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ENGAGEMENT
& GROWTH
Building the Right Culture for
JASON MEDLEY
Director of People &
Culture
Jason Medley - Quirky's Recruiting Culture
INVENTION IS HARD
> design > research
> manufacturing
> merchandising> distribution
> retail marketing
> consumer marketing
> inventory
> logistics
> margin analysis
> packaging
> point of sale
> intellectual property management
> direct sales / marketing
> prototyping
> mechanical engineering
> regulatory issues
> markdowns / seasonality
> customer service
> press / product reviews
> channel management
> replenishment > EDI / Technology Backbone
BUT INVENTION IS IMPORTANT
THE BEST IDEAS DON’T COME

FROM THE BOARDROOM
THE BEST IDEAS COME

FROM THE LIVING ROOM
QUIRKY IS AN INVENTION PLATFORM THAT
BRINGS REAL PEOPLE’S PRODUCT IDEAS TO
LIFE.
1.1 MILLION CREATIVE PEOPLE AROUND THE WORLD

SUBMIT OVER 3,000 IDEAS A WEEK TO QUIRKY.COM.
THESE IDEAS ARE PUT TO A VOTE

AT OUR WEEKLY LIVE PRODUCT EVAL.
THE QUIRKY TEAM DOES THE HEAVY
LIFTING TO MAKE THE CHOSEN PRODUCTS
REAL.
INVENTORS AND INFLUENCERS EARN PERPETUAL
ROYALTIES AS LONG AS PRODUCTS ARE FOR SALE.
AND HAVE PAID $MILLIONS TO OUR COMMUNITY
SOMETIMES, OTHER COMPANIES LEVERAGE OUR PLATFORM

TO COMMUNICATE WITH THEIR CUSTOMERS.
AND WE BUILD THINGS LIKE

THE WORLD’S SMARTEST AIR CONDITIONER.
AND AIR COMMERCIALS WHERE

OUR CEO RUBS THE INVENTOR’S FEET.
WE ALSO REINVENTED THE LIGHTBULB
FOR THE INVENTORS OF THE LIGHTBULB.
OVERALL, QUIRKY IS AN EXCITING PLACE TO
WORK
EMPLOYEE BUZZ
SCH SF
G R O W T H : Tw o n e w o f f i c e s : S c h e n e c t a d y & S a n F r a n c i s c o
• 97% of employees are proud to work at Quirky
• 94% of employees have or would work over

a weekend to complete a project
• 90% of employees often talk about Quirky
• 85% of employees are motivated by Quirky’s
culture
• 31% reduced attrition
T H E R E S U LT S A R E I N …
Best Places to Work 2015
Employee’s Choice Award | Companies Under 1,000
#8
WE’RE ON A MISSION TO CONTINUE

MAKING INVENTION ACCESSIBLE.
ENGAGEMENT
& GROWTH
Building the Right Culture for
• 21 % higher
productivity
• 22% higher
profitability
• Lower turnover
• Lower absenteeism
(Gallup, 2013)
Higher Average Employee
Engagement Levels Lead to
How Do You
Measure for
Culture Fit?
WITH A STRONG SET OF CORE VALUES
START
FINISH
IMPATIENT
SELFLESS
FUTURIST
AGILE
EMBRACE CONFLICT
What is
Culture?
Cultureis the Character and Personality
of your organization (ERC, 2013).
CULTURE
EMPLOYER
BRAND
CULTURE
ANSWERS THESE
QUESTIONS
• What is our mission / What are
we passionate about?
• How will we serve our clients
and customers?
• How will we work together as a
team?
• How will I contribute as an
individual?
• How do we communicate
internally and externally?
• What do we celebrate / How do
we celebrate?
• How do we overcome
obstacles and conflict?
• How do we move forward?
• What types of policies should
we implement?
• What does our office
environment look like?
Where Does Culture Come
From?
Culture Starts
WITH YOUR FOUNDER(S) AND LEADERS
EVERYTHIN
G
AFFECTS
CULTURE.
CULTURE Management
How org.
is
managed
Communicatio
n
Leadership
Celebratio
n
Systems,
procedures,
structures
Managers
Workplace
Practices Recruitment and
On-boarding
Retention
Policies &
PhilosophiesHandbook
Code of Conduct
Attendance and
dress code
People
Personalities
Values and
experiences
Diverse skills
Work
Environment
Decorations
Food Office layout
HOW DO WE
BUILD CULTURE?
BUILDING
CULTURE
DO
• Understand what your current
culture is
• Define what you want your culture
to be
• Make sure your mission, vision,
and values honestly reflect what
you want your culture to be
• Clearly communicate what you
want your culture to be throughout
• Make sure it’s believed and practiced
from the top down
• Measure the state of your culture
• Hold everyone accountable to being
a culture fit (Recruitment, performance
management, etc.)
BUILDING
CULTURE
DON’T
• Ignore it!
• Hire employees who aren’t
a culture fit
• Create bad managers
• Forget about learning and
development opportunities
Hiring Managers
Can Be Difficult
But, it can be a
REWARDINGExperience
Strategic Business
Partner
vs.
Administrative Support
•Human Interaction
•Technology
•Analytics
Hiring Manager Engagement
HUMAN
INTERACTION
.Don’t be afraid of it.
RULES OF HUMAN
INTERACTION
DO DON’T
• Attend team
meetings
• Weekly 1 on 1 with
HM
• Encourage a process
with HM/Team
interaction
• Run and hide
• Rely on e-mail
• Assume things
• Over promise
TECHNOLOGY
.It should support your process, not interfere.
Find the right
technology for you and
your hiring managers
• ATS
• Sourcing
• Communication
Analytics
Pick meaningful analytics that
work for you and your hiring
manager
“The right interaction, technology
and analytics will help you become
a recruitment strategic business
partner”
REMEMBER!
• There is always a culture
• Everything affects culture
• Start thinking about your Culture Brand
• Building a culture of engagement makes good business
sense
• Be a strategic business partner
• Human interaction, Analytics and Technology
THANKS FOR YOUR TIME
References
1. Sorenson, S. (2013, June 20) How Employee Engagement Drives Growth.
http://www.gallup.com/businessjournal/163130/employee-engagement-drives-
growth.aspx
2. ERC. (2013, March 6) Workplace Culture: What it is, Why it Matters, and How
to define it. http://www.yourerc.com/blog/post/Workplace-Culture-What-it-Is-
Why-it-Matters-How-to-Define-It.aspx

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