When Kurt LaDow and I started Stay Metrics, our goals included not just providing exceptional service to our clients but also building a people-first company culture. As transportation industry veterans, we observed the effects of both positive and negative company cultures. We knew that if a company took care of its people, those people would take care of the company.
To that end, we have always sought to do the absolute best we could for our employees in terms of pay and other benefits; but that is really only part of the story.
I offer voluntary career coaching to our employees on a quarterly basis. I often ask them to name their goals–even if those goals do not include being with Stay Metrics in 5 years–so that we can work together to come up with a plan to reach them.
While it might seem that counseling employees to seek new opportunities hurts the company, we have not found that to be the case. Instead, when we listen to our employees and help them set goals, their motivation and productivity skyrocket. By helping our employees be the best they can be, we become the best we can be as a company.
Many of the unique innovations Stay Metrics has made over the years have originated from our team. Ideas flow from our frontline employees to the top, instead of being imposed by management. I have argued for a long time that this approach is the only way for companies to stay relevant as technology and business realities change. Executives need to “unlock” the intelligence of their teams to solve the problems of the day.
How do we know our culture is working?
We recently received two powerful affirmations that our approach is working.
The South Bend Tribune recently named Stay Metrics a “Best Place to Work in Michiana” in the category of “Most Positive Work Environment.” This award was based on votes cast by our team members, who took the time to vote, completely anonymously, for Stay Metrics.
Just like our clients, Stay Metrics issues an annual survey to our employees. This year, we learned a lot about where our team wants to go next year, but what summed it up for us was our team’s NPS® (Net Promoter Score®)¹ rating being 82. In other words, a majority of our employees would strongly recommend us as an employer to a job-seeking peer.
Kurt and I are humbled by this high praise. It lets us know we are on the right track and building the kind of work culture we know breeds innovation and supports our team and their families. I am grateful for the culture we have built and how much our employees have put into this business. I wake up excited to see what new ideas they will bring each day.
¹Net Promoter Score® measures how likely respondents are to recommend something to another person. To calculate this score, surveys ask respondents how likely they are to recommend something on a 10 point scale. Responses between 1-6 are detractors, while responses of 7 and 8 are passives. Promoters are those who answer either with 9 or 10. The Net Promoter Score® is the percentage of promoters minus the percentage of detractors and can range from -100 (all respondents are detractors) to 100 (all respondents are promoters). Stay Metrics’ employee score of 82 is very good.