The importance of implementing a strong workplace culture

Seminar Final Paper

GR-501 Organizational Behaviour

International College of the Cayman Islands

Melody Martin

15/12/16
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Abstract

The purpose of this paper was to provide knowledge and supporting arguments that confirm

the importance and advantages of creating and implementing a strong organizational culture

to increase employee productivity. The paper will seek to address the benefits, challenges,

and process of how to efficiently created and execute a consistent workplace culture that best

suits the organization. The paper explores international organizations such as Google, Chain,

SB Architects and local companies such as Baraud, who have successfully implemented their

workplace cultures to shape their organizational behaviours. The information derived from

this paper can be utilized by business professionals when conducting proposals related to

creating or improving their organization's culture.

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Introduction

During the Fall 2016 Quarter, the graduate students along with an undergraduate class

from the International College of the Cayman Islands (ICCI) travelled to San Francisco for a

class seminar on the topic of Organizational Behaviour "OB". Initially, I was unsure of how a

Tech Hub city would fit into OB, however, to my surprise, the city and the site visits

adequately supported my OB topic on Organizational Culture.

The business world as we once knew it has completely evolved. Due to the many

advances in innovation, companies have had to make alterations to the way they conduct

business to gain competitive advantage and become or remain successful. Change is the new

norm, and when top companies such as Google are analysed, it is determined that

change/innovation are a part of their core values. Google believes that being Great just isn't

good enough through innovation they continue to ensure their products and services meet

the demands of the customer in ways they would never expect (Google Company, 2016).

Not only is it critical to meet the needs of external clients but the need to meet a

companys internal customers (staff) has also become increasingly important. Reason being is

that Millennial and Gen Z employees are dominating the current workforce and they do not

seek the traditional workplace environments. The current workforce is demanding new

working environments that are far from the once widely accepted traditional settings.

However, due to technology and globalization, Millennial and Gen Z employees are the top

talents that come with many new perspectives that are needed by companies to keep their

business ahead of the game (Strauss, 2016).

Throughout the development of the business market, we continue to see a shift in the

workplace cultures in almost every industry; in particular for companies who need to recruit
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top talent. Therefore, companies have restructured their benefits package schemes, on site

facilities and amenities, technology; working hours and social responsibility; all in hopes of

increasing productivity amongst their employees (Strauss, 2016).

According to Entrepreneur India, it is important to build a good work culture for the

following reasons (Bhurdurai, 2016):

Increase loyalties at your workplace;

A key to retention;

Prompt employees to watch each others back;

Attract talent; and

Increase productivity.

Companies such as Google, Chain and SB Architects in San Francisco have paved the

way for the new form of creativity driven workplace cultures. However, there are even some

local companies who have followed suit. Baraud, a local leading recruitment agency recently

launched their new office location, and it includes many new features that are not common to

companies n Cayman (N. Beri, personal communication, November 24, 2016).

Unfortunately, many businesses fall short because there are still many baby boomers

in Management positions who do not fully embrace change the same as Millennial and Gen Z

employees. Therefore, with all of the mentioned aspects of a strong workplace culture, should

more companies in Cayman begin to implement new work culture strategies?

Purpose of the paper

The objective of the topic was to determine if the transition from traditional

workplace cultures has a positive impact on businesses. Culture is the character and

personality of your organization. It's what makes your organization unique and is the sum of
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its values, traditions, beliefs, interactions, behaviours, and attitudes (ERC, 2013). This paper

provides information for both management and employees on ways to improve workplace

environments by creating an organizational culture that will increase productivity.

Definition of terms

The below-listed definitions provide clarity on the meaning of the terms mentioned

throughout the context of the paper:

Workplace culture: Culture is a powerful element that shapes your work enjoyment, your

work relationships, and your work processes. But, culture is something that you cannot acsee,

except through its physical manifestations in your workplace (Heathfield, 2016).

Millennial employees: Millennial employees are considered the new form of employees that

have come after the baby boomer generation; they are born between the years 1980-2000.

Millennials are challenge driven employees who crave innovation, change, diversity and

teamwork (Heathfield, 2016).

Innovation: Innovation in the context of the paper is the process of gathering new ideas and

willing to take the risk of implementing them to bring value to the matter at hand (Yale,

2016).

Productivity: Productivity in the context of this paper is the proven efficiency of employees

to provide services that are desired by the employer (Dodgson, M., & Gann, D, 2016).

Methodology

The primary purpose of this research study was to determine the need for companies

in Cayman to implement new workplace cultures to meet employee demands by completing

the following objectives:

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What are the advantages and disadvantages of unique workplace cultures?

Does a unique workplace culture ensure an increase in employee productivity?

Are companies in Cayman without a unique workplace culture at a disadvantage?

If more companies in Cayman implement unique workplace environments, what

should the process be?

The researcher used the following methods to conduct the research:

1. Interview: The two interviews were conducted locally and internationally. The local

interview was with Nikeeta Beri, Recruitment Agent at Baraud and the international

interview was with Jill Carlson, Partner Lead at Chain in San Francisco.

2. Data and information obtained from the International College of the Cayman Islands

online Library: Library of Institution Resources Network (LIRN).

3. Information obtained from the presenters during site visits in San Francisco.

Literature Review

For a business to be successful; its employees must work to their full potential to

obtain productivity. Recent studies show that if employers want a highly productive

workplace, they must make it one that is not only enjoyable but one that offers value to the

employees (Butler, 2011). When employees are aware and attached to the bigger picture of

the company, they focus more on their tasks and help to meet the companys objectives.

Committment occurs when value is placed on the position and on the way employees

perceive the role they play within the company (Butler, 2011).

Culture matters very much for any business to gain competitive advantage and not

settle for mediocrity (Chordas, 2016). Therefore, it is important to create a culture that best
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suits the organization. Management must efficiently create a productive environment by

aligning the company culture with the core values (Chordas, 2016). Culture is not something

that just appears or can be created rapidly; it is something that is regularly evaluated and

evolved over time (Chordas, 2016). Unfortunately, companies often feel as if they can just

announce or implement a new culture that was recommended by an outside party. Instead, it

should be a collaborative effort made by shareholders and stakeholders, this way it can be

created around its behaviours and is less likely to fail (Chordas, 2016). The Aflac Company is

an advocate for culture tune that is defined within, starting from the top but also including all

levels of the organization in the process (Chordas, 2016). According to Deloitte, 80% of

companies rank culture as a top priority in their business objectives; unfortunately only 10%

of organizations succeed in building a thriving culture (Chordas, 2016). The misconception is

often that the more amenities businesses include, the better it is to work there. However, its

not only about the physical elements but instead about how those features unite staff, build

relationships and make employees feel when they come to work (Chordas, 2016). A key

aspect to successfully implement a culture is engagement; engaged employees are productive

employees (Chordas, 2016). Engaged employees are 12% more productive than the average

unhappy employee (Chordas, 2016). Unhappy employees not only dampen the workplace

environment, but they can also cost the company a lot of money (Chordas, 2016).

In 2016, the Acuity Company was awarded the second best place to work by Fortune

magazine; this was a result of their unique daily activities that include fitness classes, ping

pong games, selfie days, popcorn machines, a mechanical bull and a ferries wheel (Fortune,

2016). These amenities all derive from one of their three core values; the value of having fun

(Acuity, 2016). Choosing benefits and perks that will increase productivity have to be well

thought out and executed, rather than just putting any and every idea into place (Chordas,

2016). To meet the growing demands of the employee and clientele, management must align
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all business practices with the company's core values; pay and benefit programs, hiring

practices, internal communication methods, training, recognition programs and diversity

efforts (Chordas, 2016).

Acuity was very successful in aligning their objectives with their culture. Their

successful alignment is shown through their statistics; the company saw their employee

engagement increase significantly and their turnover rate decrease to less than 2%, according

to CEO Ben Salzmann (Acuity, 2016). Another commendable effort that the company makes

is that they are constantly evolving their culture; they realize that something that may be

considered a perk this year may not be as recommended in 3-4 years (Chordas, 2016). As

with most things change is inevitable, cultures are not exempt and should always be analysed

and evaluated to ensure that it is still meeting the needs it was intended to meet (Chordas,

2016).

When discussing organizational culture, work life balance is a reoccurring topic.

However, content experts are now going beyond just the balance to create a work life that is

parallel to your personal life (Chordas, 2016). Cali Ressler and Jody Thompson introduce a

new theory in their article Why Work Sucks and How to Fix It: The Results-Only

Revolution. The article elaborates on the new concept of ROWE (Results Only Work

Environment), it allows employees to have the autonomy to do what they want whenever

they want, under the condition that their work is completed (Butler, 2011). The researchers

believe that employees should not feel stressed or forced to do the work within their roles

because this can cause them to become resentful or overwhelmed; that type of environment is

not fruitful for Millennial or Gen Z employees (Butler, 2011).

There is still hesitation with the concept of ROWE, considering Managers would have

to extend foremost trust to their employees to get the job done (Butler, 2011). Essentially,
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there is a perception that if one can mandate working hours and physically see an employee

that means they are getting the work done; however, that is not necessarily accurate

according to Ressler and Thompson (Butler, 2011). The ROWE concept is beneficial as it

specifies to employees exactly what they are expected to accomplish and for Managers to be

able to measure it (Butler, 2011). Applying this concept allows employees to get their jobs

done without putting all their energy and focus on time or being micromanaged; they don't

have to put emphasis on work-life balance they simply live (Butler, 2011). Employees are

more committed to a work environment that exemplifies trust and engagement. With a strong

workplace culture, employees have the autonomy to use their time more freely (Feffer, 2015).

Having trust that goes both ways is a win-win situation for both parties, employees will have

trust that their management will make the best decisions for the organization and

management will trust that employees will treat their customers in the right manner to ensure

customer satisfaction (Feffer, 2015). The most apparent benefit of the ROWE concept is that

it does not target one particular group; it fits well with all four generations in the workplace

(Butler, 2011). It is important for a business to practice a theory that attracts and caters to the

four generations because you want all employees within the workplace to be productive.

ROWE allows for Millennial and Traditionalists to coincide to create a productive working

environment (Butler, 2011).

In 2008, Baddie, Contardo, and Childs wrote a study on the future workforce;

their predictions have proven to be right, the group predicted that by 2013, there would be at

least 70 million new style employees in the workforce (Baddie, Contardo & Childs, 2008).

The two studies by Chordas and Butler exhibit that the traditional workforce that was once

accepted by the baby boomers is no longer acceptable to the current workforce. With 50

million Millennials dominating the workforce, corporate environments have to meet their

very demanding needs to have an attractive workplace that offers career development, work-
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life balance, workplace perks, teamwork over tenure, open line communication, etc.

(Chordas, 2016). Top talent no longer demands power, salary, organizational loyalty, job

security, stability; or are resistant to technology or innovation (Boddie, Contardo & Childs,

2008). Millennial employees expect their employment to be closely correlated to the way of

life in their era; they grew up with technologies such as iPods, smartphones, laptops, blogs,

digital games, virtual world, social media, etc. (Boddie, Contardo& Childs, 2008).

Millennials vastly differ from baby boomers who are considered "digital immigrants"

because their knowledge of technology only extends to that of fax machines and emails

(Boddie, Contardo & Childs, 2008). Millennials are exposed and cultured to technologies that

make their way of life much more convenient; therefore they expect an organization's culture

to mirror that lifestyle by making their work and personal life less frustrating and more

compatible (Boddie, Contardo & Childs, 2008).

When comparing all the previously mentioned studies and theories, they all

have one thing in common, they all desire for employees to be great by providing a

productive work environment. Happy employees become great employees when they are

given a high work life culture that incorporates, work life balance, benefits, perks, innovation,

trust, communication and teamwork (Feffer, 2015). When evaluating a great work culture,

the perks and benefits account for a significant amount of satisfaction, however, trust and

engagement surpass the perks (Feffer, 2015). Having trust and engagement allows both

management and employees to share a common goal to succeed. Developing trust must be a

dual effort made by both parties even if it means being committed to long-term goals that

may conflict with short-term priorities. The theory of ROWE illustrates this desired trust with

an organization and once communicated and implemented appropriately, can reap many

benefits for all parties involved (Butler, 2011). Ultimately, a strong workplace culture
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provides tangible results that are appealing to companies by attracting and retaining top talent

and fruitful to the employees by increasing their development (Feffer, 2015).

Organizational Behaviour Topic Exploration

OB is a field of study that investigates the impact that individuals, groups, and

structure have on an organization's performance (Robbins & Judge, 2014). As the researcher,

I decided to focus my OB study on culture because organizational culture is considered a

vital part of any successful business. Throughout the course of my degree, the topic of

organizational culture is frequently mentioned and I find it fascinating. Therefore, in this

paper, I would like to stress the importance of organizational culture and to educate others on

how it can have a positive effect on an organization's behaviour.

Having an organizational culture creates the desired environment that welcomes

productivity and satisfaction amongst employees. A strong work culture is one that is peculiar

to the core values of the company and will allow employees to reach their full potential by

increasing their productivity and creativity (Chordas, 2016). Management ultimately wants

employees to perform to the top of their ability to make the business profit; that is the

behaviour they set out to achieve when they create an internal culture (Chordas, 2016).This

topic is becoming increasingly important because the perception that salary, stability,

seniority, etc. are essential parts of an employee's demands is no longer the case. For

management to continue recruiting top talent to maintain their business, they are going to

have to focus on other factors that are now being demanded by the current workforce (Feffer,

2015).
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I learned throughout my research that culture is not something that is designed

overnight or can be successfully copied from one company to the other; instead, it must be

properly aligned with a company's core values (Chordas, 2016). Ideally, all companies would

like to implement a culture that is similar to big companies like Google; however, that same

culture may not apply to that of a law firm or a bank (N. Beri, personal communication,

November 29, 2016). When designing and implementing a workplace culture, the focus

should not be on what others suggest or are currently doing, but on what is best for the

organization at hand (Chordas, 2016). Furthermore, all members of the team should be

involved in the planning and implementation process to ensure all aspects are in line with the

company's objectives (Butler, 2011).

Implementing fun, creative and unique workplace cultures would be simple if the

workforce only consisted of Millennial or Gen Z employees, however, having baby boomers

who are resistant to change can make the process complicated. In my research findings, I was

very intrigued with the concept of ROWE; it is a happy balance for both generations as it

does not specify a culture. Instead, it gives employees the freedom to create a culture that is

comfortable to them (Butler, 2011). Moreover, if an employee wants to work remotely they

can, if they prefer to come into office in a suit and tie, they can choose to do so (Butler,

2011).
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San Francisco Experience

For the graduate students of ICCI, I knew that visiting San Francisco; we would have

the opportunity to visit sites that were rich in organizational cultures such as Google, Chain

and SB Architects. Visiting such sites was fruitful for us to witness first-hand the concept of

organizational behaviour. In addition to the knowledge gained on OB, I was able to obtain a

greater sense of appreciation towards the importance of embracing innovation and change to

assist with my personal career development. As a human resource professional, I can attest to

the claim that workplace culture fosters productivity and that happy employees are great

employees. As stated by Mark Feffer, it takes a consistent effort from management to create

and maintain a workplace that makes employees feel satisfied (Feffer, 2015). One may ask

how do innovation and change relate to organizational behaviour and culture; however, it is

an essential factor in the two theories. When visiting companies such as Google, Chain and

SB who all have innovation and change as part of their main focuses, they were all able to

express workplace cultures and practices that were unique to their organizations. During the

visits to the three locations, presentations were given by Joe DeMike from Google, Scott Lee

from SB Architects and Jill Carlson from Chain. Although Jill did not discuss Chain's culture

in her presentation, I had the opportunity to interview her to learn more.

When explaining or describing the cultures of their organization, each presenter

exhibited great enthusiasm and pride. I feel that employees in Cayman, especially in the

public sector, lack that sense of dignity and pride because they do not actually enjoy their

jobs. There is a stigma in Cayman that Government employees are unskilled, unprofessional

and unhappy. If more local institutions created a better working environment we could then

stray from that norm. Google's initial attempt to create a good working environment was to

remove a lot of employees' day-to-day frustrations by providing services on the work site (J.
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DeMike, personal communication, November 10, 2016). Some of Google's onsite amenities

are: free cafe and lunch spots, laundry mat, doctor's office, massage spa, and salon to name a

few. Although on a smaller scale, Chain also implemented a few of the same perks and also

workout rooms and bikes to not lose parking spots (S. Lee, personal communication,

November 10, 2016). In addition to the necessary services, the Google campus also included,

sporting courts and fields, arcades, self-driving cars, etc. The mentioned amenities and perks

differ far from that of a traditional workplace environment; however, those are the selling

points to attract top talent in the current workforce. When considering candidates, companies

are no longer looking for skills alone; they are aiming to recruit people who fit the

organizational culture and who understand and appreciate the company's mission and values

(Feffer, 2015). Google, SB and Chain are all tech-based companies who require employees

with intellectual skills and those top employees are looking for companies who meet their

demands. As I listened to the presentations and observed the working environments of the

organizations, I reflected on my current employer and other business I am familiar with in

Grand Cayman and I have to admit, we are limiting ourselves when it comes to recruiting and

retaining top talent because we have not strongly introduced the concept of organizational

culture into our local markets.

Concerning the topic of Corporate Social Responsibility (CSR), another important

aspect of OB and culture, the companies we visited all proclaimed to be socially responsible.

Although the city is considered a Tech Hub, they are still able to use their successful

innovation for the betterment of the community. Mr. Randolph from the Bay Area Council,

advised us of the programs the council and its corporate members participate in that are

targeted towards the local communities. A program that stood out to me the most was their

involvement in the "Boys and Men of Color" program which prepares young African

American males for the workplace (S. Randolph, personal communication, November
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9,2016). Also, Google and RocketSpace, major tech companies also understand the

importance of including CSR in their organizational culture. Google focuses a lot of their

major products on the positive impact in can have on their users. The company focuses their

innovation on community and global issues such as traffic congestion, Calico (California Life

Company), etc. (J.DeMike, personal communication, November 10, 2016). Also,

RocketSpace is now partnering with tech based non-profit organizations such as "Girls in

Tech" which prepares and develops young girls for the tech industries (M. Weiss, personal

communication, November 9, 2016). Unfortunately, a lot of the development programs in

Cayman are not successful or fall short and I firmly believe it is because companies in

Cayman do not fully appreciate the importance of CSR. Too often the responsibility falls on

the Government to handle social issues; however, there are many ways that local

organizations can get involved and make the programs a success.

Often the Cayman Islands are considered to be "The islands that time forgot" and

while visiting the Tech Hub of San Fran, I got a sense of understanding for the phrase.

Cayman has the potential to compete on a global scale; however, if we as a country hope to

achieve that success, we have a lot of improvements to make when comparing ourselves to

places such as San Francisco. Gradually companies in Cayman are introducing unique

organizational cultures. In my recent interview with Nikeeta Beri from Baraud International

Recruitment Agency, she gave me an overview of their new and improved office space. The

new office is one of its kind in Cayman; it includes pool tables, treadmill desks, showers,

relax rooms, etc. (N. Beri, personal communication, November 29, 2016). As Chordas stated,

culture must be aligned with the core values; based on the information Mrs Beri provided,

Baraud did a fantastic job of incorporating their values to their office space, benefits and

perks to create an environment that she describes as happy and motivating (N. Beri, personal

communication, November 29, 2016). Their values are to be Bold, Balanced, and Real; those
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values are exhibited throughout their new office by; being bold to be the first of its kind in

Cayman, having bold bright colors, aloowing employees to have fun and be comfortable at

work and giving employees real opportunities to be their true selves at work (N. Beri,

personal communication, November 29, 2016). Other than a unique office space, Baraud also

implemented other perks that satisfy their employee's demands; such as birthday leave,

flexibility in the work schedule to go to the gym or attend personal appointments, casual

clothing, paternity leave, volunteering hours and lots of parties internally and externally (N.

Beri, personal communication, November 29, 2016). Despite the small size of the Cayman

Islands, there is still no reason why we cannot compete in the big league if we are willing to

take the risks as Baraud did. Local companies can introduce cultures and innovations that are

being utilized throughout the global market. Baraud is evidence that unique organizational

cultures can be adequately implemented in Cayman, Mrs. Beri stated that their working

environment has improved 100% and now they have a workplace where people enjoy coming

to work more than being homes, working with colleagues and are more likely to work

towards successfully meeting common goals and objectives (N. Beri, personal

communication, November 29, 2016).

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Application of the Learning

Upon returning from the trip, I know that I can confidently apply many of the

concepts and knowledge gained from the seminar and research to my professional

development. Firstly, as an HR professional, it is my responsibility to uphold, communicate

and recruit in line with my organization's culture; however, my organization is in the process

of defining our culture. My main goal that I set out to achieve was to gather as much

information regarding strong workplace cultures to present to my employer, so that we (HR)

can incorporate more culture-related initiatives. Since visiting some of the establishments in

San Francisco, I was able to observe certain perks and benefits that companies are

implementing to see if any would be aligned with our core values. By conducting my

research on organizational cultures and visiting companies with strong organizational

cultures, I am now able to use supporting information on any current and future proposals I

give to my Managing Committee. I was impressed with the pride each presenter displayed

throughout their presentations, and I would like to have my organization's employees feel the

same why by implementing a culture that encourages similar responses.

Personally, I leave the seminar and end the course more accepting of change and

innovation. Too often people consider change to be intimidating but Professor Al-Abdullah's

presentation on Technology during our visit to the University of San Francisco has led me to

believe otherwise. Instead, I am now assured that I can use technology advancements to my

benefit especially within my role as an HR Professional. As Professor Al-Abdullah

adequately stated, technology will not replace jobs, but instead, it will re-evaluate them (Al-

Abdullah, personal communication, November 11, 2016). Associating technology with my

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professional development will increase my competitive advantage in the Human Resources

industry.

In addition to my professional development, the seminar also contributed to my

personal development. Although the community service aspect of the seminar was separate

from my topic, I was still able to apply the experience to our local Cayman community. After

reading about the ICCI students' experiences in San Francisco, Mr. Woody Foster, Managing

Director of Foster's Food Fair-IGA approached me to give a presentation on Project Open

Hand "POH". Mr. Foster advised me that he recently formed a board to build a community

program similar to POH and would like for me to share with the board committee, my key

observations during the volunteering experience. I gave my presentation to the board on the

29th of November 2016. I specified the main aspects of POH such as:

The history;

Their client approval systems;

The dietary and nutritional meal plans;

Their funding structure; and

Their services (Shopping, meal deliveries and hot plates).

During the seminar, there was no limit to the experience and knowledge we could take away

from each site visit and presentation.

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Limitations

The San Francisco seminar was my first with ICCI and I feel the organization and

content were directly related to the course. Fortunately, I can say that there were no extreme

limitations on the trip only a few opportunities for improvement on my part. For the most part

I was able to accomplish everything that was set in place, the President effectively gave

information, the seminar student veterans were very helpful, and the residents of the city was

very friendly and welcoming.

The only limitation I came across was in Cayman when I was trying to secure a local

interview related to my topic. Reason being is that the number of companies in Cayman with

a strong organizational culture is almost non-existent. However, given the close working

relationship with my firm and the Baraud Agency, my Manager was able to provide me with

the connection. My interview with Mrs. Beri was very successful and she was able to provide

me with a wide range of supporting information for my topic.

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Conclusion

To conclude the paper, I feel that the research conducted revealed that the advantages

of a strong, unique workplace culture far outweigh the disadvantages. I would go further to

say that there are no disadvantages; instead there may only be challenges. However, every

company should make the effort to implement a culture that is unique to their organization.

Culture provides benefits for both the company and the employee (Feffer, 2015). As

the business market expands, companies are now competing on a global scale; therefore, they

need top talent working in their business to maintain success (Chordas, 2016). Companies

such as Google are very successful in attracting, recruiting and retaining top talent as a result

of their strong organizational culture (J. DeMike, personal communication, November 10,

2016). Another advantage for companies having a strong culture is that when employees are

in an environment, they are comfortable in, encourages creativity and alleviates a lot of their

day to day frustrations, they are proven to be more productive; productive employees increase

profits (Feffer, 2015). According to Business Insider, the average employee works 1,700

hours per year; therefore, it is essential to create an environment that they value, enjoy and

are productive in (Weisenthal, 2013). The challenges with implementing a workplace culture

are aligning it with the organization's goals and objectives (Chordas, 2016). Also, every

employee on every level must be aware, and on board with the culture, this can be

challenging for baby boomers who are still employed in the current workforce (Boddie,

Contardo& Childs, 2008). If an environment does not encourage all employees to work

towards a common goal, the company loses its synergy and is no longer productive (Butler,

2011). To overcome the mentioned challenges, I would recommend implementing a culture

similar to the theory of ROWE; this practice is neutral and useful for any generation or

individuals preferences.
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Based on the findings from the literature review and the site visits in San Francisco, I

can confidently state that a strong workplace culture does increase productivity; happy

employees are productive employees (Feffer, 2015). During our visits to Google, Chain and

SB Architects, the employee satisfaction was very evident, and it was displayed on their faces

and body language but also in the way anyone we encountered talked highly about their

places of employment. However, one key factor to note is that happiness does not only come

from facilities, although they play a significant role, but they are also not the sole factor

(Chordas, 2016). Employees are happy with work when they are with a company that trusts

them, develops them and respects things that they value (Feffer, 2015). During our Google

presentation, Mr. DeMike advised us that the company allots 10% of an employees time

towards a project or initiative that they are passionate about (J.DeMike, personal

communication, November, 2016). Such efforts build a desired mutual relationship between

employer and employee when both are committed to each other's long terms goals (Butler,

2011).

Currently, a workplace culture is not a primary focus in local Cayman companies.

However, as Cayman continues to expand throughout the global arena, companies will need

to put more focus on culture. Being that the majority of skilled talent required in Cayman has

to be recruited from overseas, companies will have to market themselves to outbid the

competition to hire those skilled employees. Despite the lack of urgency in Cayman for

workplace culture, some local businesses such as Baraud are stepping out ahead of the rest,

and I feel their leadership will influence surrounding companies.

If more companies in Cayman begin to design and implement workplace cultures, it

will be challenging because it is a foreign concept. However, based on the research findings I

recommend that Management creates their culture from within. Creating the culture within

would mean that all levels of employees should be involved; not only would this increase
Running head: THE SAN FRANCISCO SEMINAR Melody Martin 22

commitment and loyalty but it also closely aligns behaviours with objectives (Chordas,

2016). It would not be wise to have someone from the outside take full control of the culture

implementation or to copy one from another organization; the culture must be fully aligned

with the company at hand's core values (Chordas, 2016). Therefore, Management should

marry their values with their objectives and create environments that work well with their line

of work.

I firmly believe that along with the rest of the world, Cayman companies will begin to

put more emphasis on organizational cultures. With all of the information gathered, strong

cultures are a win-win practice for employees and employers; it provides many benefits for

both. With the evolution of cultures in Cayman, I feel that it will increase our appearance in

other industries other than the financial sector; companies could then enter industries such as

service, technology, etc. I feel the best way to approach culture in local businesses would be

to incorporate systems similar to ROWE that appeal to all generations of the Cayman

workforce.

The seminar has without a doubt; broaden my horizons in the areas of technology,

organizational culture, diversity and social responsibility which are all key areas of

organizational behaviour. In this conclusion, I extend my gratitude to Dr. Marshall and ICCI

for allowing me to partake in this rewarding experience.

 Running head: THE SAN FRANCISCO SEMINAR Melody Martin 23

References

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https://www.yourerc.com/blog/post/Workplace-Culture-What-it-Is-Why-it-Matters-How-to-

Define-It.aspx

Anonymous. (2014, January 10). What is innovation? Retrieved December 14, 2016, from

http://its.yale.edu/about/innovation-its/what-innovation

Burg, Aurora,C.I.C., C.P.C.U., & Moundas, J., C.P.C.U. (2015). AGENCY CULTURE:

MAKING YOUR FIRM A GOOD PLACE TO WORK. Rough Notes, 158(9), 164-166.

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Butler, K. M. (2011). All work, no play - no more. Employee Benefit News, 25(5), 46. Retrieved

from http://search.proquest.com/docview/862360212?accountid=158672

Carnevale, A. P., & Stone, S. C. (1994). Diversity: Beyond the golden rule. Training &

Development, 48(10), 22. Retrieved from

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Chordas, L. (2016). Culture matters. Best's Review, (1), 58-62. Retrieved from

http://search.proquest.com/docview/1788992392?accountid=158672

Feffer, M. (2015). What makes a great employer? HRMagazine, 60(5), 36-38,40,42,44.

Retrieved from http://search.proquest.com/docview/1684996576?accountid=158672

Heathfield, S. M. (2016, September 23). 11 tips to help you manage Millennials. Retrieved

December 14, 2016, from The Balance, https://www.thebalance.com/tips-for-managing-

millennials-1918678
 Running head: THE SAN FRANCISCO SEMINAR Melody Martin 24

Heathfield, S. M. (2016, November 13). What makes up your company culture? Retrieved

December 6, 2016, from The Balance, https://www.thebalance.com/what-makes-up-your-

company-culture-1918816

Dodgson, M., & Gann, D. (2016). What is productivity, and how do you measure it? Retrieved

December 14, 2016, from https://www.weforum.org/agenda/2016/07/what-is-productivity-

and-how-do-you-measure-it/

Noyan, B. (2016, March 3). ACUITY. Retrieved December 6, 2016, from

http://fortune.com/best-companies/acuity-insurance-2/

Rodriguez, R. (2006). DIVERSITY FINDS ITS PLACE. HRMagazine, 51(8), 56-61. Retrieved

from http://search.proquest.com/docview/205006063?accountid=158672

Strauss, K. (2016, September 13). How your Millennial and gen Z employees are changing your

workplace. Forbes. Retrieved from

http://www.forbes.com/sites/karstenstrauss/2016/09/13/how-your-millennial-and-gen-z-

employees-are-changing-your-workplace/2/#4de466221d69

Ten things we know to be true company Google. Retrieved December 6, 2016, from

https://www.google.com/intl/en/about/company/philosophy/

Weisenthal, J. (2013, August 17). Check out how much the average American works each year

compared to the french, the Germans, and the Koreans. Retrieved from Business Insider,

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of-the-world-2013-8

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https://www.weforum.org/agenda/2016/07/what-is-productivity-and-how-do-you-measure-it/
Running head: THE SAN FRANCISCO SEMINAR Melody Martin 25

Appendix

Interview 1- Jill Carlson, Chain, San Francisco, California

1. Your office space is evidently very different from traditional work spaces, what was the
inspiration behind the theme?

The background of the office space is that it used to be an apartment: our elevated
conference rooms were formerly bedrooms. This also explains the presence of a
kitchen and dining area as well as the outdoor space. Our founders wanted a space
that would be functional and enjoyable, professional but expressive--and this fit the
bill.

2. How do you feel having such a unique work space affects the staff members?

The workspace is designed to enable collaboration and movement, but also focus. The
desks area is generally quiet to allow everyone to remain in the zone on whatever they
are doing (coding, designing solutions, interfacing with customers), but no one
spends all day at their desk--often working together in groups at the open table area
or in conference rooms.

3. Other than office space, does Chain offer any other unique benefits? If so, how do you feel
they align with the companys objectives?

Chain does a great job of planning off sites and fun, quirky events that really capture
the culture of the company. Ranging from hikes to movie nights. We also have lunch
brought in everyday and we all eat together. This encourages the sense of community
and good communications across all employees and all teams.

4. What are some of the major aspects of your organizational culture (diversity, innovation,
etc.)?

The Chain mission statement is as follows: Be patient. Be kind. Have grit. Ask why.
Do the right thing. We want to improve the culture of financial services and we will
turn down opportunities and revenue if it requires compromising what we believe.

In trying to embody these goals, we believe that we can do our best work and pave the
way to a better financial future.

5. Does Chain practice Corporate Social Responsibility? If so, please elaborate on how.

Chain prides itself on engaging in socially responsible projects and (as stated above)
turns down revenue if it requires compromising our values. Additionally, Chain
engages in dedicated service days as well as matching donations to charities.
Running head: THE SAN FRANCISCO SEMINAR Melody Martin 26

Interview 2- Nikeeta Beri, Baraud, Grand Cayman, Cayman Islands

1. Your new office space is evidently very different from traditional work spaces, what was
the inspiration behind the new theme?
We wanted to build a place that reflected our corporate values:
Bold the colour, layout and how it is put together hasnt been done before in
Cayman
Balance as employees spend most of the day at work, the idea was to give everyone
the opportunity to relax, play pool, use the treadmill desks, shower, relax etc, enjoy
free food/drink
Real The space is real in a number of ways, the focus was on creating a real work
environment that people felt relaxed, they could be themselves and express
themselves.
2. How do you feel having such a unique work space affects the staff members?
It makes everyone happy and motivated. Life is hard enough so to walk into a clean,
fresh, modern office every day is amazing.
Regular breaks and hot desking make staff more productive over the course of a long
week.
3. Were there any challenges for employees to adapt to the new workplace? If so, how were
they resolved?
There were definitely challenges as any new building would have. The main one was
technical issues. Every employee was given a Microsoft Surface and we all had a lot
of technical problems with that. The IT support was working overtime! We also had
problems with the new soft phones as the headphones were Bluetooth and not
compatible with the providers on island. The provider was eventually able to rectify
the issue.
4. Do you feel other companies in Cayman should implement more unique workplaces and
why?

Yes, unique workplaces are fantastic, but I appreciate that it does depend on the work
being done. Baraud provides recruitment and immigration services so it is
encouraged in such environments that colleagues communicate frequently and out
loud. Recruitment is essentially a sales job so this type of free environment is suited to
the work we do. We are always on the phone, meeting people, Skyping people so talk
is the norm for such job. This type of environment would not suit certain industries,
for example a law firm.
I feel that all industries could look into better chairs for improved posture, moveable
desks so that employees can choose to stand up or sit down, headphones and
treadmills are fantastic as encourages walking, computers that you can take
home/travel with/take to meetings. Possibly even consider a games/TV room or
canteen where employees can sit together or take a break and play a game together.
Playing a game of pool or watching TV for ten minutes is better than sitting on
Facebook/Showbiz news etc on the internet.
Running head: THE SAN FRANCISCO SEMINAR Melody Martin 27

4. Other than office space, does Baraud offer any other unique benefits?

Yes, we have many benefits at Baraud which is definitely a major perk as an employee.
We get an extra day annual leave for our birthday, plus an in house party and gift
voucher; we can work from home; we can go to the gym/attend personal
appointments/attend to children freely in the day as long as we do our work/make up the
hours and let our colleagues and clients know; flexible clothing policy including dress
down Friday; we have lots of food and drink in the kitchen at all times; days off for
volunteer work or to attend courses are encouraged; we get a bonus if we meet our target
as a team; every Friday we close the office at 4pm; sometimes we have Friday drinks in
the office and play pool; grievance pay/time off (for immediate family); maternity and
paternal leave.
5. Do you think that motivated employees are more productive?

100%. The working environment is a major factor is productivity; people enjoy coming to
work in an amazing office and having the flexibility to deal with life issues if needed
during the work day. Also, if people enjoy working with their colleagues they are likely to
be more motivated and successful both individually and as a team.
6. As a Recruitment Professional, what is your philosophy on work place culture? Is this a
demand for your clients?

Recruitment is basically a sales job so emphasis is on communication. To be a good

recruiter you must share ideas, communicate well and frequently with clients, candidates
and colleagues. The work place needs to be buzzy and full of energy to obtain the best
results. The culture of the agency must reflect this to get the best from a recruiter.
7. What are some of the major aspects of your organizational culture (diversity, innovation,
etc.)?

This goes back to our corporate values, real, bold, balance. We have a young culture, all
of our employees are in their late 20s-early 40s; we are diverse, we have Caymanians,
South Africans, English, Irish, Canadian, Indian, New Zealand, and Cuban all working in
our office. We respect and value diversity, we also have more women than we do men. We
encourage people to hot desk, use break out areas, we dont have set hours people have
the freedom to move and be collaborative. We promote open honest communication, we
dont have a strict dress code it is very relaxed where we treat everyone with respect and
promote that they know their role and trust them to do it.
8. Does Baraud practice Corporate Social Responsibility? If so, please elaborate on how.

We are heavily involved in this space. Baraud did a back to work program called
Restart; myself and my colleague Melissa provide free lectures at ICCI; our
recruiters work with NWDA in resume writing and interview training; we donate to
Cancer society, place force, Veteran association; we participate in Earth Day and
Feed Our Future as a company; Baraud has a touch rugby team that the company
sponsors; Young Caymanian Leadership awards; I was a judge this year for the
Junior Achievement programme; we participate as a company in food and clothing
Running head: THE SAN FRANCISCO SEMINAR Melody Martin 28

drives for local schools and disaster relief efforts. We also donated our old
computers, printers and furniture to local schools before the office move.