How to promote humanity and wellbeing in software development – The philosophy of human sustainability, part 2

In this two-part blog series, we show examples of how Compile solves people’s everyday issues, ensuring that everyone is a winner. Solutions are made by putting people first, not by maximizing revenue streams or short-term gain. The first part of the human sustainability blog series can be found here. In the second part of the blog series, we will discuss how employees can be supported in the following situations:

  • Peak years
  • Challenges in leadership
  • Inappropriate behaviour of a cooperation partner or customer

Peak years

Peak years are often part of the everyday life of families with children. Then, parents often don’t have time to attend the company’s events, for leisure pursuits or even for self-development. You want to spend what little time you have with people you care about, not at the company’s Christmas party. We give people a free hand with regard to their own working time, so that, if agreed in advance, almost all arrangements are possible. Examples of such arrangements in the history of the company include:

-60% working time agreed for six months;
-A few longer weekends to recharge the batteries;
-A week’s extra absence for travelling with the family;

We have also agreed to allow 60% working time for a couple of months to an employee, whose child has started in the first grade at school. One of our employees was able to take a year off after their “last peak year” when we were able to agree to it in advance and amicably.

Challenges in leadership

One important negative factor in human sustainability and coping at work is poor leadership. Poor leadership can include poor case management, work supervision, confused goal setting and multi-management, lack of presence and interest, and unclear priorities. Sometimes, however, things are so complex that our clients may need help figuring out certain entities. In this case, we offer help with leadership work or even leadership structures. Early intervention in management problems increases job satisfaction, efficiency and results – while reducing budgets and streamlining schedules, thus enabling genuine sustainable development.

Inappropriate behaviour of a cooperation partner or customer

Sometimes you come across a collaboration where they are, so to speak, wearing the trousers, i.e. acting wrong and treating partners very poorly. In these situations, we have always gone straight to the top management and asked directly if they think this action is acceptable. These exceptions have always been dealt with in a good spirit and things have been put right. This will bring peace of mind to the projects and ensure that the best possible outcome is achieved. This is important for human sustainability, because you cannot get the best out of people in a pressurised environment where their abilities may also be belittled.

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the eNPS calculation is based on the Employee Net Promoter Score formula developed by Fred Reichheld, which was originally used to study the customer experience and customer satisfaction of companies. Lately, it has also been used to research employee satisfaction (e as in employee + NPS).

This is how the calculation is performed.

We ask our employees once a year, “How likely are you to recommend your workplace to friends or acquaintances on a scale of 0 to 10?” Then we ask for clarification with an open question: “Why did you submit this score?”.

Those who submit a score of 9 or 10 are called promoters. Those who submit a score from 0 to 6 are called detractors.

The eNPS result is calculated by subtracting the relative percentage of detractors from the relative percentage of promoters. Other answers are allocated a score of 0.

The calculation results can be anything from -100 to +100. Results between +10 and +30 are considered to be good, and results above +50 are considered to be excellent.