[2:00] Discovering a passion for human resources
[4:45] Joining LaBella Associates
[6:45] Establishing the values at LaBella and bringing them off the website and into the everyday processes of the organization
"You can have perks in an organization, but what really motivates people is genuine appreciation."
[10:30] Maintaining culture through rapid growth with a thoughtful recruiting and hiring process
"We call all of our employees brand ambassadors. We have a philosophy that everyone at LaBella recruits...not just HR."
[14:20] Onboarding into the LaBella culture - "sidekick program"
[19:00] Merging cultures during Mergers and Acquisitions
[22:30] How culture has contributed to LaBella's growth
"We're trying to maintain that sense of family even with the growth that we have. I wonder if other organizations think its just not the right investment or its too hard to develop an award-winning culture. I don't think it is. I think if you have the commitment from your senior leadership that the people are the most important part of the business, that makes a difference. Without the people at LaBella we don't have a business."
[26:15] Engagement committees: Wellness, Sunshine (fun), LINC (LaBella in the Community)
[28:00] Maintaining culture across multiple offices
[29:30] Continually improving and EVOLving the culture based on regular employee feedback
[31:45] Measuring culture - employee engagement surveys, exit interviews
[35:15] The importance of following up on cultural surveys and sharing data transparently
[38:30] Planning for succession with a focus on maintaining culture
[41:30] Modeling the values and culture at the top of the organization
[45:30] The vision for the future of LaBella
