The importance of implementing a strong workplace culture

Seminar Final Paper

GR-501 Organizational Behaviour
International College of the Cayman Islands
Melody Martin
15/12/16

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Melody Martin 2

Abstract

The purpose of this paper was to provide knowledge and supporting arguments that confirm
the importance and advantages of creating and implementing a strong organizational culture
to increase employee productivity. The paper will seek to address the benefits, challenges,
and process of how to efficiently created and execute a consistent workplace culture that best
suits the organization. The paper explores international organizations such as Google, Chain,
SB Architects and local companies such as Baraud, who have successfully implemented their
workplace cultures to shape their organizational behaviours. The information derived from
this paper can be utilized by business professionals when conducting proposals related to
creating or improving their organization's culture.

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Introduction

During the Fall 2016 Quarter, the graduate students along with an undergraduate class
from the International College of the Cayman Islands (ICCI) travelled to San Francisco for a
class seminar on the topic of Organizational Behaviour "OB". Initially, I was unsure of how a
Tech Hub city would fit into OB, however, to my surprise, the city and the site visits
adequately supported my OB topic on Organizational Culture.
The business world as we once knew it has completely evolved. Due to the many
advances in innovation, companies have had to make alterations to the way they conduct
business to gain competitive advantage and become or remain successful. Change is the new
norm, and when top companies such as Google are analysed, it is determined that
change/innovation are a part of their core values. Google believes that being Great just isn't
good enough through innovation they continue to ensure their products and services meet
the demands of the customer in ways they would never expect (Google Company, 2016).
Not only is it critical to meet the needs of external clients but the need to meet a
companys internal customers (staff) has also become increasingly important. Reason being is
that Millennial and Gen Z employees are dominating the current workforce and they do not
seek the traditional workplace environments. The current workforce is demanding new
working environments that are far from the once widely accepted traditional settings.
However, due to technology and globalization, Millennial and Gen Z employees are the top
talents that come with many new perspectives that are needed by companies to keep their
business ahead of the game (Strauss, 2016).
Throughout the development of the business market, we continue to see a shift in the
workplace cultures in almost every industry; in particular for companies who need to recruit

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top talent. Therefore, companies have restructured their benefits package schemes, on site
facilities and amenities, technology; working hours and social responsibility; all in hopes of
increasing productivity amongst their employees (Strauss, 2016).
According to Entrepreneur India, it is important to build a good work culture for the
following reasons (Bhurdurai, 2016):
Increase loyalties at your workplace;
A key to retention;
Prompt employees to watch each others back;
Attract talent; and
Increase productivity.
Companies such as Google, Chain and SB Architects in San Francisco have paved the
way for the new form of creativity driven workplace cultures. However, there are even some
local companies who have followed suit. Baraud, a local leading recruitment agency recently
launched their new office location, and it includes many new features that are not common to
companies n Cayman (N. Beri, personal communication, November 24, 2016).
Unfortunately, many businesses fall short because there are still many baby boomers
in Management positions who do not fully embrace change the same as Millennial and Gen Z
employees. Therefore, with all of the mentioned aspects of a strong workplace culture, should
more companies in Cayman begin to implement new work culture strategies?
Purpose of the paper
The objective of the topic was to determine if the transition from traditional
workplace cultures has a positive impact on businesses. Culture is the character and
personality of your organization. It's what makes your organization unique and is the sum of

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its values, traditions, beliefs, interactions, behaviours, and attitudes (ERC, 2013). This paper
provides information for both management and employees on ways to improve workplace
environments by creating an organizational culture that will increase productivity.
Definition of terms
The below-listed definitions provide clarity on the meaning of the terms mentioned
throughout the context of the paper:
Workplace culture: Culture is a powerful element that shapes your work enjoyment, your
work relationships, and your work processes. But, culture is something that you cannot acsee,
except through its physical manifestations in your workplace (Heathfield, 2016).
Millennial employees: Millennial employees are considered the new form of employees that
have come after the baby boomer generation; they are born between the years 1980-2000.
Millennials are challenge driven employees who crave innovation, change, diversity and
teamwork (Heathfield, 2016).
Innovation: Innovation in the context of the paper is the process of gathering new ideas and
willing to take the risk of implementing them to bring value to the matter at hand (Yale,
2016).
Productivity: Productivity in the context of this paper is the proven efficiency of employees
to provide services that are desired by the employer (Dodgson, M., & Gann, D, 2016).
Methodology
The primary purpose of this research study was to determine the need for companies
in Cayman to implement new workplace cultures to meet employee demands by completing
the following objectives:

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What are the advantages and disadvantages of unique workplace cultures?

Does a unique workplace culture ensure an increase in employee productivity?
Are companies in Cayman without a unique workplace culture at a disadvantage?
If more companies in Cayman implement unique workplace environments, what should the
process be?

The researcher used the following methods to conduct the research:

1. Interview: The two interviews were conducted locally and internationally. The local interview
was with Nikeeta Beri, Recruitment Agent at Baraud and the international interview was with
Jill Carlson, Partner Lead at Chain in San Francisco.
2. Data and information obtained from the International College of the Cayman Islands online
Library: Library of Institution Resources Network (LIRN).
3. Information obtained from the presenters during site visits in San Francisco.

Literature Review

For a business to be successful; its employees must work to their full potential to
obtain productivity. Recent studies show that if employers want a highly productive
workplace, they must make it one that is not only enjoyable but one that offers value to the
employees (Butler, 2011). When employees are aware and attached to the bigger picture of
the company, they focus more on their tasks and help to meet the companys objectives.
Committment occurs when value is placed on the position and on the way employees
perceive the role they play within the company (Butler, 2011).
Culture matters very much for any business to gain competitive advantage and not
settle for mediocrity (Chordas, 2016). Therefore, it is important to create a culture that best

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suits the organization. Management must efficiently create a productive environment by

aligning the company culture with the core values (Chordas, 2016). Culture is not something
that just appears or can be created rapidly; it is something that is regularly evaluated and
evolved over time (Chordas, 2016). Unfortunately, companies often feel as if they can just
announce or implement a new culture that was recommended by an outside party. Instead, it
should be a collaborative effort made by shareholders and stakeholders, this way it can be
created around its behaviours and is less likely to fail (Chordas, 2016). The Aflac Company is
an advocate for culture tune that is defined within, starting from the top but also including all
levels of the organization in the process (Chordas, 2016). According to Deloitte, 80% of
companies rank culture as a top priority in their business objectives; unfortunately only 10%
of organizations succeed in building a thriving culture (Chordas, 2016). The misconception is
often that the more amenities businesses include, the better it is to work there. However, its
not only about the physical elements but instead about how those features unite staff, build
relationships and make employees feel when they come to work (Chordas, 2016). A key
aspect to successfully implement a culture is engagement; engaged employees are productive
employees (Chordas, 2016). Engaged employees are 12% more productive than the average
unhappy employee (Chordas, 2016). Unhappy employees not only dampen the workplace
environment, but they can also cost the company a lot of money (Chordas, 2016).
In 2016, the Acuity Company was awarded the second best place to work by Fortune
magazine; this was a result of their unique daily activities that include fitness classes, ping
pong games, selfie days, popcorn machines, a mechanical bull and a ferries wheel (Fortune,
2016). These amenities all derive from one of their three core values; the value of having fun
(Acuity, 2016). Choosing benefits and perks that will increase productivity have to be well
thought out and executed, rather than just putting any and every idea into place (Chordas,
2016). To meet the growing demands of the employee and clientele, management must align

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all business practices with the company's core values; pay and benefit programs, hiring
practices, internal communication methods, training, recognition programs and diversity
efforts (Chordas, 2016).
Acuity was very successful in aligning their objectives with their culture. Their
successful alignment is shown through their statistics; the company saw their employee
engagement increase significantly and their turnover rate decrease to less than 2%, according
to CEO Ben Salzmann (Acuity, 2016). Another commendable effort that the company makes
is that they are constantly evolving their culture; they realize that something that may be
considered a perk this year may not be as recommended in 3-4 years (Chordas, 2016). As
with most things change is inevitable, cultures are not exempt and should always be analysed
and evaluated to ensure that it is still meeting the needs it was intended to meet (Chordas,
2016).
When discussing organizational culture, work life balance is a reoccurring topic.
However, content experts are now going beyond just the balance to create a work life that is
parallel to your personal life (Chordas, 2016). Cali Ressler and Jody Thompson introduce a
new theory in their article Why Work Sucks and How to Fix It: The Results-Only
Revolution. The article elaborates on the new concept of ROWE (Results Only Work
Environment), it allows employees to have the autonomy to do what they want whenever
they want, under the condition that their work is completed (Butler, 2011). The researchers
believe that employees should not feel stressed or forced to do the work within their roles
because this can cause them to become resentful or overwhelmed; that type of environment is
not fruitful for Millennial or Gen Z employees (Butler, 2011).
There is still hesitation with the concept of ROWE, considering Managers would have
to extend foremost trust to their employees to get the job done (Butler, 2011). Essentially,

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there is a perception that if one can mandate working hours and physically see an employee
that means they are getting the work done; however, that is not necessarily accurate according
to Ressler and Thompson (Butler, 2011). The ROWE concept is beneficial as it specifies to
employees exactly what they are expected to accomplish and for Managers to be able to
measure it (Butler, 2011). Applying this concept allows employees to get their jobs done
without putting all their energy and focus on time or being micromanaged; they don't have to
put emphasis on work-life balance they simply live (Butler, 2011). Employees are more
committed to a work environment that exemplifies trust and engagement. With a strong
workplace culture, employees have the autonomy to use their time more freely (Feffer, 2015).
Having trust that goes both ways is a win-win situation for both parties, employees will have
trust that their management will make the best decisions for the organization and
management will trust that employees will treat their customers in the right manner to ensure
customer satisfaction (Feffer, 2015). The most apparent benefit of the ROWE concept is that
it does not target one particular group; it fits well with all four generations in the workplace
(Butler, 2011). It is important for a business to practice a theory that attracts and caters to the
four generations because you want all employees within the workplace to be productive.
ROWE allows for Millennial and Traditionalists to coincide to create a productive working
environment (Butler, 2011).
In 2008, Baddie, Contardo, and Childs wrote a study on the future workforce;
their predictions have proven to be right, the group predicted that by 2013, there would be at
least 70 million new style employees in the workforce (Baddie, Contardo & Childs, 2008).
The two studies by Chordas and Butler exhibit that the traditional workforce that was once
accepted by the baby boomers is no longer acceptable to the current workforce. With 50
million Millennials dominating the workforce, corporate environments have to meet their
very demanding needs to have an attractive workplace that offers career development, work-

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life balance, workplace perks, teamwork over tenure, open line communication, etc.
(Chordas, 2016). Top talent no longer demands power, salary, organizational loyalty, job
security, stability; or are resistant to technology or innovation (Boddie, Contardo & Childs,
2008). Millennial employees expect their employment to be closely correlated to the way of
life in their era; they grew up with technologies such as iPods, smartphones, laptops, blogs,
digital games, virtual world, social media, etc. (Boddie, Contardo& Childs, 2008).
Millennials vastly differ from baby boomers who are considered "digital immigrants" because
their knowledge of technology only extends to that of fax machines and emails (Boddie,
Contardo & Childs, 2008). Millennials are exposed and cultured to technologies that make
their way of life much more convenient; therefore they expect an organization's culture to
mirror that lifestyle by making their work and personal life less frustrating and more
compatible (Boddie, Contardo & Childs, 2008).
When comparing all the previously mentioned studies and theories, they all
have one thing in common, they all desire for employees to be great by providing a
productive work environment. Happy employees become great employees when they are
given a high work life culture that incorporates, work life balance, benefits, perks, innovation,
trust, communication and teamwork (Feffer, 2015). When evaluating a great work culture,
the perks and benefits account for a significant amount of satisfaction, however, trust and
engagement surpass the perks (Feffer, 2015). Having trust and engagement allows both
management and employees to share a common goal to succeed. Developing trust must be a
dual effort made by both parties even if it means being committed to long-term goals that
may conflict with short-term priorities. The theory of ROWE illustrates this desired trust with
an organization and once communicated and implemented appropriately, can reap many
benefits for all parties involved (Butler, 2011). Ultimately, a strong workplace culture

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provides tangible results that are appealing to companies by attracting and retaining top talent
and fruitful to the employees by increasing their development (Feffer, 2015).

Organizational Behaviour Topic Exploration

OB is a field of study that investigates the impact that individuals, groups, and
structure have on an organization's performance (Robbins & Judge, 2014). As the researcher,
I decided to focus my OB study on culture because organizational culture is considered a vital
part of any successful business. Throughout the course of my degree, the topic of
organizational culture is frequently mentioned and I find it fascinating. Therefore, in this
paper, I would like to stress the importance of organizational culture and to educate others on
how it can have a positive effect on an organization's behaviour.
Having an organizational culture creates the desired environment that welcomes
productivity and satisfaction amongst employees. A strong work culture is one that is peculiar
to the core values of the company and will allow employees to reach their full potential by
increasing their productivity and creativity (Chordas, 2016). Management ultimately wants
employees to perform to the top of their ability to make the business profit; that is the
behaviour they set out to achieve when they create an internal culture (Chordas, 2016).This
topic is becoming increasingly important because the perception that salary, stability,
seniority, etc. are essential parts of an employee's demands is no longer the case. For
management to continue recruiting top talent to maintain their business, they are going to
have to focus on other factors that are now being demanded by the current workforce (Feffer,
2015).

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I learned throughout my research that culture is not something that is designed

overnight or can be successfully copied from one company to the other; instead, it must be
properly aligned with a company's core values (Chordas, 2016). Ideally, all companies would
like to implement a culture that is similar to big companies like Google; however, that same
culture may not apply to that of a law firm or a bank (N. Beri, personal communication,
November 29, 2016). When designing and implementing a workplace culture, the focus
should not be on what others suggest or are currently doing, but on what is best for the
organization at hand (Chordas, 2016). Furthermore, all members of the team should be
involved in the planning and implementation process to ensure all aspects are in line with the
company's objectives (Butler, 2011).
Implementing fun, creative and unique workplace cultures would be simple if the
workforce only consisted of Millennial or Gen Z employees, however, having baby boomers
who are resistant to change can make the process complicated. In my research findings, I was
very intrigued with the concept of ROWE; it is a happy balance for both generations as it
does not specify a culture. Instead, it gives employees the freedom to create a culture that is
comfortable to them (Butler, 2011). Moreover, if an employee wants to work remotely they
can, if they prefer to come into office in a suit and tie, they can choose to do so (Butler,
2011).

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San Francisco Experience

For the graduate students of ICCI, I knew that visiting San Francisco; we would have
the opportunity to visit sites that were rich in organizational cultures such as Google, Chain
and SB Architects. Visiting such sites was fruitful for us to witness first-hand the concept of
organizational behaviour. In addition to the knowledge gained on OB, I was able to obtain a
greater sense of appreciation towards the importance of embracing innovation and change to
assist with my personal career development. As a human resource professional, I can attest to
the claim that workplace culture fosters productivity and that happy employees are great
employees. As stated by Mark Feffer, it takes a consistent effort from management to create
and maintain a workplace that makes employees feel satisfied (Feffer, 2015). One may ask
how do innovation and change relate to organizational behaviour and culture; however, it is
an essential factor in the two theories. When visiting companies such as Google, Chain and
SB who all have innovation and change as part of their main focuses, they were all able to
express workplace cultures and practices that were unique to their organizations. During the
visits to the three locations, presentations were given by Joe DeMike from Google, Scott Lee
from SB Architects and Jill Carlson from Chain. Although Jill did not discuss Chain's culture
in her presentation, I had the opportunity to interview her to learn more.
When explaining or describing the cultures of their organization, each presenter
exhibited great enthusiasm and pride. I feel that employees in Cayman, especially in the
public sector, lack that sense of dignity and pride because they do not actually enjoy their
jobs. There is a stigma in Cayman that Government employees are unskilled, unprofessional
and unhappy. If more local institutions created a better working environment we could then
stray from that norm. Google's initial attempt to create a good working environment was to
remove a lot of employees' day-to-day frustrations by providing services on the work site (J.

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DeMike, personal communication, November 10, 2016). Some of Google's onsite amenities
are: free cafe and lunch spots, laundry mat, doctor's office, massage spa, and salon to name a
few. Although on a smaller scale, Chain also implemented a few of the same perks and also
workout rooms and bikes to not lose parking spots (S. Lee, personal communication,
November 10, 2016). In addition to the necessary services, the Google campus also included,
sporting courts and fields, arcades, self-driving cars, etc. The mentioned amenities and perks
differ far from that of a traditional workplace environment; however, those are the selling
points to attract top talent in the current workforce. When considering candidates, companies
are no longer looking for skills alone; they are aiming to recruit people who fit the
organizational culture and who understand and appreciate the company's mission and values
(Feffer, 2015). Google, SB and Chain are all tech-based companies who require employees
with intellectual skills and those top employees are looking for companies who meet their
demands. As I listened to the presentations and observed the working environments of the
organizations, I reflected on my current employer and other business I am familiar with in
Grand Cayman and I have to admit, we are limiting ourselves when it comes to recruiting and
retaining top talent because we have not strongly introduced the concept of organizational
culture into our local markets.
Concerning the topic of Corporate Social Responsibility (CSR), another important
aspect of OB and culture, the companies we visited all proclaimed to be socially responsible.
Although the city is considered a Tech Hub, they are still able to use their successful
innovation for the betterment of the community. Mr. Randolph from the Bay Area Council,
advised us of the programs the council and its corporate members participate in that are
targeted towards the local communities. A program that stood out to me the most was their
involvement in the "Boys and Men of Color" program which prepares young African
American males for the workplace (S. Randolph, personal communication, November

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9,2016). Also, Google and RocketSpace, major tech companies also understand the
importance of including CSR in their organizational culture. Google focuses a lot of their
major products on the positive impact in can have on their users. The company focuses their
innovation on community and global issues such as traffic congestion, Calico (California Life
Company), etc. (J.DeMike, personal communication, November 10, 2016). Also,
RocketSpace is now partnering with tech based non-profit organizations such as "Girls in
Tech" which prepares and develops young girls for the tech industries (M. Weiss, personal
communication, November 9, 2016). Unfortunately, a lot of the development programs in
Cayman are not successful or fall short and I firmly believe it is because companies in
Cayman do not fully appreciate the importance of CSR. Too often the responsibility falls on
the Government to handle social issues; however, there are many ways that local
organizations can get involved and make the programs a success.
Often the Cayman Islands are considered to be "The islands that time forgot" and
while visiting the Tech Hub of San Fran, I got a sense of understanding for the phrase.
Cayman has the potential to compete on a global scale; however, if we as a country hope to
achieve that success, we have a lot of improvements to make when comparing ourselves to
places such as San Francisco. Gradually companies in Cayman are introducing unique
organizational cultures. In my recent interview with Nikeeta Beri from Baraud International
Recruitment Agency, she gave me an overview of their new and improved office space. The
new office is one of its kind in Cayman; it includes pool tables, treadmill desks, showers,
relax rooms, etc. (N. Beri, personal communication, November 29, 2016). As Chordas stated,
culture must be aligned with the core values; based on the information Mrs Beri provided,
Baraud did a fantastic job of incorporating their values to their office space, benefits and
perks to create an environment that she describes as happy and motivating (N. Beri, personal
communication, November 29, 2016). Their values are to be Bold, Balanced, and Real; those

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values are exhibited throughout their new office by; being bold to be the first of its kind in
Cayman, having bold bright colors, aloowing employees to have fun and be comfortable at
work and giving employees real opportunities to be their true selves at work (N. Beri,
personal communication, November 29, 2016). Other than a unique office space, Baraud also
implemented other perks that satisfy their employee's demands; such as birthday leave,
flexibility in the work schedule to go to the gym or attend personal appointments, casual
clothing, paternity leave, volunteering hours and lots of parties internally and externally (N.
Beri, personal communication, November 29, 2016). Despite the small size of the Cayman
Islands, there is still no reason why we cannot compete in the big league if we are willing to
take the risks as Baraud did. Local companies can introduce cultures and innovations that are
being utilized throughout the global market. Baraud is evidence that unique organizational
cultures can be adequately implemented in Cayman, Mrs. Beri stated that their working
environment has improved 100% and now they have a workplace where people enjoy coming
to work more than being homes, working with colleagues and are more likely to work
towards successfully meeting common goals and objectives (N. Beri, personal
communication, November 29, 2016).

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Application of the Learning

Upon returning from the trip, I know that I can confidently apply many of the
concepts and knowledge gained from the seminar and research to my professional
development. Firstly, as an HR professional, it is my responsibility to uphold, communicate
and recruit in line with my organization's culture; however, my organization is in the process
of defining our culture. My main goal that I set out to achieve was to gather as much
information regarding strong workplace cultures to present to my employer, so that we (HR)
can incorporate more culture-related initiatives. Since visiting some of the establishments in
San Francisco, I was able to observe certain perks and benefits that companies are
implementing to see if any would be aligned with our core values. By conducting my
research on organizational cultures and visiting companies with strong organizational
cultures, I am now able to use supporting information on any current and future proposals I
give to my Managing Committee. I was impressed with the pride each presenter displayed
throughout their presentations, and I would like to have my organization's employees feel the
same why by implementing a culture that encourages similar responses.
Personally, I leave the seminar and end the course more accepting of change and
innovation. Too often people consider change to be intimidating but Professor Al-Abdullah's
presentation on Technology during our visit to the University of San Francisco has led me to
believe otherwise. Instead, I am now assured that I can use technology advancements to my
benefit especially within my role as an HR Professional. As Professor Al-Abdullah
adequately stated, technology will not replace jobs, but instead, it will re-evaluate them (AlAbdullah, personal communication, November 11, 2016). Associating technology with my

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professional development will increase my competitive advantage in the Human Resources

industry.
In addition to my professional development, the seminar also contributed to my
personal development. Although the community service aspect of the seminar was separate
from my topic, I was still able to apply the experience to our local Cayman community. After
reading about the ICCI students' experiences in San Francisco, Mr. Woody Foster, Managing
Director of Foster's Food Fair-IGA approached me to give a presentation on Project Open
Hand "POH". Mr. Foster advised me that he recently formed a board to build a community
program similar to POH and would like for me to share with the board committee, my key
observations during the volunteering experience. I gave my presentation to the board on the
29th of November 2016. I specified the main aspects of POH such as:

The history;
Their client approval systems;
The dietary and nutritional meal plans;
Their funding structure; and
Their services (Shopping, meal deliveries and hot plates).

During the seminar, there was no limit to the experience and knowledge we could take away
from each site visit and presentation.

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Limitations

The San Francisco seminar was my first with ICCI and I feel the organization and
content were directly related to the course. Fortunately, I can say that there were no extreme
limitations on the trip only a few opportunities for improvement on my part. For the most part
I was able to accomplish everything that was set in place, the President effectively gave
information, the seminar student veterans were very helpful, and the residents of the city was
very friendly and welcoming.
The only limitation I came across was in Cayman when I was trying to secure a local
interview related to my topic. Reason being is that the number of companies in Cayman with
a strong organizational culture is almost non-existent. However, given the close working
relationship with my firm and the Baraud Agency, my Manager was able to provide me with
the connection. My interview with Mrs. Beri was very successful and she was able to provide
me with a wide range of supporting information for my topic.

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Conclusion
To conclude the paper, I feel that the research conducted revealed that the advantages
of a strong, unique workplace culture far outweigh the disadvantages. I would go further to
say that there are no disadvantages; instead there may only be challenges. However, every
company should make the effort to implement a culture that is unique to their organization.
Culture provides benefits for both the company and the employee (Feffer, 2015). As
the business market expands, companies are now competing on a global scale; therefore, they
need top talent working in their business to maintain success (Chordas, 2016). Companies
such as Google are very successful in attracting, recruiting and retaining top talent as a result
of their strong organizational culture (J. DeMike, personal communication, November 10,
2016). Another advantage for companies having a strong culture is that when employees are
in an environment, they are comfortable in, encourages creativity and alleviates a lot of their
day to day frustrations, they are proven to be more productive; productive employees increase
profits (Feffer, 2015). According to Business Insider, the average employee works 1,700
hours per year; therefore, it is essential to create an environment that they value, enjoy and
are productive in (Weisenthal, 2013). The challenges with implementing a workplace culture
are aligning it with the organization's goals and objectives (Chordas, 2016). Also, every
employee on every level must be aware, and on board with the culture, this can be
challenging for baby boomers who are still employed in the current workforce (Boddie,
Contardo& Childs, 2008). If an environment does not encourage all employees to work
towards a common goal, the company loses its synergy and is no longer productive (Butler,
2011). To overcome the mentioned challenges, I would recommend implementing a culture
similar to the theory of ROWE; this practice is neutral and useful for any generation or
individuals preferences.

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Based on the findings from the literature review and the site visits in San Francisco, I
can confidently state that a strong workplace culture does increase productivity; happy
employees are productive employees (Feffer, 2015). During our visits to Google, Chain and
SB Architects, the employee satisfaction was very evident, and it was displayed on their faces
and body language but also in the way anyone we encountered talked highly about their
places of employment. However, one key factor to note is that happiness does not only come
from facilities, although they play a significant role, but they are also not the sole factor
(Chordas, 2016). Employees are happy with work when they are with a company that trusts
them, develops them and respects things that they value (Feffer, 2015). During our Google
presentation, Mr. DeMike advised us that the company allots 10% of an employees time
towards a project or initiative that they are passionate about (J.DeMike, personal
communication, November, 2016). Such efforts build a desired mutual relationship between
employer and employee when both are committed to each other's long terms goals (Butler,
2011).
Currently, a workplace culture is not a primary focus in local Cayman companies.
However, as Cayman continues to expand throughout the global arena, companies will need
to put more focus on culture. Being that the majority of skilled talent required in Cayman has
to be recruited from overseas, companies will have to market themselves to outbid the
competition to hire those skilled employees. Despite the lack of urgency in Cayman for
workplace culture, some local businesses such as Baraud are stepping out ahead of the rest,
and I feel their leadership will influence surrounding companies.
If more companies in Cayman begin to design and implement workplace cultures, it
will be challenging because it is a foreign concept. However, based on the research findings I
recommend that Management creates their culture from within. Creating the culture within
would mean that all levels of employees should be involved; not only would this increase

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Melody Martin 22

commitment and loyalty but it also closely aligns behaviours with objectives (Chordas,
2016). It would not be wise to have someone from the outside take full control of the culture
implementation or to copy one from another organization; the culture must be fully aligned
with the company at hand's core values (Chordas, 2016). Therefore, Management should
marry their values with their objectives and create environments that work well with their
line of work.
I firmly believe that along with the rest of the world, Cayman companies will begin to
put more emphasis on organizational cultures. With all of the information gathered, strong
cultures are a win-win practice for employees and employers; it provides many benefits for
both. With the evolution of cultures in Cayman, I feel that it will increase our appearance in
other industries other than the financial sector; companies could then enter industries such as
service, technology, etc. I feel the best way to approach culture in local businesses would be
to incorporate systems similar to ROWE that appeal to all generations of the Cayman
workforce.
The seminar has without a doubt; broaden my horizons in the areas of technology,
organizational culture, diversity and social responsibility which are all key areas of
organizational behaviour. In this conclusion, I extend my gratitude to Dr. Marshall and ICCI
for allowing me to partake in this rewarding experience.

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Melody Martin 23

References

A. (n.d.). ERC. Retrieved December 06, 2016, from:

https://www.yourerc.com/blog/post/Workplace-Culture-What-it-Is-Why-it-Matters-How-toDefine-It.aspx
Anonymous. (2014, January 10). What is innovation? Retrieved December 14, 2016, from
http://its.yale.edu/about/innovation-its/what-innovation
Burg, Aurora,C.I.C., C.P.C.U., & Moundas, J., C.P.C.U. (2015). AGENCY CULTURE:
MAKING YOUR FIRM A GOOD PLACE TO WORK. Rough Notes, 158(9), 164-166.
Retrieved from http://search.proquest.com/docview/1730577783?accountid=158672
Butler, K. M. (2011). All work, no play - no more. Employee Benefit News, 25(5), 46. Retrieved
from http://search.proquest.com/docview/862360212?accountid=158672
Carnevale, A. P., & Stone, S. C. (1994). Diversity: Beyond the golden rule. Training &
Development, 48(10), 22. Retrieved from http://search.proquest.com/docview/227010177?
accountid=158672
Chordas, L. (2016). Culture matters. Best's Review, (1), 58-62. Retrieved from
http://search.proquest.com/docview/1788992392?accountid=158672
Feffer, M. (2015). What makes a great employer? HRMagazine, 60(5), 36-38,40,42,44.
Retrieved from http://search.proquest.com/docview/1684996576?accountid=158672
Heathfield, S. M. (2016, September 23). 11 tips to help you manage Millennials. Retrieved
December 14, 2016, from The Balance, https://www.thebalance.com/tips-for-managingmillennials-1918678

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Heathfield, S. M. (2016, November 13). What makes up your company culture? Retrieved
December 6, 2016, from The Balance, https://www.thebalance.com/what-makes-up-yourcompany-culture-1918816
Dodgson, M., & Gann, D. (2016). What is productivity, and how do you measure it? Retrieved
December 14, 2016, from https://www.weforum.org/agenda/2016/07/what-is-productivityand-how-do-you-measure-it/
Noyan, B. (2016, March 3). ACUITY. Retrieved December 6, 2016, from
http://fortune.com/best-companies/acuity-insurance-2/
Rodriguez, R. (2006). DIVERSITY FINDS ITS PLACE. HRMagazine, 51(8), 56-61. Retrieved
from http://search.proquest.com/docview/205006063?accountid=158672
Strauss, K. (2016, September 13). How your Millennial and gen Z employees are changing your
workplace. Forbes. Retrieved from
http://www.forbes.com/sites/karstenstrauss/2016/09/13/how-your-millennial-and-gen-zemployees-are-changing-your-workplace/2/#4de466221d69
Ten things we know to be true company Google. Retrieved December 6, 2016, from
https://www.google.com/intl/en/about/company/philosophy/
Weisenthal, J. (2013, August 17). Check out how much the average American works each year
compared to the french, the Germans, and the Koreans. Retrieved from Business Insider,
http://www.businessinsider.com/average-annual-hours-worked-for-americans-vs-the-rest-ofthe-world-2013-8
https://www.acuity.com/public/media/infocus/2015/10/acuity_infocus_2015_10.pdf
https://www.weforum.org/agenda/2016/07/what-is-productivity-and-how-do-you-measure-it/

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Appendix
Interview 1- Jill Carlson, Chain, San Francisco, California
Your office space is evidently very different from traditional work spaces, what was the
inspiration behind the theme?
1.

The background of the office space is that it used to be an apartment: our elevated
conference rooms were formerly bedrooms. This also explains the presence of a
kitchen and dining area as well as the outdoor space. Our founders wanted a space
that would be functional and enjoyable, professional but expressive--and this fit the
bill.
2. How do you feel having such a unique work space affects the staff members?
The workspace is designed to enable collaboration and movement, but also focus. The
desks area is generally quiet to allow everyone to remain in the zone on whatever they
are doing (coding, designing solutions, interfacing with customers), but no one
spends all day at their desk--often working together in groups at the open table area
or in conference rooms.
3. Other than office space, does Chain offer any other unique benefits? If so, how do you feel
they align with the companys objectives?
Chain does a great job of planning off sites and fun, quirky events that really capture
the culture of the company. Ranging from hikes to movie nights. We also have lunch
brought in everyday and we all eat together. This encourages the sense of community
and good communications across all employees and all teams.
4. What are some of the major aspects of your organizational culture (diversity, innovation,
etc.)?
The Chain mission statement is as follows: Be patient. Be kind. Have grit. Ask why.
Do the right thing. We want to improve the culture of financial services and we will
turn down opportunities and revenue if it requires compromising what we believe.
In trying to embody these goals, we believe that we can do our best work and pave the
way to a better financial future.
5. Does Chain practice Corporate Social Responsibility? If so, please elaborate on how.
Chain prides itself on engaging in socially responsible projects and (as stated above)
turns down revenue if it requires compromising our values. Additionally, Chain
engages in dedicated service days as well as matching donations to charities.

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Melody Martin 26

Interview 2- Nikeeta Beri, Baraud, Grand Cayman, Cayman Islands

1. Your new office space is evidently very different from traditional work spaces, what was the
inspiration behind the new theme?
We wanted to build a place that reflected our corporate values:
Bold the colour, layout and how it is put together hasnt been done before in
Cayman
Balance as employees spend most of the day at work, the idea was to give everyone
the opportunity to relax, play pool, use the treadmill desks, shower, relax etc, enjoy
free food/drink
Real The space is real in a number of ways, the focus was on creating a real work
environment that people felt relaxed, they could be themselves and express
themselves.
2. How do you feel having such a unique work space affects the staff members?
It makes everyone happy and motivated. Life is hard enough so to walk into a clean,
fresh, modern office every day is amazing.
Regular breaks and hot desking make staff more productive over the course of a long
week.
3. Were there any challenges for employees to adapt to the new workplace? If so, how were
they resolved?
There were definitely challenges as any new building would have. The main one was
technical issues. Every employee was given a Microsoft Surface and we all had a lot
of technical problems with that. The IT support was working overtime! We also had
problems with the new soft phones as the headphones were Bluetooth and not
compatible with the providers on island. The provider was eventually able to rectify
the issue.
4. Do you feel other companies in Cayman should implement more unique workplaces and
why?
Yes, unique workplaces are fantastic, but I appreciate that it does depend on the work
being done. Baraud provides recruitment and immigration services so it is
encouraged in such environments that colleagues communicate frequently and out
loud. Recruitment is essentially a sales job so this type of free environment is suited to
the work we do. We are always on the phone, meeting people, Skyping people so talk
is the norm for such job. This type of environment would not suit certain industries,
for example a law firm.
I feel that all industries could look into better chairs for improved posture, moveable
desks so that employees can choose to stand up or sit down, headphones and
treadmills are fantastic as encourages walking, computers that you can take
home/travel with/take to meetings. Possibly even consider a games/TV room or
canteen where employees can sit together or take a break and play a game together.
Playing a game of pool or watching TV for ten minutes is better than sitting on
Facebook/Showbiz news etc on the internet.

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Melody Martin 27

4. Other than office space, does Baraud offer any other unique benefits?
Yes, we have many benefits at Baraud which is definitely a major perk as an employee.
We get an extra day annual leave for our birthday, plus an in house party and gift
voucher; we can work from home; we can go to the gym/attend personal
appointments/attend to children freely in the day as long as we do our work/make up the
hours and let our colleagues and clients know; flexible clothing policy including dress
down Friday; we have lots of food and drink in the kitchen at all times; days off for
volunteer work or to attend courses are encouraged; we get a bonus if we meet our target
as a team; every Friday we close the office at 4pm; sometimes we have Friday drinks in
the office and play pool; grievance pay/time off (for immediate family); maternity and
paternal leave.
5. Do you think that motivated employees are more productive?
100%. The working environment is a major factor is productivity; people enjoy coming to
work in an amazing office and having the flexibility to deal with life issues if needed
during the work day. Also, if people enjoy working with their colleagues they are likely to
be more motivated and successful both individually and as a team.
6. As a Recruitment Professional, what is your philosophy on work place culture? Is this a
demand for your clients?
Recruitment is basically a sales job so emphasis is on communication. To be a good
recruiter you must share ideas, communicate well and frequently with clients, candidates
and colleagues. The work place needs to be buzzy and full of energy to obtain the best
results. The culture of the agency must reflect this to get the best from a recruiter.
7. What are some of the major aspects of your organizational culture (diversity, innovation,
etc.)?
This goes back to our corporate values, real, bold, balance. We have a young culture, all
of our employees are in their late 20s-early 40s; we are diverse, we have Caymanians,
South Africans, English, Irish, Canadian, Indian, New Zealand, and Cuban all working in
our office. We respect and value diversity, we also have more women than we do men. We
encourage people to hot desk, use break out areas, we dont have set hours people have
the freedom to move and be collaborative. We promote open honest communication, we
dont have a strict dress code it is very relaxed where we treat everyone with respect and
promote that they know their role and trust them to do it.
8.

Does Baraud practice Corporate Social Responsibility? If so, please elaborate on how.
We are heavily involved in this space. Baraud did a back to work program called
Restart; myself and my colleague Melissa provide free lectures at ICCI; our recruiters
work with NWDA in resume writing and interview training; we donate to Cancer
society, place force, Veteran association; we participate in Earth Day and Feed Our
Future as a company; Baraud has a touch rugby team that the company sponsors;
Young Caymanian Leadership awards; I was a judge this year for the Junior
Achievement programme; we participate as a company in food and clothing drives for

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Melody Martin 28

local schools and disaster relief efforts. We also donated our old computers, printers
and furniture to local schools before the office move.