Where to start


What do we even mean by company culture?

People mean different things when they refer to company culture. It can be helpful to think about what it means to you, and how others define it.

Company culture can be defined as "a force that influences the way people think and act, which is made by the way people think and act." You could consider it a bit like the wind influencing the direction of things.

There are many other definitions, including: "the way people do things around here", "what guides people when no-one is looking", and "the collective behaviours of the people".

Given people define it differently, people will measure it differently (if at all). Culture may vary within a company because of factors such as a Manager, geography, and/or regional-culture. Some say a company has a culture, some say it is a culture. For now we use the term 'Company Culture' interchangeably with 'Organisational Culture' or 'Corporate Culture'.


What affects company culture, and what's affected by culture?


> People
> Purpose, Mission, Vision
> Brand & Values
> Leadership
> History
> Networks, Community & Relationships
> Recruiting & Onboarding
> Team & Social Events


> What's prioritised
> The way decisions are made
> Communication
> People Management
> Project Management
> Org Structure
> Process, Policy, System Design
> Experimentation
> Meetings
> Budget Allocation & Cost Centres
> Incentives & Rewards
> Length Of Planning Cycles


> Physical Workplace
> Technology
> Partnerships
> Suppliers
> Regulation
> Where we choose to advertise
> Geographic location & local culture


How do you think your culture is now? How do others think it is now? How would you like it to be? How would others like it to be?

People's opinions on what company culture is how it is, and how it should be are so different, and can be so strongly held.

Here's a simple tool to help us become aware of the other views people may have. For each spectrum, have a think about how you think things are now, and how you'd like things to be. Then ask some of your colleagues to see whether they share a similar view. It's not a binary choice, things may change and things may blur. I've seen this tool being used within teams and across Management - and it's helped people see that others may have different perspectives. There is no significant reason for the things on the left to be on the left, it's not like the left side overall represents a certain thing.

Have a think about your need

Why are you motivated to do something about your culture?  Is there a particular pain point or opportunity? 

  • How do you know?
  • Are there any symptoms, signs e.g. feedback or an observation?
  • Who's feeling it?
  • What's the cause?

Have a think about your vision

What will things look or feel like if you satisfy your need?

  • Who defines it?
  • How will we know if we've reached it? Will there be any metrics, signs or stories of success?
  • What will happen as a result? What unintended consequences might happen? It would be hard to predict them all though worth considering.

Examples of Things To Do


To develop our culture, it sometimes helps to have examples of what others are doing. As inspiration. To influence others. We've grouped ideas below - though some things may be quicker in some teams than others. If you're looking for some help, let us know


Quick: Not Much planning or approval From Others


Create a list of things it's okay for people to do. Example at UK Government Digital Service (GDS)

Build an internal company culture network. Discover and join forces with other Culturevists in your company for inspiration or support.

Create a company culture handbook to let people know how you work together. Example at Big Spaceship and another at Valve.

Have a ceremony and/or rituals for new joiners. Example at Dropbox of new joiners taking a trolley of treats/drinks round the office. Example at Twilio of drawing an owl and building an app.

Interview people outside the office environment. e.g. over barbecue with family, example at Zappos, or over dinner, example at Mailchimp.

Take collective action, a bit like a flash mob. Many people doing a similar action at coordinated times in different teams/places to influence your culture.

Celebrate people's birthdays, work anniversaries, and new jobs in a thoughtful way.

Create a mutual mentoring scheme / skills-share marketplace: people list what they can teach others, and what they'd like to learn from others.

Create a celebration bell. To ring and recognise when there's something to celebrate, such as a moment of customer joy or a new sale.

Let others be able to see which prospect/customer relationships we're looking to build, in case others can help us.

Ask people what they'd like to work on, in case you can help make it happen. Can help people play to their strengths.

Create a peer-to-peer appreciation/recognition scheme.

Go to lunch, or have coffee, with someone you wouldn't usually. Organise the same for others.

Recognise and reward people who speak up about the way things are done.

Have learning/sharing sessions. People do short talks about something at work (or outside work) they care about. 

Create an interview series (could be video), to help people get to know each other.

Join a league and enter a team.

For meetings, have everyone in the same room, or no-one in the same room. To avoid having an imbalance that leaves the few without an equal opportunity. If some are in the same building, attend the same way the 'remote' people will attend e.g. at your desk with your device.

If there are the majority of people in a meeting together in person, have one of the 'remote' people facilitate it to help avoid the facilitation be biased towards people on the room.

Offer successful candidates money to not take the job. Example at Zappos

Create an onboarding programme for new joiners that includes a 'culture session'.


End every meeting with a Closing Round. Example at Medium.

Begin every meeting with a check-in round, asking what's got people's attention and if anything's keeping them from being fully present. e.g. I couldn't get childcare so am dialled in to the call and watching my child, or the big deadline looming is on my mind. 

Have blameless post-mortems to identify how to improve. Example at Etsy.

When trying something new, break it up into a series of experiments. Perhaps stop trying to get everyone to agree, because no-one knows what will happen until you try it, you can only guess. Set people's expectations accordingly, find a first step that's safe to try, then adapt the approach based on what's changed.

At the beginning of meetings set the expectation that people will be cut off if they dominate the conversation, to create space for others to contribute.

Shadow someone doing their job for the day. Could be in a different team or company.

Designate certain days for having no meetings. Block out the time in your diary to do other work.

Include people from other teams in your team meeting. Sit in on another team's meeting.

In your one-to-one meeting with your Manager, your Manger let's you decide the format and agenda, rather than them. Example at Buffer.

Have some meetings in which Managers can only listen.

Regularly check the pulse of the team.

Encourage people to write out acronyms, and create a language guide / glossary.

When you see an example of something you'd like to see more of, share it on your social network with a hashtag e.g. #culture

'Work out loud' so others can benefit from your work or offer helpful ideas.

Manage through transparency rather than bureaucracy e.g. if people need new tech hardware, rather than making people get sign-off from a Manager and write a business case, say Sure and you'll need to add your name and item to this list that everyone in the company can see.

Could try a 'no objection approach' rather than having to wait for approval. i.e it's safe to proceed until someone objects. Like having foot on accelerator rather than brake. A related approach is the 'Advice Process', where people can make decisions though they must seek advice from others.


Get Managers out their offices.

Create a reading list and library.

Go for walking meetings, also known as 'walkshops' or 'walk and talks'. Research of link between walking and creative thinking.

Enable remote working from different locations (if appropriate for your work).

Plot a map of where your team is located geographically.

Line the tables in meetings with paper and pens to encourage creativity.

Display photos of people in the office/online together with name and a hobby/achievement/ something you wouldn't know about them by looking at them. To help people get to know each other and connect over things they care about.

Have a horn / yellow Card / talking stick to help people see that they may be dominating the conversation or affecting the structure in an undesired way.

Crowdsource a playlist of songs people like.





Medium: May need A bit more Planning or approval From Others


Create a video offering people an insight into what it's like at your company. Example at Busuu.

Have less process and bureaucracy for decisions that can be reversed compared to those that can't. Example at Amazon.

Combine interview assessments into one day rather than multiple. Example at KPMG.

Give people permission and budget to delight customers.

Create team or culture values. Describing the ways of working you value the most.

Invest in helping people to discover their personal values, to be conscious of similarities and differences with company values.

Start using personal fitness and wellbeing apps and connect with your colleagues for support and inspiration. Example at Buffer.

Include people outside your company (e.g. suppliers, partners, clients) in some of the things you do.

Make your next away day focussed on building relationships rather than providing updates. With the idea that people will work together better when they're not together if they have stronger relationships.

Let people choose what they wear, or a variation.

Create a pre-boarding pack for new joiners.


Pick a project and form a cross-functional team of up to 12 people with people with the context/tools/skills/network you need to make it happen. So that you can proceed without being dependant on others.

Reduce decision-by-committee. Have clearly defined decision-makers. They may be influenced by others, though look to speed up the approval process rather than slow it down (or be conscious about the benefits and implications of slowing it down).

Give people permission to attend other teams' meetings. Example at SoundCloud.

Share information from Senior Management team meetings, inviting people to ask questions and give feedback. Example at Square.

Have workations to create space to work on a project in a change of scenary. Example at Uber.

If you're not in a 'front-line' position (e.g. directly interacting with your customers), spend time doing shifts in them. Example at Square.

Introduce Managing Unconscious Bias training. Example at Facebook.

Work in pairs. To help with learning, diversity of perspective, in case someone leaves.

Pick a process and make it as simple as possible to achieve the desired outcome.

Pick a policy and make the language as simple as possible to achieve the outcome.

Change the default meeting duration in your calendar from 60 mins  to 30 mins or 15 minutes.


Encourage everyone have to go to the same place to encourage 'collisions' of people and conversations. e.g. everyone through same entrance, use same kitchen, or offer free breakfast/lunch, pool tables, ping-pong, football-tables, etc. Example at Zappos.

Encourage team members to eat somewhere other than where they work. Encourages breaks and for people to move and change of scenery. Example at CBRE.

Have more whiteboards, blackboards or flipcharts.

Let people choose where and when they work (if suitable for their work).

Encourage people to change where they work periodically.

Replace some of the desks with sofas.

Organise fitness classes, masseuses. laundry, hairdressers etc.

Get membership at co-working spaces to offer a change of scenery and new connections.


Longer: Likely to need more Planning or approval From Others


Celebrate significant company successes by making a colleague's dream come true. Example at Propellernet.

Develop and promote people from within. Example at Zappos.

People can see people's salaries and how much they would earn if they join. Example from Buffer, another example at Chewse.

People set their own salaries. Example at Makers Academy.

Be transparent about equity structure and individual breakdown. Example at Buffer.

Everybody has access to see all the emails sent in the company. Example at Buffer.

Make people's reward dependant on living the values.

Give people time to volunteer for, or work on, causes they care about.


Give each process and policy an expiry date. To avoid doing things just because that's how they've always been done.

Shift from annual performance reviews to something more frequent. Example at GE.

Offer significant paternity leave. Example at Facebook.

Prove there is pay equality. Example in Iceland.

Pause all production if there is a significant risk. Example at Hinchingbrooke hospital.

Rotate who is CEO every six months to stay fresh. Example at Huawei.

Have no CEO. Simply have people are responsible for different things. Example at Crisp.

Get rid of quarterly sales targets. To help people not prioritise the short term at the cost of the longer term.

Try 4-day work weeks. Example at Uniqlo.


Have desks on wheels to encourage people to encourage people to move to sit next to others. A step further is to give people the freedom to move their desk to change the project they're working on. Example at Valve.

Different teams decorate different conference rooms. Example at Zappos.

Onsite childcare. Example at Patagonia.

Offer unlimited holidays.

Remove unlimited holidays. Example at Kickstarter.

Make the walls so people can write on them. Example at Facebook.

Have outdoor space, or even a park, on the roof. Example at Facebook.

Remove remote working. Example at IBM.

Get people on one floor/level, rather than many.

Rearrange the space periodically.

Make toilets be accessible to people of any gender.

Ditch the office. Example at Buffer.

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The Approach - How You Do It


When to start?

We can spend a lot of time debating what to try, or trying to persuade someone that something's a good idea (or not). Even with the most detailed plans, we'll probably only really know how it will go until we actually try it. 

How 'under the radar'?

Do you try things first, involving only those that really need to know? Do you be transparent and actively let people know what you're doing and get approval or permission? To what extent you want to try and convince non-believers? To try something, you may not need to get everyone to agree.


How to make it safe to try?

How big or small you want to start? Do something at team level (or smaller), or at a division or company level? Have a idea for what you think could happen (a hypothesis). Try to see if that was right or not. Make it safe enough so that even if the worst case scenario happens, it's still considered a success because the value of what you learnt from trying was worth the cost of failing.


Decide my next step based on what I learn


Capture what you see change or happen as a result. Numbers stuff and anecdotes and stories. Share what you capture. Decide what you're willing to share and share it to benefits from other people's input, and help them feel part of it. Decide if you want to change anything as a result. Stop or take action again

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Companies' Culture Guides / Handbooks / Manuals


These can help people discover the ways of working you value the most. Have you made one? To attract people. To influence expectations and the way we work. Getting colleagues more conscious about the 'how', not just the 'why' and 'what'. There are many out there, so we've curated a few here for inspiration in case you'd like to create one for your team or company.

If you'd like some support creating one for your team, get in touch.


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Being a leader can feel hard and scary. To help us think about how we want to lead, it sometimes helps to see how others lead. Here are some examples of leaders talking about change or culture. We're continually updating the list, and let us know if you have suggestions, particularly from women (to help us get a balance).

communicating culture.png


Jeff Immelt, CEO GE
Why GE is giving up employee ratings, abandoning annual reviews and rethinking the role of HQ

Brian Chesky, CEO, Co-founder of Airbnb
Don't Fuck Up The Culture

Adam Pisoni, Former Co-founder, CTO Yammer
Cuturevist Chats With Adam

David Sacks, Former Co-founder, CEO Yammer
Fostering a Culture of Dissent

Sheryl Sandberg
How does one build a great company culture across several locations in different timezones?

Richard Branson, CEO Virgin
What employee wellbeing means to me: Richard Branson

Recruiting & Interviewing


Some ideas:

  • Make it clear that hiring is the most important thing we do.
  • Be more explicit about what you stand for and the way you work. So people can opt in or out, and expectations are set.
  • A 'Maybe' Is A 'No'. If you're not sure, then it's a no. We only want people we're sure about. It could be said that we could miss great people who's strengths are not immediately obvious.
  • Interview in an alternative environment. Is the best place to get to know someone by asking them questions in-front of a desk? How about a coffee shop? A colleague's bbq? A weekend company trip? etc.
  • Have a probation period. Because it's really hard to get to know people well in the interview process. e.g Buffer's Bootcamp.
  • Remove deadlines from job vacancies.
  • Stop hiring using CVs/Resumes

To help us discover more in interviews, we've curated a selection of our favourite questions. 

  1. What do you think would be the best question for us to ask you?
  2. If you designed the Hiring process (attracting, interviewing, onboarding), what would it look like?
  3. How do you think we should measure how valuable your contribution is?
  4. What important truth do very few people agree with you on? Source: Peter Thiel, Zero To One.
  5. When you're in flow at work (doing something you love, you're in the zone, yu lose sense of time)..., what are you doing?
  6. On a scale of 1-10, how weird are you? Source
  7. What would you do if you didn't have to work?
  8. If you could have any job in the world, what would it be?
  9. What is the most important thing you do at work?
  10. Tell me about your perfect week, not just work but your perfect week as a human being. What does it contain? How does it make you feel when you put your key in the door on Friday night? Source: Andy Woodfield
  11. What would you do if you weren't afraid?
  12. What are you an expert at?
  13. What would you like everyone to know about you?
  14. What would you like your legacy to be?
  15. If we're really happy with your performance after the first 6 months, what do you think you'd have done?
  16. What's the best piece of advice you’ve been given?
  17. Who are you inspired by?
  18. What are you most proud of?
  19. Teach me something complex I don't know 
  20. What's the biggest failure you've had at work?
  21. What advice would you give us for how our company/team can improve?
  22. What would you like to have achieved within the next 5 years?
  23. If you were to write a book, what would it be about? 
  24. Who would you really like to meet?
  25. What’s something we wouldn’t know about you by looking at you?
  26. What does success mean to you?
  27. What would you like to learn?
  28. What's your story?
  29. How do you make decisions?
  30. Who else is really great at what you do?
  31. If you were to suggest one video on YouTube I should watch, which would it be?
  32. What would the ideal pre-boarding/onboarding process be from your perspective?

A few notes:

  • To uncover things at deeper level, you may like to ask "Why?" after someone response.
  • For each question we thought about sharing the reasons why we like it, and what sort of stuff to look out for, though we thought this might bias people's thinking. The questions you ask and your interpretation should be dependent on your purpose and vision.

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Preboarding and Onboarding


The preboarding/onboarding experience can accelerate new joiners' understanding of the culture, what it's like to work somewhere. It's an opportunity to create a memorable experience for them (and one they might share), get up to speed quickly, first experiences are crucial.

This is work in progress, more to be added.


  1. During the interview process ask the new joiner their view on what would create the best preboarding/onboarding experience
  2. Create a ceremony for new joiners e.g. Twilio new joiners build an app, present their app and get 'knighted'
  3. Help people be clear on our company/team Mission/Purpose and Vision
  4. Help new joiners get a sense of the Culture, what we value most, the way people and things work, etc. This helps set expectations, where each person is viewing things from. If you'd like help creating a Company Culture Handbook to help people learn, let us know.
  5. Provide things for people to read/do/watch before day 1, maybe create a private space for new joiners to join before day 1, e.g. Yammerversity. Learn about culture, role, skills etc sooner
  6. Help people easily find out who's who (e.g org chart, social network, handbook...) and where to go for info they made need
  7. At the end of training/onboarding period, offer people money to not take the job. To help incentivise them to leave if they're not sure about staying e.g. Zappos
  8. Make Day 1 the last day of working week or a less busy day (if this is relevant), to help people have a more social/less-pressured experience than the first morning of the working week
  9. Have existing team-members input to the new-joiner experience
  10. Have a buddy for the new joiner
  11. Invite new joiners to do a talk/post sharing their photo, interests, role(s)/accountabilities, something they're inspired by, etc.
  12. Take the new joiner out to lunch, consider which connections would be valuable at this early stage
  13. Give a voucher for new joiners to go for tea/coffee with others
  14. New joiners go round the office offerings things to others to help them meet them e.g. tea trolley, beer barrow...
  15. Personal Welcome letter, possibly handwritten, by colleagues. Lost My Name make a gif for each new joiner
  16. Give Books as a gift to new joiners, and provide a reading list if they'd like to read more
  17. Send a hamper to a new joiner's postal address to help them celebrate - consider what would go into it
  18. Encourage new joiners to introduce themselves to the rest of the company, sharing professional and, as appropriate, more personal things. Powerful if done in a tool that encourages conversations
  19. Keep things simple, there will be so much to take in, try not to fill the days with too much as may not be able to take it all in. Give free time for people to choose how they spend it, e.g. to reflect or spend time with certain people
  20. Give people time to build relationships, rather than fill all their time with all the time with other tasks that mean people don't get to know each other
  21. Have training/breakfasts/lunch/socials with v senior people to have direct conversations early
  22. Add their photo to a photo wall of all people 
  23. Create a 'Class Of xxxx' peer group with others who join at a similar time as one of the communities they become part of
  24. List of acronyms/jargon - ideally reduce these over time
  25. ...



  1. Find out what different pockets of your company might already be doing (or want to do) around preboarding & onboarding to help make connections
  2. Have a dedicated training session on the way we work. e.g the way people make decisions, the way people work, etc...
  3. Clarity of who is accountable for what and who makes decisions for what, clear leadership and communication about how the people with people with power would like the culture to be
  4. Early on try and get clarity of short term expectations/goals and a sense of longer term
  5. Get people releasing/delivering something to customers/clients on their first day/week. It may be something small, but to immediately get in the mindset of delivering/shipping
  6. Get people supporting customers/clients on their first day/week. e.g. a week in customer service/support dept, contact with customers, shadowing/involved in handling a crisis
  7. Attend training sessions or even do work in a rotation of roles/departments. This could be meetings, days, or even weeks
  8. Spend time in other offices to learn local differences
  9. Ask new joiners for feedback on hiring/onboarding experience while it's still fresh, or even get the new joiners to design/create something for the next new joiners
  10. Ask / find out what the new joiner's strengths and likes are, and the things they don't enjoy so much or would like to develop
  11. Describe possible career paths/options, to help people see possible future opportunities
  12. List possible training opportunities available to them
  13. ...


  1. Gifts - branded stuff e.g. notebooks, drinks holder, stickers, doesn't all need to be branded, could be cool, ideally valuable. An idea is to have a gift linked to purpose of the company
  2. Local area guide, places to eat, local attractions, things to see, local services
  3. Make the preboarding/onboarding process paperless (apart from personal handwritten pieces)
  4. Make sure there's space for them
  5. Software accounts and devices setup and 'ready to go'
  6. Provide technology that will help people do their jobs rather than stifle their ability to do it
  7. Provide ergonomic things to help, e.g wrist supports, special chairs, standup desks, etc.
  8. Tie a balloon to new joiner's chair (or profile picture) to help people realise there's a new colleague
  9. Natural light, flowers/nature in the office, and take new joiners out the office
  10. ...

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Perks and Benefits


  • It seems like the possibilities of what could be considered as and offered as a perk or benefit are almost endless.
  • This creates an opportunity because there are so many ideas we could get inspired by and lots of opportunity to do something special.
  • What some people consider perks, others may not - and rather consider them as regular/normal.
  • Some perks/benefits may be more relevant, easier, accessible to your brand than others, e.g. if you work as part of an airline, it might be more relevant/easier to get free/discounted flights. Or geographical location, e.g ski passes.
  • Some may have the view that people are spoilt and should be grateful for what they have rather than wanting more, whereas others may have the view that if they work hard and create value, then why not be rewarded? 
  • Some have disproportionate impact. e.g. might not cost much compared to how much happiness/pleasure/value/ease it creates. e.g. fruit/sweets, flexibility of when work

A few ideas

  • Belonging
    • Each year fund/support someone (up to a limit) to do something they wouldn't be able to do otherwise e.g. a lifetime dream
    • Paid vacation for you & friends and family
    • Paid Company trips in desirable/unique locations
    • Presents on special days e.g. birthday, personal and work anniversaries, other celebrations
    • Association with the brand - reputation that comes with being an employee or part of the brand
    • We're able to influence the type of reward/bonus mix we'd like
    • Provide access to you company's rich and valuable network 
    • Access to and time with senior leaders, decision makers, role models
    • Employee ownership, profit-sharing, bonus scheme, stock options, shares
    • Joining bonus
    • Friends/family discounts on you company's/others' products/services
    • Fund clubs/associations/sports teams membership/equipment
    • Contribution (time, funding, skills etc.) to volunteering/charities 
    • Childcare / facilities
    • Weddings - example
    • Retail discounts
    • ... more to be added
  • Working
    • Work the hours we want
    • Unlimited Holiday
    • Funded training (internal and/or external courses)
    • ... more to be added
  • Environment
    • Access to other offices/co-working spaces
    • Choice of up to date technology, tools and devices
    • Ping Pong / Table Football / Arcade machines
    • Ping Pong / Table Football coaches
    • Healthcare, gym or gym pass, swimming pool, sports passes (could include a wide range of sports such as skiing) fitness classes, yoga, meditation, haircuts, massages, nail care, laundry, dentist, doctor, etc.
      • Could be free/discounted
      • Could be onsite
    • Fitness apps to track your (and your colleagues) fitness and wellbeing
    • Travel allowance
    • Free Breakfast/Lunch/Dinner, weekly shopping list for during the working week
    • Bring your pet to work
    • Creative working environment
    • Pub/bar
    • Nap rooms/sleeping pods
    • Hire out cinema screen for film showing for people/friends/families/clients etc
    • ... more to be added

What You Could Do?

  • Ask people what they'd like as perks or benefits
  • See of there are some that are particularly related to your brand, e .g. if a travel company, offer free/discounted travel etc.
  • Consider any tax, ethical, moral implications and unintended consequences 

What's a Perk Or Benefit?

There may be some debate. Whether something is a perk or the norm and part of the way things are. Or both.

How do we measure the 'effectiveness' of a perk or how successful it is?

  • Depends why we introduce each perk. Could include things such as feedback, impact on work (quality, productivity, or other measures). 

Why introduce perks/benefits?

  • To bring people together. So to help people get to know each other, build relationships, trust, friendship
  • To reduce potential causes of stress
  • To reduce potential things that could take time away from people doing valuable work when we want to
  • Because it feels like the 'right' (or a good thing) to do
  • To attract and retain people.
  • To help bring your brand to life

When Perks & Benefits might not be enough or could have a negative impact

  • Bear in mind, if just do these without doing other things related to Management style, Processes, Equipment etc... they may not have as much of an impact as they could.
  • They could in fact have a negative effect as it looks like we just offer these things as bolt-ons but don't address more structural/systemic aspects about the way the company works, such as the way performance is measured, the way people Manage, etc...

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Online Tools To Develop Company Culture



Badgeville "An award-winning enterprise gamification and analytics solution delivered as-a-service"
BetterWorks "Introducing the Business Operating System"
Bob - "The HR and Benefits platform for smart business who love their people"
Charlie "The free HR platform for small businesses"
Citrix Podio "Your workflows, structured & smarter"
CrossLead "Transforming Teamwork"
Do Something Different "We believe in bringing glorious positive change into people’s lives. At work. At home. Everywhere"
emplo "Create an engaging work environment by empowering autonomy, social collaboration and employees’ growth"
LifeWorks "Engaged employees make companies successful"
Lighthouse "Being a Manager is hard. We're here to help"
Loomio "Loomio is the easiest way to make decisions together"
Pinipa "Pinipa is a management tool that gives you oversight"
REFFIND "Recruit, Retain, Motivate and Educate Your Employees"
Trello "Trello powers team collaboration"
Wellevue "An innovative app that shapes culture and engages employees"
WeVue "A culture machine that brings organizations together through the power of crowdsourced, digital storytelling"
Workify "Mobile-first application that bridges the engagement gap, allowing you to quickly define culture, analyze data and increase employee productivity"
Workboard "Raise Your Business Velocity"


15Five "Weekly check-ins, pulse surveys, and peer recognition all in one platform"
6Q "Meaningful employee surveys in minutes"
Bonusly "Teams around the world use Bonusly to transform employee recognition"
Celpax "The Celpax measures employee mood at the exit door. Continuously."
Culture Amp "People Analytics for your company"
CultureIQ "Strengthen Your Company Culture"
Engagedly "Performance Management Software. Refreshingly Simple and Engaging"
Kanjoya "Workforce intelligence and management platform"
Impraise "Continuous Feedback between co-workers"
Officevibe "Engage your employees in less than 5 minutes per month"
Peakon "We take the guesswork out of managing a great team"
People Insight "Employee Engagement and Staff Survey Experts"
Qualtrics "Employee surveys made simple"
Questback "Smarter, faster feedback"
Reflektive "Goodbye clunky performance reviews. Hello real-time feedback"
RoundPegg "Software to make smarter ‘people’ decisions"
tapmyback "Boost your workplace motivation with a simple employee recognition software"
Teamphoria "Build, measure, and grow a thriving company culture"
ThanksBox "Make work a better place"
TINYpulse "Performance reviews that work for you. Real-time feedback, recognition, and results"
The Happiness Index "Helping businesses succeed through instant intelligence"
VoloMetrix "People Analytics: a better way to manage your business"
Waggl "A simple way to listen to people, distill insights and improve your organization"
WooBoard "Let your people recognize each other and celebrate success every day."


Atlassian "Atlassian provides the tools to help every team unleash their full potential"
Beekeeper "The communication tool your teams will love"
bluekiwi "Connect your employees, partners and customers"
IBM Connections "A leading business social network platform that helps you get work done"
Jive Software "Work better together"
Microsoft Yammer "The World Moves Fast. Move Faster With Yammer"
Salesforce Chatter "Take action at the speed of social"
Slack "A messaging app for teams"
Telegram - "A new era of messaging"
Workplace by Facebook "For companies that get things done"
Yapster - "Empower your workforce"


Brightidea "Innovate more effectively"
Kindling "Idea management and innovation software used by teams to discuss ideas, solve problems, and pursue opportunities"
OI Engine "We help organisations engage their people and networks in creative problem-solving online"
Sideways6 "Collaborative idea management for the integrated enterprise"
Soapbox "SoapBox allows managers to easily collect input, ideas and feedback from their employees..."
SpeakUp "Employee-sourced problem solving and idea generation"
Spigit "Invent new products and experiences with the people that know your business best. 
Wazoku "Powering collaborative innovation with idea management software"


Perks at Work (Next Jump) "Helps employees access all the benefits their companies offer and helps HR professionals share this information easily with their staff"
SmartHub (Reward Gateway) "A single place for all your employee benefits, rewards and HR information"


looop "Turn teachable moments into on-demand training"


Do.com "Run productive meetings"


    Good&Co "Personality insights for better relationships & workplace happiness."
    Greenhouse "Greenhouse is software to optimize your entire recruiting process"
    Lever "Engage the right talent, faster with the world’s first collaborative applicant tracking system"
    Saberr "We predict the performance of new hires based on team fit"
    Thrivemap "We tell you which candidate is the best fit"
    Weirdly "Find team members who fit your company culture"


    Headspace "Headspace is meditation made simple. Learn online, when you want, wherever you are, in just 10 minutes a day."
    Sleepio "Let's build your sleep improvement program"

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