Features Overview

We’ve got beer and pizza

Workplace perks have come a long way since 1636 when the then township of Plymouth, Massachusetts created a pension plan for injured colonists. Now, Silicon Valley leads the way in offering the world’s most extravagant incentives – $500 weekly draws, ten tonnes of snow to play in, office slip ‘n’ slides, a custom painting of yourself as a dragon slayer, on-site massages, car washes, live concerts, and everything in-between. Even small upstarts are getting on-board with treats like ping-pong tables and pizza nights. But when start-ups rely too heavily on toys and home comforts, it could be a sign they’re missing the foundation of a solid company culture, begging the question: how did perks get so out of hand?

Is the Road to Hell Paved in Pizza?

Generally, start-ups are guided by a small team of directors or founders who create a work culture based on their personalities and professional values. In the same way a brand’s business strategy acts as a roadmap helping the company to reach its vision, work culture is a guide for team members, demonstrating both personal and professional practises that support the brand’s values and image. Unfortunately, executives often put the creation of a positive, and sustainable, culture on the backburner until problems or losses force them to make a shift. This is likely because of the time and effort involved in defining and creating a company-specific culture from the outset. But regardless, most founders know that workplace culture is important, and can impact their success. Even if a start-up attracts valuable talent, a toxic (or non-existent) workplace culture will likely increase the chance of high employee turnover, decreased motivation, and less than ideal financial results.

Certainly, shortcuts pay off, in the short term. $1000 incentives to use paid vacation and week-long benders in Italy keep employees happy in the moment – but once they come up for air (or water), the reality of the situation could hit hard. As Lean Orb Founder, Anastasia Mikhalochkina told Forbes, “Taking a shortcut for better returns is easy, sticking to a worthy long-term goal takes courage and a lot of discipline. But if you do both well, you'll get to build both excellent products and culture.” In the same article, written in 2020, Forbes goes as far as to suggest that the future of a brand’s success is perhaps less about the quality of its product and services, and more about achieving a lasting culture. They advise start-up founders to invest the necessary time, focus, and resources to retain better talent, achieve improved communication, and even improve customer loyalty.

(Commissioned by EastRoom Toronto)

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