wellness.