Businesses measure their success through various KPIs - developing a highly successful innovative product, revenue increase, profit increase etc. However, they often forget one KPI that is invisibly linked to all of the above and overturns the KPIs – Happiness. At Resolute Software, things look differently! We are honoured to be among the best places to work at for second year in a row!
The recognition is awarded by the Danish AI company Heartcount, which measures the happiness of teams worldwide. Throughout the year, the company conducts surveys among hundreds of organizations’ employees to establish the perfect satisfaction coefficient.
How did we become a People-First company again? Get to know the reasons here:
Happiness Can Be Measured
Did you know that happiness can be quantified? To come up with the most accurate happiness rate, one should focus on components and calculations intended to assess job satisfaction against objective criteria.
A major contribution to the scientific methodology for measuring happiness is made by the Danish researcher Alexander Kjerulf, whose ideas are implemented in the Heartcount surveys.
While researching organizations globally, Kjerulf realizes that salary, benefits, and bonuses are only a small part of the satisfaction pyramid. More important is the feeling of self-progress and personal satisfaction with achieving the results. Also, very highly ranked is the sense of autonomy and the freedom to work in your way without speechlessly performing tasks imposed by the management.
Third, sound relationships with colleagues and a true friendly attitude are far from being achieved through teambuildings only.
How do we manage to meet these criteria ourselves?
Resolute Software’s founders Hristo Georgiev, Veli Pehlivanov, and Atanas Simeonov make a significant differentiation between external and internal motivators. The external motivators are those of material well-being, which, of course, we fully meet as a requirement. But the truly important factors are the internal ones – the formation of synergy among the qualities of employees and the achievement of the ideal synergy of characters. This is where most companies struggle.
Our hiring process starts with a genuine psychological study. This is indeed a very time and effort consuming method for both parties, but it certainly proves how critically important it is for us to determine the compatibility of characters, principles, and values within the team. The applicants go through an IQ, EQ (emotional intelligence), behavioral and personality test, as well as a human design profile analysis.
Yes, all this extends the process in the time, but the results pay off: the candidate sought is not the one who is ideal per se, but rather the one who is in harmony with our company’s culture. The communication preceding a possible offer takes about two weeks and includes at least two personal meetings. Proving expertise and professionalism is followed by personality traits as a hiring standard, therefore the applicants who get through to an interview are 15%, and only 10% of them receive offers.
There is this principle saying that the career path is not an individual route only. And that it’s best when you have like-minded people and friends there when being at the finish line.
99 People Who Are 100% Happy
Resolute Software was founded with the idea that it will never exceed 99 people. Wonder why? The management team share that they don’t want our business to be a numbers game where one is measure by the number of programmers they have. They’d rather prefer to focus on building a company in a sustainable way - attracting the right team and keeping it happy by having the highest level of talent tenure at place.
An interesting fact is that we’d prefer to be measured by the number of long-term partnerships we create. Thereafter, the projects to be signed are also assessed by the team. The screening mechanism assesses the extent to which a client could benefit from Resolute Software’s consultations and the probability that it becomes a long-term strategic partner.
Indeed, our desire to have 100% happiness of the 99 team members at work, is based on the belief that every battle should be chosen carefully. Fortunately, we have built the right skills, agile ways of working and the right set of progressive technologies, which took us to the level where we can pick projects and clients, abstaining from only the financial side of things.
Hybrid Work Model and Socialization
Our team is free to work remotely and working time of non-fixed duration even before the pandemic times.
Over time, we have developed habits for socializing that prove even greater efficiency.
The Great Leader: Autonomy
We often take decisions through a broad discussion within the team. The process is not tied to seniority or any hierarchies. Titles are considered mostly as for “the professional resume” than a mandatory weight of opinion. To build healthy relationships within the company, we choose to treat all team members equally with their absolute freedom to speak up.
The reason for which we highly value the autonomy of our team is that autonomy is considered one of the main pillars of happiness at work. According to our philosophy, there is no way for someone at work to be happy unless they discover their way to contribute to the team. Therefore, the great ‘leader’ in the company is not a specific person but is rather the freedom to organize our work through our talent and desire.
The company uses a unique tool to track the mood of employees, and, if there is a particular problem arising, the team leader initiates a personal meeting to identify the causes and to help its quick resolving.
Taking your employees happiness into consideration when doing business is an important and quite responsible decision. But believe us, this pays off. Happy teams create far better results. And the workplace is not the office you go to every day waiting for the clock to tick the time till the end of the day. You go there to enjoy yourself while knowing that you create value for the whole organization!