A Great Culture Drives Results to the

Bottom Line

K I M C A S T E L D AC h i e f P e o p l e O f f i c e r

B u l l h o r n

# M I T X T A L E N T

A Great Culture

Drives results to the bottom line

Kim Castelda, Chief People Officer

0

2

4

6

8

10

12

14

16

2004 2005 2006 2007

BullhornAnnual Revenue

Mission | 2008

GLOBAL

DOMINATION

6058

55

45

26

0

10

20

30

40

50

60

70

CustomerExperience Index

EmployeeSurvey

>50%NEGATIVE

This company’s

mission inspires me

Leveraging your Exec Team

What’s in it for us?

Connect to the business

Dropping NPS was a huge problem

Rally Cry – unite the company around one goal

We help businesses achieve extraordinary results by transforming the

way people work and interact with customers. We create software

that’s both powerful and a pleasure to use and pair it with fantastic

customer service.

Mission

TO CREATE AN INCREDIBLECUSTOMER EXPERIENCE

The Incredible

Experience CycleIncredible Products &

Service

CustomerSuccess

GrowthCareerGrowth

IncredibleCulture

Core Values

We are the best in the world at what we do because we have a great

team of employees. All successful Bullhorn employees exhibit the following

five values:

• Ownership

• Energy

• Agility & Speed

• Service

• Being Human

11

2013 2014 2015

BookingsGrowth

Leveraging Core Values

• Hiring Practices

• Orientation

• Performance Management

• Leadership Training

• KEY Change: Town Halls

“THIS CALL IS BEING

RECORDED”

Recognition

• Recognition at monthly town hall meetings

• Every move and/or promotion announced across the

company at least twice!

• Recognize 3, 5, 10, 15 year anniversaries publically

• Personalized notes from the CEO at key anniversaries

and major life events

• Bullhorn leaders leverage praise to create powerful, memorable moments that

cement gains and push people to greatness.

• Trite praise via email isn’t memorable: e.g., “great job”.

• Examples of ways to cement a moment of praise:

– Public recognition in a team meeting

– Spot rewards

– Time with senior leadership

– Increased responsibility

– Creating a career development plan

Creating Moments of

Memorable Praise

“Let me say, in case someone is listening to the call, of all the many places we

deal with for support, you solve problems

faster than any one we’ve worked with. I wish everyone were like you guys.”

Cierra CallowayTechnical Support Representative

Amrutha RajivSr. Software Engineer, Bullhorn

Rally Cry: To Create an Incredible

Customer Experience

+5%Employee

Engagement

94%CustomerRetention

+20%Customer

Experience

“We just

upgraded to ‘S’

and I love it!”

“Everything right! Yay!!!”

“Best CRM out there!”

“User friendly – intuitive – interactive – good customer service”

“The best CRM I have

used in my career”

“Love the enhancements that S Release has provided. Being able

to use Chrome makes the software so much faster!”

“10!”

CustomerExperience Index

23

Management’s focus on creating positive experiences for customers

and employees promotes deep loyalty with both constituencies

Strong, Customer Focused Culture

Bullhorn was named one of Glassdoor.com’s Best Places to work in 2016Art Papas was named one of Glassdoor.com’s Highest Rated CEO’s in 2016

Promoting Talent

Being in a role a long time is not reason enough to receive a promotion.

To get to the next level, employees needs to demonstrate that:

• They are a top performer in their current role

• They have demonstrated the potential to handle more complex

challenges

• They are the best candidate for the new job

We always want to promote from within rather than hire from the outside

whenever possible, but we won’t promote an employee who doesn’t

meet the above criteria.

24

The Leader’s Role

• Build a great team

• Set clear goals and priorities

• Actively mentor your team

• Actively monitor the quality of your service or product

• Identify and address employee knowledge gaps

• Build systems and process that drive growth and efficiency

This is a big job. If you’re “too busy” to do these things, you are neglecting your duties

as a leader.

If you still want to play a role as an individual contributor, you can’t be a leader – it’s

not fair to your team and their careers.

25

”The Line”

Ownership

Accountability

Responsibility

Blame

Denial

Excuses

Bullhorn leverages concepts from the book, The

Oz Principle, to keep employees focused on

solving problems together and avoid “Below The

Line” behavior.

Define Accountability

A personal choice to rise above the circumstances

and demonstrate the ownership necessary for

achieving the desired results

That’s not my job

Just tell me what you want me to do

Let’s wait and see if things improve

I told them it wouldn’t work

I didn’t have anything to do with it

Management didn’t give clear direction

That’s sales’ fault

That’s development’s fault

That’s finances fault

“

”

Examples of Below the Line Behavior

2013 2014 2015

BookingsGrowth

Key Learnings

• Tie your need to change your culture to a

business challenge

• Start small and identify early wins

• Make it easy for your CEO

• Leverage members of the Executive Team

• Collect DATA and use it to your advantage

Thank You!