The case discusses the corporate culture of LinkedIn in 2012-2103 and the importance the professional networking business put on preserving that culture as it had dramatically grown in headcount domestically and globally. The organization cultivated imagination, innovation, and an open and collaborative working environment, embraced wit, and was results oriented. LinkedIn sought to hire staff that needed to make a positive long-term impact in the world and who valued integrity.
Keeping the culture also meant that employees were given a day off every month for private development. LinkedIn Analytics data was utilized to measure overall strategy and results as well as worker satisfaction; "All Hands Meetings" twice a month included fun activities and some tiebacks to the organization's culture along with reviewing the company's operating priorities and improvement; and societal impact applications were given a high level priority. LinkedIn targeted to hire and advertise from within, when hiring externally looked for signs of passion, humor, and cooperation. New workers were assigned a personal mentor, and all workers were part of initiatives to help colleagues learn new skills. The organization's leadership had to find out as it quickly grew, how it could maintain or modify these activities.
PUBLICATION DATE: May 20, 2013 PRODUCT #: OB87-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE