Below is an article originally written by PowerToFly hiring partner Managed by Q and published on March 22, 2016. Go to Managed by Q's page on PowerToFly to learn more.
This past week, Q was excited to announce a big enhancement to our benefits program for every Operator. Starting this summer, all Operators at Q, whether you're cleaning offices in the field or building software at headquarters, will be eligible to earn stock in the company.
An added layer of excitement to this announcement was that U.S. Department of Labor Secretary Tom Perez joined our CEO and co-founder Dan Teran to unveil the program.
Secretary Perez has been a champion of creating good jobs in the U.S. and economic upward mobility for a class of American workers who traditionally have had none.
"There's a school of thought that says the only way we can grow this economy is through low wage, no benefit jobs. I categorically reject that," Perez said.
He shares Q's belief that a long-term investment in people is how you build a scalable business model.
He joined Q at our headquarters in New York for a roundtable discussion with a small group of Operators, followed by a press conference for the broader public announcement.
The roundtable brought together Operators from across Q's business. This included two of our mentors, a supervisor, a Q handyman, an engineer, and an operations associate who was an office manager prior to joining Q.
The group represented a broad swath of many different roles at Q and brought to light some diverse perspectives on what it means to work at Q.
Kicking off the roundtable, the Secretary asked each Operator what they liked most about working at Q. To most, it's the career opportunity and the Q family that keeps everyone going.
"It feels like a family business where everyone wants to help each other out," said Ty Lane, one of Q's cleaning Operators. Ty joined last fall and quickly rose through the ranks to become a mentor within three weeks of joining.
One of Q's supervisor's Jose Lara talked about the team that's always there to back you up.
"Even when you're working around the clock on a late-night shift, there's always someone there to pick up the phone," Lara said.
A common thread of the conversation centered on how Q has been intentional about building office culture.
One of Q's founding fathers and earliest engineers, Matt Briancon, reflected back on almost exactly a year ago to the day when the entire company sat down to draft up what we call the Q Code — the set of values that embody what it means to be Q.
At that time, Q was getting big and growing fast, and we wanted to be intentional about keeping the great culture we were forming. The entire team sat around a table to write down the five things each Operator liked best about Q. From there, the Code emerged.
The conversation then shifted to talk about the big update that brought everyone together: Q's new Operator Stock Option Plan.
Our co-founder and CEO Dan Teran spoke about how Q's leadership has been thoughtful about the policies we roll out because they ultimately impact people.
"We believe deeply that only through shared prosperity can we reach our fullest potential," Teran said.
Secretary Perez joked that some may call Dan and his leadership team crazy for running a company as if it were a venture capital-funded fantasy. He then highlighted the other side of that argument, which is that research proves that long-term investment in your people is how you win.
"Low wages and no benefits is not the only option," Secretary Perez said. "When a workplace is centered around values and your employees have skin in the game, the company and employees win."
Coming back to culture, the Secretary was curious to learn more about what excites the team about working at Q.
From the engineering perspective, Briancon spoke about how he worked on other interesting projects before Q, but to him they lacked depth. When he first stumbled upon Q, it seemed that it was just a cleaning company — then he realized it was much more than what was on the surface.
Ty spoke about her bond with the customers in the office she manages.
"It's really special — I'm working at Q but working for them, too," she said.
The bond is so special they have her picture on the wall and frequently invite her to partake in their office Rock Band sessions.
Ty also elaborated on how Q has helped her grow in her career.
"Other jobs felt like high school — this job makes me feel like an adult. It's the best job I've ever had. People here want to grow," Lane said.
From the roundtable, we shifted upstairs to the future home of Q HQ (coming this fall!) for a press conference to publicly announce the new stock option program for our Operators.
With the backdrop of members of the press, the Department of Labor, folks across the tech community, and a cheering crowd of Operators in black Q shirts, Dan more formally announced the new program, alongside Secretary Perez and Ty.
"When we were just starting out a few years ago, we knew there had to be a better way. While technology was improving the lives of many, companies in our industry were increasingly viewing employees as a cost and not an asset. That view leads to bad jobs, stagnant wages, and an unmotivated workforce — it's bad for workers, bad for customers, and bad for business," he said.
That encouraged Teran to take a different path where instead of shirking responsibilities as an employer, Q chose to invest in our workforce.
Today Q's operators are W2 employees with above-market wages, Fortune 500-level benefits, a 401K, continuing education, career growth opportunities, and new programs and benefits rolled out quarterly informed by their needs.
"We've seen time and time again that when our Operators develop relationships with our clients, it drives value for the business," he said.
"We've proven you don't have to choose between a good business model and good jobs, it is a false choice, and we believe this is critical to our long-term success. We've built software to make the experience with Q more human, not less."
Q's strong belief in this simple formula is one of the driving factors behind our announcement to offer equity to every Operator across the company.
Over the next five years, Managed by Q will give 5% of the company to its Operators working in the field. The cleaners, handymen, assistants, and helpers that make Q the great company it is today.
"Real ownership in the company, for the people working tirelessly to make it a reality. Our mission at Q is to make the world work better, not just for our clients, but for everyone," Teran said.
Starting July 1st, and every year thereafter, Q will offer stock options based on experience and skill set.
"Our hope…my hope, is after building a career with Q, our Operators from all walks of life will be able to use those stock options to put a down payment on a home, pay for a full college education or make another investment in their future, we have designed the program with this goal in mind," Teran said.
One of the strongest advocates for the conscious capitalism movement, Perez stressed that companies can do well — and do good.
"The high road is indeed the smart road — it's a loyalty promoter," he said.
"Q is showing the world that in the on-demand space, you can innovate and you can ensure that innovation is inclusive," Secretary Perez conveyed.
With this announcement, Q becomes the first in our field offering equity to all employees regardless of position, with one of the largest and most aggressive programs in the world.
Teran concluded with the following remarks:
"If you want to deliver the best service, then you need the best people doing the job…and to get the best people doing the job, you just need to be the best employer. So that is what we've set out to do," he said.
Our vision hasn't changed since our first deep clean two years ago — we're building an operating system for the built world, to run physical space with the reliability of software. The only way to fully maximize our potential is to invest in the beating heart of our business: our Operators.
Not Everything is Engineering: Logicworks’ Courtney Pearce on Taking on Tech from a Sales Perspective
Courtney Pearce’s background isn’t one you’d expect to find in a tech sales position. But as a motivated self-starter, it makes all the sense in the world that she’s been so successful in her role as Solutions Specialist at Logicworks.
If you ask her what she’s most proud of about her time so far at Logicworks, she’ll say her growth over the last four years.
“Even though I came from a technology company that was selling software, selling infrastructure and infrastructure managed services is very different. There was a learning curve. And when I started four years ago, I was the only woman. So I felt like there was this uphill battle of educating myself on the cloud platform. Now, I'm one of the top sales reps and have consistent top performance. So I'm most proud of my growth over the last four years.”
Courtney has a lot of wisdom to impart to those interested in taking on the sales side of tech. We sat down with her to learn more about how she broke into the tech world by utilizing her retail experience.
An Unexpected Path Into Sales
Courtney started college as an Orthodontics major but eventually realized that science wasn’t her calling.
“Although I'm a great student, science and math were difficult subjects for me,” she admits. "I ended up taking a random textile and clothing elective and it was my favorite class.”
She enjoyed the breadth of the program and decided to become a Textiles and Clothing major.
“You got the opportunity to learn the sociology behind why people wear clothes, the chemistry behind dying, how to make fabric, then creating a line from start to finish and marketing that to the class,” she shares.
Although fascinated by the program, her career journey didn’t lead her to the fashion industry but rather to an adjacent career in retail.
“I ended up accepting a leadership position for a big box department store,” she says. “At 23 years old, I ran a 35 million dollar store. It was a great experience and I learned a lot.”
After two years of working in retail for various name brands, she found her way into a tech company through a recruitment role.
Breaking Into the Tech World
While Courtney was working at a recruiting firm, she was approached by a security tech company with a position as a technical recruiter. She was interested in the role and applied, but didn’t get an immediate response.
“I didn't hear back, but continued to follow up,” she recounts. "One night, I got a phone call that said, ‘You're not a good fit for the technical recruiter role, but we have this new group that we're building out called business development and they're working directly with sales. Based on your experience and the fact that you're willing to follow up, we think you'd be a great fit’.”
At the time Courtney knew nothing about the tech space but that didn’t stop her from interviewing for the position.
"I spent an entire week browsing the website, watching all their product marketing videos, and tried to wrap my head around what this security company did," she explains.
During the interview, she blew them away with her knowledge of the company.
“I gave my five-minute spiel and I think that impressed them,” Courtney shares. “I had taken the time to research the company, and not having had a tech background, I tried to comprehend what they do.”
Hired as a business development rep, she had the opportunity to build the team from the ground up.
Reaching New Heights at Logicworks
Courtney continued to rise in the ranks, but she eventually felt that she had hit a plateau. With a desire to try out something new, she looked to Logicworks who offered her the career advancement she was looking for.
“I had reached my potential with my previous employer. There wasn’t anything new for me to learn. I wanted to figure out what was next in my career. There was an opening at Logicworks for a Solution Specialist to be based in Boston. That was enticing for me.”
When Courtney moved to Logicworks she was able to explore job autonomy.
“It gave me the opportunity to move into a territory that I'd been working in for many years, but also run that territory like my own business,” she explains. "There was nobody else working within that space, and I could create the process that I wanted to.”
Now at Logicworks, she experiences the constant changes of a cloud system.
“I'm constantly learning,” she shares. “We're constantly evolving our services, what products we're providing, and how our services are integrated as the cloud is maturing. It keeps me interested every single day.”
Now as a sales lead, Courtney focuses on building relationships with current and potential clients.
Coincidentally, the relationship-building skills that Courtney uses on a daily basis come from her experience in retail.
“I think coming from retail, you have to be able to talk to anyone,” she says. “You're getting a lot of different customer personalities, so it allows me to be comfortable talking to strangers, which I think is key in sales.”
Along with sales experience, Courtney's internal drive has been key in propelling her forward.
“Being a self-starter and watching YouTube videos on what the cloud is, what AWS is, and taking that time on my own to learn and absorb as much as I can are, at the end of the day, the kinds of things that you can prepare you to enter the tech space,” she explains.
Ultimately, it was the skills she learned in retail and her self-taught understanding of tech that have led to her success.
Advice for Entering the Tech World Through Sales
If you're looking to enter the tech world from a sales angle, Courtney offers this advice:
- Find companies that resonate with your values. “Whether you like their product and think that product is solving a pain point in the marketplace, or you align with the company's values, work for a company whose mission you support,” Courtney advises.
- Be pleasantly persistent. “The biggest thing that helped me was when I reached out and nobody responded, and then I followed up and nobody responded, and then I followed up again and they called me. Being pleasantly persistent shows that you’re interested and invested in the organization,” she explains.
- Do your research. “Take the time to figure out what the company does and what they are all about. Educate yourself above and beyond the basic training material to ensure that you have the right knowledge base to be successful in the role.”
If you are looking to grow within the tech space, check out these open positions at Logicworks.
💎Nestlé’s manufacturing excellence team is growing. The team supports Nestlé USA factories that produce bakery sweets brands including Toll House, Libby's and Carnation, and Nestlé Professional Brands which supply food service operations. Watch the video to the end to apply and begin your career there!
📼The manufacturing excellence team seeks someone passionate about driving world-class manufacturing through continuous improvement methodologies. Jennifer Watson and Taylar Marshall, Senior Managers, give you all the information you need to join their team.
📼Join the manufacturing excellence team if you are a go-getter, someone who takes the initiative to establish cross-functional teams to eliminate losses. This also means you should be highly collaborative with a variety of people and have a curious mindset about how things are manufactured. If you fill these requirements, don’t hesitate to apply!
📼The manufacturing excellence team unlocks career path opportunities throughout different functions, locations, and brands across Nestlé USA. Jenny Watson shares her own experience: her career has included roles in three different functions: manufacturing excellence, manufacturing, and operations strategy. She was based out of three different locations: Springville, Utah, Solon, Ohio, and Medford, Wisconsin across four different categories. The opportunities at Nestlé are truly endless!
Inside The Manufacturing Excellence Team
This team is driving continuous improvement and project management routines in the Toll House factory to contribute to the overall expected business results in the bakery and sweets category. It is a boots-on-the-ground team that tries to solve complex problems with a focus on people development and operator capability building. No day is the same in their team!
🧑💼 Are you interested in joining Nestlé USA? They have open positions! To learn more, click here.
Get to Know Jennifer Watson and Taylar Marshall
More About Nestlé USA
Nestlé USA has been nourishing a growing world for generations. No matter where you work within the Nestlé organization, you’ll discover new opportunities to grow while you help them inspire healthier lives, support local communities, do what’s right for the planet, and make an impact.
From September 12-15, 2022, PowerToFly hosted a four-day virtual event, featuring a three day summit and single day virtual job fair.
To kick off the event, attendees had the opportunity to partake in a one-hour guided networking session followed by three full days of fireside chats and panels where they were able to listen and ask questions to experts and thought leaders across multiple industries.
Featured Summit Topics Included:
- The Art & Science of How to Clarify Your Best Fit Career Path
- Going Back to the Drawing Board: How to Navigate Major Career Shifts
- Pulling Back the Curtain: Understanding What’s Happening Behind the Scenes In the Hiring Process
- 4 Ways to Get Your Foot in the Door to a New Career
- Nailing the Basics: How to Grow with Intention and Purpose
- How to Break Into a New Industry Without Starting Over
Companies We Hosted At The Job Fair:
- Bank of America | Hiring for: Senior Financial Analysts, Business Bankers, Senior Technology Managers, and more!
- ScienceLogic | Hiring for: Technical Support Engineers, Chief Marketing Officers, Product Managers, Executive Assistants, and more!
- PowerToFly | Hiring for: Global DEIB Strategist & Trainers, Account Executives, Support Specialists, Events Specialists, and more!
Thank you for joining 4 Ways to Get Your Foot in the Door to a New Career with Flatiron School Career Coach Betsy Kent! In case we weren’t able to get to your question in the Q&A, or if you thought of additional questions after we wrapped, here are two ways you can contact the Flatiron School Admissions team directly:
- Schedule a casual 10-minute chat with a Flatiron School Admissions rep
- Email us at firstname.lastname@example.org
Attending information sessions, panels, and workshops is the best way to get a sneak peek into what studying at Flatiron School is like — so don't miss what else is coming up! You can find a list of our events HERE.
Starting out as a viral trend on TikTok, the phrase “quiet quitting” has since taken over headlines everywhere from NPR to the Harvard Business Review. But what, exactly, is quiet quitting — and why are so many business leaders getting this so-called “crisis” wrong??
What is quiet quitting?
Per Psychology Today, “quiet quitting” isn’t actually quitting in the two-week notice sense of the word. It’s when employees keep doing their job, but only do the work that’s in their job description or covered by their explicit responsibilities. No going above and beyond. No late hours. No taking on extra projects that don’t come with extra remuneration.
Gallup similarly defines the trend as employees who are “not engaged” at work — people who “do the minimum required and are psychologically detached from their job.” Per their research, that’s a full 50% of the American workforce.
Why quiet quitting isn’t actually a crisis
As a burgeoning attitude toward work, quiet quitting makes perfect sense. With the challenges and stresses of the last few years impacting all workers — but especially working parents, people of color, women, and other marginalized groups — employees are looking for ways to set boundaries, disengage from work, and find working rhythms that work for them and their lives.
And that’s something companies should be supporting. Employers’ responsibility, after all, isn’t to slap a Band-Aid on the problems that are driving quiet quitting in order to get productivity metrics up. It’s to create the conditions for employees to succeed, with work that can be accomplished within reasonable working hours, and to incentivize and tangibly reward any engagement that goes beyond quiet-quitting levels.
It’s time we got this clear. Quiet quitting was never the crisis. Expecting employees to go above and beyond at work in order to maybe stand a shot at a pay raise and promotion next year was.
If you want to ensure your company culture is creating opportunities for folks to feel truly engaged, we’ve rounded up the steps to take below.
8 things your company needs to do to stop facilitating quiet quitting
Quiet quitting doesn’t mean that employees don’t want to work. It means that everyone — employees and employers alike — are recognizing, more than ever, that the workplace can and should be evolving to meet the needs of everyone involved in making work happen. Here are some ways that companies can ensure they are doing that, sourced from McKinsey research on burnout and engagement:
1. Hold your leadership accountable.
Culture is set by the people on the ground, and you need to know that your managers and leaders are creating a culture that’s supportive of mental health. This looks like incorporating mental health questions into regular employee satisfaction surveys, so you have data to track, and including the management of employee well-being as part of how leaders are evaluated and compensated. It also means getting rid of toxic leaders.
2. Destigmatize mental health and boundaries.
Most employers know that stigma exists at work, despite best intentions to fight it. But when employees are afraid to ask for help with mental health needs or to request accommodations so they can do their best work, everyone suffers. Companies can work to destigmatize the issue by highlighting senior leaders’ own experiences with mental health. Vulnerability can help promote psychological safety, as can rewarding employees for setting boundaries and using mental health and wellness benefits.
3. Evolve the kind of benefits you offer.
45% of people who have recently left their jobs said that their care responsibilities were a big part of their decision. Do the benefits your company offers reflect that reality? For instance — if employees must be on-site, can you offer on-site childcare? If not, do you offer a childcare stipend? Do you know what issues they are most struggling with, and are you responding?
4. Promote sustainable working hours.
Do your employees need to be at work — whether online or at the office — from 9 a.m. to 5 p.m.? Or can they set those hours to fit their own schedules? Do you have flexible work policies that are available to everyone, no matter their level of seniority? Hybrid work can facilitate unfair treatment when policies aren’t clear and universally applicable.
5. Provide opportunities for employees to build social ties.
Another reason employees are disengaged at the office? Lack of social support. It can be hard to make connections over video calls and chat, especially for new employees or those who haven’t worked remotely before. Investing in team building can help give employees access to social connections that make their work more meaningful over time.
6. Enable right-size workloads.
As employment has ebbed and flowed over the pandemic, and especially now during the Great Resignation, many companies are finding themselves short-staffed. But piling more work on the people who have stayed isn’t a sustainable solution — it just speeds up their own burnout. Creating
7. Facilitate upskilling and reskilling at work.
Per the McKinsey study linked above, employers who offer reskilling and upskilling opportunities end up with more engaged employees. It pays off for everyone involved: giving employees the chance to laterally move into a different job in order to learn a new set of skills can predict employee retention 250% more than compensation can, for instance.
8. Strengthen your commitment to DEIB.
Employees don’t want to work somewhere they don’t feel like they belong. McKinsey calls out five key action areas when it comes to making a DEIB commitment real: ensuring representation, holding leadership accountable, increasing transparency (like with analytics on promotions and pay), tackling issues with a zero-tolerance policy, and embracing intersectionality.