|Summary: Great perks, recognition with cash incentives, family-feel, room for advancement, great benefits, good perks, collaboration tools and a non-nonsense place to work.|
|Intro: Culture to us is not about ping pong tables and free food. Those are nice to haves, but they don’t bring people to a company, retain them, or build the belief system that we all must operate from to build an incredible company long term. Our culture and core values aren't just lip service. From our first touch point with candidates till the way we exit people to everything in between, this is the thread that binds us together.|
It goes beyond just doing your job. We balance that with attitude, aptitude and culture fit.
“Continous learning” is one of our core values. We provide opportunities for those who are motivated, step up, and want to learn. We’ve got countless examples of people here who may not have a ton of experience, but are have added such value to the organization that we continually find new projects, work and teams to challenge them with it.
Each team has a budget to apply to their team members for the trainings that make sense (class, conference, etc.). We also have an internal people development function which focuses on management, leadership and other “soft skills” to allow people to bring their best to their teams and to Rapid7.We work with people to develop their careers along a “career lattice” realizing there is no direct “career ladder” to get where people want to go – we are all different.
Fully paid 12 weeks of maternity. Direct access advocate hotline for those people who have special medical cases that require extra care/attention. And most importantly, and understand staff that makes accommodations when people need to take time off. We go out of our way to make work not a worry when people face life challenges – we step up, help out, and fill in. And in one of my favorite recent events, an employee had a life threatening accident in January. Our team stepped up (with his family’s permission) and raised $27,000 to aid with his special expenses. He just came back to work last Friday.
Additional grants of equity, invitation to attend once in a life time events (going with the Exec Team to ring the bell at NASDAQ last summer), additional responsibilities to keep them challenged.
Community service/charitable causes:
TUGG in Boston
Support them both financially and their volunteer efforts.
Hosting #Rapid7 Gives Back event on 10/20 this year
Every single one of our 800+ people around the globe working together to give back to their communities.
We do weekly “Passion Quotient” surveys. 1 question sent out each Tuesday and Thursday. We track the trends, and report back to the company at the end of each month about what we are hearing, and what we are doing to tackle it. And then we ask them to help drive the necessary changes.
Creative meeting places:
Every two years, we bring the entire company together from all over the globe to share goals, collaborate and learn. We were 800 people in January, so we needed to be at the Boston Convention Center and then parties at the Museum of Science, etc. F1 Racing, Disneyland.
We offer free food during some company meetings.
A Cold Brew machine
Subsidized (mainly free) healthy snacks.
A $100 credit to apply to any wellness initiative of your choosing (gym, roller blades, yoga classes, Weight Watchers subscription, etc.!)
During the day, people are heads down but we like mix in fun like music, theme Fridays (rock t shirt day, 80’s day, etc), contests, etc.
We have offices all over the globe; without technology, we would never be able to partner effectively. We use Skype and other collaboration tools to ensure we can actually see each other’s faces, rather than just email or call each other to stay in touch.
How corporate vision is communicated:
Kickoff meetings at the start of every year (we alternate the entire company coming to Boston every other year, with the Execs traveling to share). Then we revisit how we are doing at monthly interactive Town Hall Meetings led by our CEO.
People understand that accountability and ownership are critical to being successful at Rapid7. One example, Trevor McKee, a former summer intern, is now an employee with two years of experience. He took such accountability and leadership on a project last year he was promoted to manage a team of people with far more experience than he. He’s respected by these people and delivered exceptional results. We celebrate and encourage people like this.
We all realize that it takes ALL OF US to deliver the results to drive this company to be successful. While we all work hard in general, when it’s “go time” and there is a big project or effort that needs to take place, you’ll always find people willing to put in the extra time and effort to create great results. We see this at the end of the month with our sales team generating the final push for revenue, our hiring team working to fill much needed roles, and our product teams turning “Patch Tuesdays” into pizza nights while working late that night.
It depends on the team but as a company, we doing two major forms of recognition:
- Employees can nominate each other for “Guitar Picks” through a portal, which allows you to recognize someone online, seen by all, AND receive a physical pick representing the team of the person who granted it to you. The goal is both for employees to thank each other for amazing things they’ve done, as well as to foster cross-collaboration for teams. We’ve given out about 15,000 picks since the program started 3 years ago.
- We give quarterly “Moose Awards”. Nominated by our people, selected by our Exec Team, these awards are given to represent each of our 5 core values. The winner receives a stuffed Moose (company mascot) dressed to represent the value, as well as $500.
Just like the example above, we operate as if this is OUR company. I might drive the cultural efforts as the Chief People Officer, but the culture belongs to all of us. We provide ample opportunities for people to communicate, share, and drive change.
We put that in the hands of our leaders, and encouraging them to build strong relationships with their teams so they understand what’s important to them. Our IT leader attends Cross Fit classes with members of his team, People Strategy allows members to work at home when they need the quiet time to crank out work in a quiet place. It’s not one size fits all; leaders need to support, and employees need to ask for what they need. In addition, we offer a “wellness subsidy” $100 to apply to just about anything that contributes to your overall wellness.
When we moved into our new HQ office last year, we had some of our people on the design team. It is a perfect reflection of our style, culture and functional space (white boards everywhere, an enormous kitchen that doubles as a meeting space, bright colors, talk rooms, couches, ample places to collaborate, etc.).
We hire adults, and we expect them to act like adults. As long as people work core hours (typically between 9 and 4, so we can optimize meetings, etc.) we don’t care when people come and go. We live in a networked world; people are reachable when we need them!
With the exception of our junior sales inside team who works core hours (they are largely in training mode) we have a “no tracked vacation policy.”People just need to give their managers a heads up about time they want off, so the manager can ensure there is coverage, etc.We don’t track time off needed for doctor’s appointments, school plays, etc.People need to be relatively to manage their lives; and we like to allow them the latitude to do that.We have rarely seen an abuse of that.
Similar to answer #9, we treat adults like adults. We are a hyper growth company doing big things; people work hard. But we balance that out with an understanding that people need fun breaks, time away from work, etc. We provide the foundation, but it’s up to people to balance their own lives because we all have different needs.
“Teamwork” is another one of our core values. You can be individually fantastic, but if you don’t operate with a team mindset, you aren’t going to make it here. We partner on everything – from the creation of our core values, to our Moose Manifesto (attached) to our company goals.
We are fortunate; we have an African American CEO and a number of women on our exec and leadership teams. That sets a great tone for us; we attract people who want to work at a company that value talent regardless of gender, color, etc. We supplement by participating with programs like Girls Who Code, etc.
So much of our company is new (we’ve doubled in size over the last 1+ years) we’ve got lots of new people. We also have a number of people of “long timers” who are in each function who have been here over 5+ years, when we were under 100 people. We work hard to find people who will scale with the organization as it continues to grow.
|Closing company statements: We seek to balance skills with attitude, aptitude, and culture fit. If you want to be heads down and not contribute to the team, this isn’t a good place for you.|