Currently Chameleon employs 42 people, and Mike cites that Chameleon's strategic assets are:
(3) Brand / Reputation
Chameleon undertakes strategic planning once a year in December and then reviews the goals quarterly to see how they're tracking. Mike shares the outcome of the strategic planning in a company-wide "State of the Union" address with the troops to get them rallied and on-board. To keep his employees happy and the underpinning for their continued growth, Mike discussed the following insights:
*Quantitative scale for raise - each reviewee is graded on a scale, then all the points are tallied. They must hit at least 45 out of a 50 point scale to warrant a pay increase. The qualitative feedback in the process is quantified for easier comparison and performance tracking.
*Spreadsheets and shared drive - Mike is a self-admitted spreadsheet wonk. He tracks performance and productivity all via spreadsheets. And he leverages a corporate shared drive to share reviews and progress internally with other key members of his team.
*Praise in public [a lot] - during their standup meetings, Mike often praises people in public. He's a big believer in giving people recognition and respect in front of their peers and the entire company.
*The more frequent the better - Mike employs a monthly 1-on-1 meeting rhythm because he's able to resolve any issue quickly before it gets out of hand. For the 1-on-1, the reviewee fills out a form with 8 different sections an hour before the meeting and sends it to Mike. They'll then sit down for about an hour to discuss all 8 sections together (which is about the duration as the annual review).
*Conclusion - they say that companies embody the personality of the founder(s). If this is true, I can only imagine how much clients enjoy working with Mike and his team considering his amiable personality. But given a friendly founder and work environment, there's bound to be anxiety and issues during annual reviews especially when expectations don't line up. Therefore, I understand why one of the reasons they boil the qualitative feedback down into a quantitative points systems is to depolarize potential conflicts.
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