policies aren't coming on down from on high, they're coming from everybody in the organization. And then we look at a guideline, and we say, well, if we did that change, we wouldn't be able to meet this guideline of X percent gross profit, or whatever it is so we're going to have to tweak the policy this way. But once again, it provides that transparency into how we're making these decisions and if you have an issue with it, you can be a part of the decision and that's more of that feedback loop. It's like, okay if you have something you're concerned about, we're providing an outlet for you to plug into to basically express your concerns. You might not get what you want. You might not have all of the contexts of the organization. It's like when my toddler uses a swear word, and I tell her she hasn't earned the right to say that yet. You find out that there are a lot of reasons why things are the way that they are because you didn't know about it but at least now you're educated. I think having that ability for anybody, whether they're straight out of college, or they've been working for 30 years, to sit in that group and say, hey, I think we could do something a little bit different to be more equitable with our comp. I think that's a big part of it.
Randy Wilburn [36:39] I love that. So I'm assuming because of this conversation that we're having, is it safe to assume that you guys practice open book management from an accounting perspective?
Burke Pemberton [36:50] Yeah. Most of our financials are transparent. There's some stuff that's like, we have what's called our human capital contribution. And basically, what that is, it's a 360-degree performance review that we give our peers. So we pick who's going to review us twice a year, and they take an HCC (Human Capital Contribution) survey for us. Like that data isn't public. To me, that's like ‘Lord of the Flies.’ It starts to get real, like, how is that adding value by making everybody just know that like so and so needs to work on their communication or something; that's not helpful. That's helpful for them and they compare their results to themselves, and they work on becoming better as an individual. But as far as company-wide financials, you can go on our intranet and see our P&L, you can see our valuation, you can see our budget, all the margins. I get financial updates all the time. Our controllers give them quarterly. We send out reports to the whole company with how everybody's doing on all their KPIs. Everything's out in the open. Again, when you don't have bosses, the hive mind, it's peer pressure that holds people accountable. That is like self-management theory 101 in that there has to be this sort of peer pressure mechanism which is another form of biomimicry.
Made with FlippingBook Annual report