ORGANISATION & CULTURE
“ Equality is without question the backbone of our recruiting strategy,” Salesforce’ s President and Chief People Officer Nathalie Scardino told People Matters.“ It drives innovation, strengthens our products and ultimately helps our customers to succeed.”
Saleforce’ s spaces are designed to facilitate conversation
gotten a significant“ productivity increase” from the technology. He said:“ I probably have about 15,000 engineers and they’ re more productive than ever.” A key aspect of Salesforce’ s Ohana philosophy is its“ Ohana Floors”, openplan spaces found in its offices globally designed to encourage collaboration between employees. These are typically found on the top floor of its major hubs in San Francisco, London, Tokyo and other key areas for the business. With large dining tables and collaborative spaces, the layout of Salesforce’ s Ohana floors is designed to facilitate conversation and communication between employees across teams, fostering a culture of co-creation.
An executive strategy The patterns across Microsoft, Google and Salesforce reveal a common thread: psychological safety initiatives have been led from the executive level rather than delegated solely to People teams. Satya publicly anchored Microsoft’ s cultural renewal in his own commitment to learning. Marc built Ohana into Salesforce’ s founding DNA, making it non-negotiable in hiring, design and community engagement. Fiona and her predecessors at Google codified autonomy and psychological safety as measurable factors in team effectiveness, then built systems to scale these principles. Each organisation has operationalised psychological safety differently, but all three have positioned it as a strategic priority rather than a peripheral HR initiative. The emphasis in each case has been on creating conditions where employees can surface concerns, challenge assumptions and experiment without fear of retribution.
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