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Next Jump

  1. 1. Next Jump Lifetime Employment: One Company Promises Never to Fire
  2. 2. Next Jump • Next Jump is an e-commerce company founded by • Charlie Kim, • Founder & Co-CEO • Charlie Kim is the Founder and Co-Chief Executive Officer of Next Jump.
  3. 3. Charlie Kim, Founder & Co-CEO
  4. 4. Charlie Kim, Founder & Co-CEO • Charlie is rated as a top mentor and coach in several industries including: U.S. military, professional sports, education, nonprofits, start-ups and F1000 executives.
  5. 5. Charlie Kim, Founder & Co-CEO
  6. 6. Next Jump • Meghan Messenger, Co-CEO • Meghan Messenger serves as Co-Founder & Chief of Staff at Next Jump, Inc. (NxJ).
  7. 7. Meghan Messenger, Co-CEO
  8. 8. Meet The Team • Tarun Gidoomal, Co-Head of UK Office • Tarun currently serves as the Co-Head of Next Jump’s UK office.
  9. 9. Tarun Gidoomal, Co-Head of UK Office
  10. 10. Meet The Team • Greg Kunkel, Head of Boston Office • Greg Kunkel joined Next Jump in May 1998 as a co-founder of the organization.
  11. 11. Greg Kunkel, Head of Boston Office
  12. 12. Lifetime Employment: One Company Promises Never to Fire • How would offering lifetime employment to your employees change your organization? • Ask almost any HR professional and they would tell you that employee terminations or layoffs are the hardest and most heart-wrenching parts of the job. However, the traditional employment model touts them as a necessary evil. • One e-commerce company, Next Jump, is taking a different approach, promising to never fire and offering additional training if a performance issue arises.
  13. 13. Employee Terminations Or Layoffs Are The Hardest And Most Heart-wrenching Parts Of The Job
  14. 14. Lifetime Employment: One Company Promises Never to Fire
  15. 15. Next Jump, the company which never fires anyone • Most companies claim to be reinventing something. But only few truly deserve this label. Next Jump is one of the few. • Their reinvention of company culture and management philosophy has earned them impressive accolades • Next Jump has become a “Deliberately Developmental Organisation” (DDO).
  16. 16. Next Jump, the company which never fires anyone
  17. 17. Next Jump in brief • Next Jump was founded in 1994 by Charlie Kim. • The company’s core business is an employee discount platform, used by over 70% of the Fortune 1000 to help their employees save money. • Their other, younger product line consists of various apps and tools to measure and manage employee performance and company culture.
  18. 18. Next Jump was founded in 1994 by Charlie Kim Charlie Kim, Founder & Co-CEO
  19. 19. Next Jump in brief • The company has around 200 employees. It is headquartered in New York, and has offices in Boston, San Francisco and London. • Next Jump entered into public consciousness when, in 2016, it was selected by Harvard Business Review to be one of only three DDOs, or Deliberately Developmental Organisations.
  20. 20. The company has around 200 employees
  21. 21. DDOs, or Deliberately Developmental Organisations.
  22. 22. DDOs, or Deliberately Developmental Organisations.
  23. 23. A Deliberately Developmental Organisation • DDOs, as defined by the Harvard scholars and authors of An Everyone Culture, are companies that have built their culture to support the development of all their people, every day. • At its core is the belief that the way to become a better company is by employees working on themselves, and helping others to grow, in turn. • Better Me (improve yourself) + Better You (help others with what you learned) = Better Us • The biggest bonus and salary increases go to those who improve the culture.
  24. 24. Next Jump, the company which never fires anyone
  25. 25. Next Jump, Workplace Culture
  26. 26. DDOs, or Deliberately Developmental Organisations.
  27. 27. Inside Next Jump: 4 Levels of an Inspiring Workplace • Charlie Kim, founder and co-CEO of technology company Next Jump, started the company in 1994 as a college coupon business. • Nowadays it’s the worlds largest provider of employee savings and rewards programs. • What sets Next Jump apart is their culture and focus on personal development. Next Jump proves that the combination of caring for your employees and helping them grow as human beings is possible while making money and helping the world become a better place.
  28. 28. Inside Next Jump: 4 Levels of an Inspiring Workplace
  29. 29. Inside Next Jump: 4 Levels of an Inspiring Workplace • Their mission clearly conveys this belief: • Next Jump, a for-profit company, invests its time and resources in growing its people (Better Me) for the purpose of helping others (Better You) which leads to a better world (Better Us).
  30. 30. Inside Next Jump: 4 Levels of an Inspiring Workplace
  31. 31. Personal Development • For Charlie and Meghan, a culture focused on personal development is at the core of their business. • Their belief of “Better Me + Better You = Better Us” is the basis for the Next Jump culture. • Their culture is so important to them that employees spend 50% of their time on growth and development, while the other 50% is focused on growing their business. • The personal development of Next Jump employees is encouraged through their own specific development model. This model consists of 4 separate training modules as illustrated in the pyramid aside.
  32. 32. Inside Next Jump: 4 Levels of an Inspiring Workplace
  33. 33. “Better Me + Better You = Better Us”
  34. 34. Personal Development • Charlie shared a special childhood experience with us that helped him build the culture at Next Jump. • It brought him the vision to build a company that would make his mother and farther proud. • As a young child Charlie lived in Nigeria for a period of time. The local fruit over there was of terrible quality. Charlie witnessed his mother saving the best mango pits and seeds of other fruits to plant them in their backyard. In an attempt to be smarter than his mother, Charlie went up to her and said; “Mom, don’t you know that trees take years to grow. We only are going to stay here for about two years. Why are you doing this?” His mom replied with one simple statement: “because it’s the right thing to do”. As it turns out, Charlie and his family lived in Nigeria for 17 years, and ended up having the best fruit in the community, which they would share for miles around.
  35. 35. Vision: to build a company that would make his mother and farther proud
  36. 36. Personal Development • Charlie and Meghan underline the importance of personal growth on preventing burn-outs. • They refer to research by the Harvard School of Education that shows that “the single biggest cause of burnout at work is not ‘work overload’ but being too long in a work-setting without experiencing your own further unfolding”. • At Next Jump they fight this phenomenon by training their employees to be leaders, and Charlie and Meghan truly believe that everyone within the organization can become one. • They use the 4 levels of development to train their employees by raising their potential and reducing their weaknesses. It’s the power of peer influence that is a driving aspect for their training and feedback methods.
  37. 37. Personal Development
  38. 38. Personal Development
  39. 39. Physical Training • While walking through their office it becomes clear that physical development is the most visual aspect of Next Jump’s culture. • The desks are surrounded by healthy snacks and drinks, the office has a yoga/napping room and there’s a large fitness area. • Meghan underlines their focus on physical health by stating that they encourage all employees to visit the gym regularly, at least 2 times a week. • They even have an app that encourages physical fitness by allowing employees to track each others fitness activity and therefore adding a competitive element to it. • And it seems to work; employees working out with one of their personal trainers.
  40. 40. The desks are surrounded by healthy snacks and drinks
  41. 41. Physical Training Spin Class Yoga Nidra
  42. 42. Physical Training
  43. 43. Physical Training
  44. 44. Emotional Training • In an attempt to train their emotional aspects, Next Jumpers are very keen on providing and receiving feedback. • They have an app in place to evaluate individual and team performance and employees are encouraged to attend situational workshops. But most interesting to us is a concept which they call ‘Talking Partners’. • Talking Partners (or TPs) is a buddy system in which employees provide each other with feedback and discuss their personal progress on a daily basis. • You are free to pick whoever you want as a TP because the leadership believes it is of utmost importance to have a high-trust, personal relationship based on mutual learning.
  45. 45. Next Jumpers are very keen on providing and receiving feedback
  46. 46. Talking Partners (or TPs) is a buddy system in which employees provide each other with feedback and discuss their personal progress on a daily basis
  47. 47. Emotional Training Situational Workshops (SWs) are our way to offer scalable mentoring to groups of individuals on a weekly basis. 10X is a unique opportunity for Next Jumpers to reflect on their personal and professional development and share with the entire company 2x a year
  48. 48. Emotional Training • Performance Evaluations • Performance Evaluation App gives all abilities to chart their growth over time. Employees rate themselves on a 1-4 scale, as well as their managers. • Next Jumpers also receive anonymous feedback from their peers, who rate them on the same scale for pure, unrestricted feedback.
  49. 49. Mental Training • There’s a strong belief at Next Jump that most learning should be done on the job. • However, they do reserve roughly 10% of their working time on the development of additional skills. • There are several different ways of how Next Jumpers train their mental skills. • There are technical workshops available (to increase technical capabilities), • ‘First Fridays’ (a monthly recurring technical training as, you can guess it, on the first Friday of each month), • ‘CEO-Talks’ (where successful CEOs such as Arianna Huffington and Tony Hsieh share their experience), and • ‘Hackathons’. Most of these development programs are publicly available
  50. 50. Technical Situational Workshops
  51. 51. First Fridays • First Fridays is a platform for Next Jumpers and guests to learn from thought leaders and experts on a diverse range of topics. • Next Jumpers can learn in two very distinct ways: theory and practical application. • First Fridays conducted once a month as the theory/classroom learning should only contribute 5-10% of overall learning and practical application should represent 80-90%. • Sessions are taught by industry experts as well as by Next Jumpers who know a topic “in their bones” and use First Fridays as a platform to give back to their peers.
  52. 52. First Fridays
  53. 53. First Fridays
  54. 54. CEO Talks • CEO Talks were introduced by Charlie as a way to give back to the Next Jump community, including family, friends and invited guests. The talks offer an avenue for employees and guests to continue their education and learn from some of the most inspirational leaders.
  55. 55. Hackathon • A way for Next Jumpers to let loose and show off their technical prowess.
  56. 56. YouTube Channel https://www.youtube.com/channel/UClxt05oUbYNWQTfhDw5G7qA • The Next Jump YouTube Channel is a look into the culture of a company that believes corporations can change the world.
  57. 57. Spiritual Training • The last pillar of Next Jump culture is their focus on having a sense of purpose. • By improving themselves and the community, they want to help the world to become a better place. Projects such as ‘Adopt a School’ and ‘Code For a Cause’ proof they put there money where their mouth is. With the ‘Adopt a School’ program they use their time and expertise to teach children on four different subjects: robotics, coding, health & wellness, and business skills. ‘Code for a Cause’ is similar to what we’ve seen in the Spanish company Cyberclick, where programmers use their expertise to support non-profit organizations at no charge whatsoever.
  58. 58. Adopt a School • Next Jump announced the launch of its Adopt-A- Public-School program. Through this program, Next Jump will partner with public schools to build long lasting relationships that serve and support students, teachers, and parents.
  59. 59. Adopt a School
  60. 60. CFAC: Code For a Cause • Expert Engineering for Your non-profit for 2 weeks. Absolutely Free. • Code for a Cause pairs small, expert teams of Next Jump engineers with non-profits to help scale and build charitable products, free of charge.
  61. 61. CFAC: Code For a Cause
  62. 62. The following pillars are at the heart of Next Jump’s culture and management philosophy. • No HR department • Yes, you read that correctly. A company of 200 people, without a dedicated HR team. Every person has HR-related responsibilities. • Employee engagement, payroll and HR policies are all distributed within the entire organisation. • The leadership team decides on promotions and pay raises, taking into consideration the data points they see through their (in-house built) Performance Evaluation technology.
  63. 63. No HR department
  64. 64. Decision-making is a key skill - accelerate its practice • Decision-making is a key skill - accelerate its practice • What does work actually consist of? • One way of answering this question is through the lens of planning and executing: First you decide what you will do, and then you do it. • The first part, decision-making, is a skill which can be learned and developed. Next Jump believe that the best way to do that is by making many decisions, receiving feedback, learning from mistakes, and making more decisions with these lessons in mind.
  65. 65. Decision-making is a key skill - accelerate its practice
  66. 66. Decision-making is a key skill - accelerate its practice • Next Jump use an analogy from the US Navy. Above the water-line projects will, at worst, make the ship look bad. Below the water-line project failures can be fatal.
  67. 67. Next Jump use an analogy from the US Navy
  68. 68. Hire for humility • Next Jump don’t want to be a company of, as they call it, “brilliant jerks”. • So their #1 hiring criterion is humility, as they believe that this is the most important predictor of personal growth. • Coach ability, responsibility, and absence of victim mentality are other key characteristics. • Recruiting for these traits means that it’s hard to fake your way into the company.
  69. 69. Super Saturday • Super Saturday is Next Jump’s hiring process. Thrice a year, top applicants are invited to spend a day at next jump. • Thousands of resumes are reviewed and hundreds of candidate screenings, to narrow down to an elite group of 40. • These potential Next Jumpers are flown to the host office for a full day of skills tests, practical exercises, and interviews. • It’s also important to give candidates the chance to connect with Next Jumpers on a more casual level and get to know Next Jump. Meals are eaten in small groups, and there are opportunities for informal Q&A, including popular “Career Fair.” Candidates also hear from senior leaders and a presentation and Q&A with Co-CEOs.
  70. 70. Super Saturday
  71. 71. Hire for humility
  72. 72. Hire for humility
  73. 73. Hire for humility
  74. 74. Hire for humility
  75. 75. Hire for humility
  76. 76. Hire for humility
  77. 77. Feedback is anonymous and open • Started as an internal project, Next Jump has developed apps that are now being offered publicly. • For example, in the Feedback app, everyone can give anonymous, public feedback to everyone else. • This is a staggering idea. It can lead to situations where the CEO gives a presentation about the company’s future, and at the end of it, he might see anonymous negative comments. And he knows that everyone else inside the company can see them, too.
  78. 78. Feedback is anonymous and open
  79. 79. Feedback is anonymous and open • The app is also inspired by an insight from primary schools: Children are more open towards feedback from classmates than from a teacher or parent. • employees: are more likely to respond to feedback from their peers than from their manager. And the Feedback app provides an easy way to give candid, peer-to-peer input.”
  80. 80. Feedback is anonymous and open
  81. 81. No Lying, Hiding, Faking • When providing updates, most company cultures lead to people window dressing their results. • Next Jump noticed that and changed the question from “What have I done this week?” to “What’s the thing I don’t want you to ask me about?”. • Their shorthand for these difficult topics is Eggshells. Focusing status updates on Eggshell topics leads to a more open culture where problems get solved faster.
  82. 82. No Lying, Hiding, Faking
  83. 83. Everyone has a buddy • Or, As Next Jump calls it, a Talking Partner. Someone you can bounce ideas off, someone close who can tell you when you’re on the wrong path. • You get your Talking Partner from among people who get hired at the same time as you. If you don’t gel with him or her, you can always change.
  84. 84. Everyone has a buddy
  85. 85. No firing for performance reasons • Next Jump introduced a No Firing Policy in 2012 – offering a commitment of lifetime employment for their employees – “the ultimate safety at work”
  86. 86. No firing for performance reasons • Aside from increasing our hiring standards, this was a signal of intent for employees to show that you can expose vulnerabilities, weaknesses, and faults without the fear of losing your job.
  87. 87. No firing for performance reasons • Performance is not binary, i.e. “either we fire you or promote you”. • Because Next Jump put so much effort into finding the right talent, they will go to great lengths to support you when you stumble and provide options to help you succeed: Change your Talking Partner, sharpen existing skills or acquire new ones, or find a new role in the company. • If, after several attempts and remedial actions, it’s still not working for either party, Next Jump will help you find another job.
  88. 88. If, after several attempts and remedial actions, it’s still not working for either party, Next Jump will help you find another job.
  89. 89. Recognition for the biggest helper • Next Jump have learned that recognising only the people who make the most amount of money for the company leads to a culture of self-centeredness. • And so they instituted a policy whereby the biggest bonuses and highest form of recognition (the Avengers Award) go to those people who have helped others the most. • This fosters a culture of teamwork and is the logical next step if you abide by the idea of better me + better you = better us.
  90. 90. Recognition for the biggest helper
  91. 91. Linking culture with business results • Next Jump is a privately held company, but it claims that their sales have increased fivefold to $2.5bn since 2012 when they set culture as their primary business strategy. • They have also seen an impact on other metrics like profitability and retention of leadership (which is at 10 years – unusually high for a technology company).
  92. 92. Recognition for the biggest helper
  93. 93. Recognition for the biggest helper
  94. 94. • Next Jump’s ideas and concepts - Eggshells, Accelerated Decision-Making, No Firing and the Bench - are very convincing. • But before you consider implementing some of these ideas yourself, be mindful that these are not tactics that you can just try out for a month or two. • For example, in a company that is not used to transparency, starting using the Feedback App in all its brutal honesty could lead to disaster. The company needs to be ready for it, the ground needs to have been prepared. Next Jump, the company which never fires anyone
  95. 95. Next Jump, the company which never fires anyone • Next Jump’s concepts are highly interdependent parts of a deliberately cultivated company culture. • Besides long term-commitment, you will need to plan very carefully how you introduce them.
  96. 96. References • Culture spotlight: Next Jump, the company which never fires anyone for performance reasons https://www.charliehr.com/blog/next-jump-ddo/?fbclid=IwAR3FiIh_R-SvtAWOIl6UI_Wh7S- O6NYTRx8UHcnd8uIokyoBenToHgOF7qk • Lifetime Employment: One Company Promises Never to Fire https://www.cornerstoneondemand.com/rework/lifetime-employment-one-company- promises-never-fire • Next Jump – Change the World By Changing Workplace Culture https://www.nextjump.com/ • Next Jump https://en.wikipedia.org/wiki/Next_Jump • The Most Successful Company You've Never Heard of: Next Jump https://www.inc.com/srikumar-rao/the-most-successful-company-you-never-heard- of-next-jump.html
  97. 97. Next Jump, the company which never fires anyone
  98. 98. Thanks…

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