Why Social Responsibility Is Important For Any Successful Business with Jason Atkins @ 360insights

About this video

Dan Martell interviews Jason Atkins, founder of 360insights, about building a business around social responsibility and culture. Atkins says 360 has about 600 people, manages about $3.5 billion for large brands he names including Samsung, Sony, LG, Whirlpool and Electrolux, is headquartered in Whitby, Ontario with about 300 people there, and has offices including Chicago, Detroit, Boston, London and Haiti. In Haiti, where he employs about 130 people doing data entry and claim processing, he traces the start to late 2012 difficulty staffing data entry in North America and learning about digital work as a way to create opportunity. He says they started with 11 people, have had very low turnover, pay on average 10 times normal local jobs, and that a job in Haiti supports many family members. He argues impact and culture are intertwined: 360’s three core commitments are a global experience for clients, an unbelievable experience for the team, and making a difference in the world. Culture practices include cross-department Houses, staff clubs funded at $10 per person, daily huddles, hiring and firing on values, generous severance and transparency when people leave, and structured recruiting and internal training. Personal loss — his brother and colleague Todd — drives his mission to use the company as a system for impact, including matched employee giving.

Key takeaways

• Atkins presents the Haiti operation as both a staffing solution and impact model: starting with 11 people and growing to about 130, with pay he says averages 10 times normal local jobs and ripple effects across families.
• Treat culture as how people operate when you are not looking, and hire and fire on shared values so customers experience the same values even when an account manager changes.
• Build connection across departments deliberately — for example cross-department Houses and subsidised clubs — so people help colleagues they know when problems arise.
• Take responsibility when exiting people: be transparent early and provide severance, on the view that the company hired them and disrupted their life if it does not work out.
• Invest in training and internal career progression (‘farm team’) rather than only hiring externally, so people can grow income and commitment inside the company.

Episode details: published July 5, 2021 · 37:54 long. Summary written by Self Growth Videos from the episode itself. Business results and any income figures mentioned are Dan Martell’s own claims, shared for education — they are not typical or guaranteed.

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