Rockfish, the award-winning digital media agency founded in Rogers in 2006 — with offices in Little Rock, Dallas, Cincinnati and Atlanta — is enjoying its fourth consecutive year being recognized as a Best Place to Work.
For good reason.
Lisa Bridgers, senior vice president for talent acquisition and human resources, said Rockfish wants its employees to do their best in the office and at home. This year, it deliberately focused on their overall well-being. The firm’s goal? A happier, healthier and more productive workplace.
New for 2016 was an addition to Rockfish’s YouEarnedIt, a points program that enables employees to give recognition to their peers on a public platform in real-time. Points are used to purchase items from an expansive rewards catalog.
Bridgers explained that “behavior bonus” points can now be earned by workers when they get an annual physical, teeth cleaning or eye exam; recycle at home; exercise their minds by reading, doing yoga or meditating for three hours during the week; physically exercise for 45 minutes three times a week; donate to a charity or lead a lunch-and-learn.
“Really what we tried to introduce this year was putting that power of reward into the hands of our employees by exhibiting behaviors that we want to see,” Bridgers said.
| By the Numbers: | |
| $6,887 | Rockfish’s approximate spending since Jan. 1 on the 2,219 “behavior bonus” redemptions employees have made for a total of 688,700 points. |
Rockfish has also provided healthier snacks to employees and introduced a monthly leaders’ roundtable.
The roundtable discusses different topics every month and is an opportunity for all leaders to share what makes them successful, Bridgers said. The meetings are also facilitated by a Rockfish retiree.
| Neat Things We Do |
| • Two volunteer days off for each employee to spend giving back to their communities. |
| • The firm’s giving committee sometimes matches an individual employee’s donation to a charity. |
| • “Take it as you need it” PTO (paid time off) policy. |
| • Real Time Performance Management in place of annual performance reviews in which employees provide feedback when “teachable moments” occur, versus waiting until the annual review. |
Bridgers said, “It’s really broken down that perception of your title is the thing that gives you the ability to lead and helped people understand that leadership comes in a lot of different forms.”
Bridgers also said the company’s culture is rooted in its core values of being innovative, versatile and driven — values she said all of the firm’s 265 employees, 80 at its headquarters in Rogers, share.
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