As the dreary funding winter soars, at e27, we are kickstarting a new article series Line of Hire to understand a company’s culture and hiring philosophies to empower tech workers with the right growth tools to enable business owners to attract talent.
The bureaucratic environment of working in a corporate world and the urge to take on something new and challenging drove Michelle Lam, a highly paid regional account director at a leading advertising firm, to start her own marketing communications company, The Little Black Book (TLBB).
TLBB is a home-grown uptrend motion graphics company reputed for its engaging digital campaigns and strong social media track record. It has accumulated a wealth of experience and gained extensive expertise with a wide-ranging portfolio of projects from private sector companies to government constituencies, covering brands from beauty to technology, lifestyle to public service.
In this episode, Lam shares his organisation’s culture and hiring philosophies.
Excerpts:
What personality traits/qualities do you look for in potential employees?
In the process of recruiting new employees, I prioritise identifying an individual’s unique “X” factor beyond their formal education and relevant work experience. This involves considering the current team dynamics and discerning which personality traits and skill sets are absent from the existing mix. To accomplish this, it is crucial to have a thorough understanding of the team on both a professional and personal level in order to identify the ideal candidate.
My approach to recruitment follows a straightforward guideline that revolves around two key questions: Does the candidate possess the relevant skills, and can they be envisioned as part of the team? By focusing on these questions, I can more effectively determine a candidate’s compatibility with the team and the role.
During interviews, I closely examine the questions candidates pose to gain insight into their personalities. If appropriate, I inquire about past challenges they have faced and the strategies they employed to overcome them. This information helps me draw inferences about the candidate’s character and ultimately assess their suitability for the position.
How do they fit into your company culture? Tell us a little more about your company culture.
In the corporate landscape, it is essential for organisations to cultivate a sense of purpose and fulfilment in their work. At our company, our culture is built upon four key principles, collectively known as the four Cs: carefree, commitment, caring, and curiosity. These principles guide our daily operations and interactions.
Being carefree encompasses a balanced approach to work and play, ensuring that we maintain a strong work ethic while also finding time to unwind. Caring signifies the importance of treating each team member with respect, as they contribute to our collective happiness and success at work. Commitment involves dedicating ourselves to our tasks and ensuring that we see them through to completion.
Lastly, curiosity is a value we instil in every aspect of our work, from client meetings and research to our thought processes and problem-solving strategies. By fostering an environment that encourages curiosity, we promote a culture of continuous learning and innovation.
Also Read: Our company culture is driven by communication: Terng Shing Chen of SYNC
Because of our culture, we are able to earn the trust of each other. The trust serves as the bedrock of our team dynamic, and we have experienced the transformative power of teamwork during challenging times. For example, on two separate occasions, our team successfully navigated the delivery of high-priority projects. One such instance involved the production of 17 videos within a week, which demanded unwavering dedication and a seamless operational flow. Accomplishing this feat without additional resources necessitated an all-hands-on-deck approach and a shared commitment to success.
The second situation presented a unique challenge, as it involved an ongoing event that was beyond our control. In response, our team quickly assembled team B to manage crowd control and oversee manual tasks at the event while the client’s software issue was being resolved. Despite the immense stress, our team’s professionalism and dedication shone through, demonstrating the strength of our collaborative spirit.
As a leader, I am proud of our team’s achievements and remain steadfast in my commitment to supporting their ongoing growth and development. Our hiring process seeks candidates who resonate with our core values and display a willingness to work collaboratively, even in the face of adversity.
Our company places a premium on perseverance and the determination to see projects through to completion, ensuring that we consistently deliver on our commitments to both our clients and each other.
How do you foster transparency and encourage achievement in the workplace?
I make an effort to keep my employees updated on my plans and goals. By sharing these details and explaining the reasons behind my choices, I hope to remove any obstacles that might get in their way. While this method may not convince some of my employees to open up more, it does create a smoother and trusting work environment.
I make sure everyone on our team knows what they’re responsible for and how their success is measured. I’m open and honest about my hopes and goals for everyone. When someone achieves their objectives, I like to shine a light on their success and give them the reward I had in mind. I always try to keep my promises and trust that others will do the same.
Do you have a mental health policy? What does that look like?
While we do not have a formal mental health policy, we deeply care about our colleagues’ well-being and are attentive to changes in their behaviour. If we notice anything concerning, we make a point to check in with them and offer support.
We have also published a self-development book titled “Life is Meaningless,” which focuses on finding one’s purpose in life. By publishing this book, we aim to embody the principles we discuss and ensure that our team members feel supported and understood.
We do our best to be sensitive to each other’s needs and provide space when necessary. For example, one of our staff members lost her mother shortly after joining the company. As a result, we make a conscious effort to be mindful of this during occasions like Mother’s Day, avoiding excessive discussions that might be distressing. While these gestures might seem small, they contribute to a work environment that fosters motivation, safety, and well-being for our team members.
WFH or WFO, or hybrid?
WFH. Based on recent conversations with friends employed by large corporations, I have heard that some organisations are considering discontinuing the hybrid work model. As you know, when one company adopts a particular approach, others are likely to follow suit. Personally, I find this decision disheartening. The COVID-19 pandemic provided us with an opportunity to explore the potential of working from home. Admittedly, it does require significant adjustments and dedication to make it work effectively.
It is worth noting that some supervisors and managers may prefer the ease of face-to-face management. While I understand that certain jobs cannot be performed remotely due to the nature of their industries, I firmly believe that for most knowledge workers, working from home offers a better work-life balance. It allows employees to be productive while simultaneously managing their personal time more efficiently.
How should a tech worker prepare for the funding winter?
Focusing on ideas that have the potential to generate income is imperative. Start by prioritising the generation of revenue with limited investment, then construct a sturdy product and present the foundation to prospective investors.
Also Read: Impactful technologies empower lives: Viveka Kalidasan of Let-Lab
This displays the probability of success when there is a steady flow of income (even if it is little). Nevertheless, it is important to avoid over-reliance on funding as it may give the misleading notion that financial resources can substitute for the core components of marketing and revenue generation.
How do you measure the performance of your employees?
I utilise Key Performance Indicators (KPIs) as a means of evaluating the performance of my employees. These KPIs are clear, quantifiable and have a specific timeframe for achievement. I schedule an annual performance review with each employee, during which they first self-assess and then receive feedback from their immediate supervisor. After both evaluations are completed, we then have a discussion to review the results.
Will you consider a moderately skilled person with great honesty or a highly skilled person with less honesty when hiring?
When it comes to hiring for my company, I prioritise honesty and moderate skill level over pure technical expertise. While it is typical to aim for highly skilled individuals in a corporate setting, the nature of my small business requires a different approach. In my company, a team of individuals who possess a strong sense of integrity and moderate proficiency is preferred.
Do you encourage ‘intrapreneurship’ in your organisation?
I consistently encourage my staff to explore intrapreneurship. However, from my perspective, this largely depends on personal drive rather than organisational support. We independently authored, produced, priced, and managed the promotion and marketing of our book. Consequently, each individual has the chance to engage in similar ventures. As we are also investing internally in a SaaS company, it’s crucial for the team members involved to exhibit a certain level of entrepreneurial spirit in one way or another.
How do you support upskilling for your employees?
In the past, we enrolled our team members in coding courses (some of them created a meal cost-sharing app) and provided subscriptions to various e-learning platforms such as Lynda. However, I noticed that not many were particularly interested.
Consequently, I now make an effort to empower team members by directly inquiring about their preferences, and if desired, I am more than willing to provide the necessary resources or support. This approach seems more logical to me, although I acknowledge that we have not yet achieved a breakthrough in this area.
I recognise that the daily workload for my team can be significant, leaving little time for upskilling. Additionally, not everyone is inclined to engage in formal upskilling. To address these challenges, I now focus on incorporating a diverse range of projects with varying scales and requirements, ensuring that my clients and my expectations are met.
By doing so, team members can learn and upskill naturally while on the job. I have observed improvements in their output using this approach, and thus, I believe these two methods will coexist for the foreseeable future.
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