the red hat way building and transforming effective ... partnerships - final.pdf1 red hat, the...

1

Red Hat, the world’s leading provider of open source solutions in cloud, virtualization, storage, Linux, and middleware technologies, is a perfect example of a company that has gone from a strong project-based integration platform to one that is now more mature and structured in nature. While the integration model is not necessarily a “formalized” structure or model, it has transformed into a well-oiled machine where members from Global Workplace Solutions (GWS), IT, Finance, Brand and People come together on a quarterly basis and collaborate on company-focused initiatives, and meet weekly on project-based initiatives.

THE BEGINNING

Based in Raleigh, NC, Red Hat used a project-based integration approach for its corporate relocation to a new headquarters. The company, which has approximately 5,900 employees globally, houses approximately 1,000 people at its new office building, which opened in spring 2013.

The project-based integration platform was essential for this large relocation project.

Many different aspects of the business were involved at the strategic level — Real Estate, IT, People, Finance, Legal, Brand, Communications and more.

At a tactical level, the whole company literally took part in the project because Red Hat reached out to every business unit and employee to understand their needs.

For the relocation, they created the GET team (Growth and Expansion Team), which consisted of about 50 leaders from all the different departments. They met at least once a month, and then went back to their departments to provide relocation information and receive employee feedback. In turn, they shared that feedback at their next GET meeting to ensure employee voices were heard and everyone was engaged in the relocation.

Global Workplace Solutions (GWS) is designed to plan, develop and maintain

Red Hat’s global offices, which includes a portfolio consisting of over 80 leased

offices in more than 30 countries. The goal was to create a flexible and efficient

department that is scalable to Red Hat’s operations.

GWS serves as the strategic advisor to the business by delivering the following

services: Real Estate, Workplace Planning, Real Estate Development and

Sustainability, Workplace Resources, and Facilities Operations.

As a result, the team supports Red Hat’s dynamic workplace requirements, while

driving the strategic initiatives related to workplace design and location. GWS has

developed a world-class partner strategy to leverage industry best practices and

to maximize the return on investment, consistently leveraging managed partner

models to support the business requirements driven by its global portfolio.

Red Hat’s workplace plays a strategic role in supporting its corporate brand

message, as well as its employee attraction and retention strategy. The

organization is closely aligned and dependent on its corporate partners; the

People, Brand, Finance and IT teams. Together, GWS and these partners deliver

the workplace, human capital and technology that create the basic building

blocks inherent to Red Hat’s DNA.

The Power of GWS

Building and Transforming Effective Partnerships

The Red Hat Way

By David Heaton, CoreNet Global

2


Part of the challenge was interpreting what various departments needed in the new space, as Engineering, Finance, Legal and Marketing all had different preferences.

“Brand and Marketing wanted open, completely collaborative spaces, whereas Finance and Legal wanted closed-door offices,” said Simon George, Director of Real Estate at Red Hat. “We needed to be able to match and meet the needs of all those people without sacrificing our overall brand and culture within the workspace.”

Red Hat collaborated with an outside partner, IA Interior Architects, to create an office design that kept every business unit happy and productive.

Red Hat still has project-based teams that meet both informally and formally across departments, but that has developed and transformed into a more formalized process.

THE CREATION OF GLOBAL WORKPLACE SOLUTIONS (GWS)

Real estate decisions are made with insight from across the company by working with business leaders and seeking employee input, explains Craig Youst, Senior Director, Global Workplace Solutions, at Red Hat.

Youst leads Red Hat’s GWS team, which plans, develops and maintains the company’s worldwide offices to provide a safe and comfortable working environment for its employees, customers and visitors. Red Hat has a rapidly growing global real estate portfolio in more than 80 offices in over 30 countries.

GWS is strategically divided into the following five verticals: Real Estate, Workplace Planning, Real Estate

Development and Sustainability, Workplace Resources, and Facilities Operations. These five verticals serve as the strategic advisor to each line of business.

The team supports Red Hat’s dynamic workplace requirements, thereby driving strategic initiatives related to workplace design and location. Youst explained, “Red Hat workplace plays a strategic role in supporting our corporate brand message, as well as our employee attraction and retention strategy. Our organization is closely aligned and dependent on our corporate partners in IT, Finance, Brand and People. Together, we’ve been able to deliver the workplace, human capital and technology to create the basic building blocks inherent to Red Hat’s DNA.”

REAL ESTATE PARTNERS WITH PEOPLE

So just how has Red Hat’s GWS team been able to form effective partnerships across the various

support functions? Youst gave some insight into how they have taken their collaborative partnerships to the next level, embracing continuous improvement by becoming a valued partner to the business.

He said the improvement in the quality of service delivery led to a strategic shift of GWS to the next level of maturity in connecting with

its business partners. Red Hat took a holistic response in looking at people, processes, systems and behaviors.

For example, GWS collaborates with Red Hat’s People team and has formed partnerships centered on the following three Workforce Planning initiatives:

With Red Hat’s movement into new

markets, expansion in current markets, and

historical headcount growth, it became

apparent that real estate would need to

rapidly mature in order to proactively

support Red Hat’s future business needs.

Specialists needed to be added who had

experience managing enterprise-level real

estate and workplace departments. Proper

expectations and priorities for the business

were set with a focus on high-level

customer service.

As a result, in 2012 Craig Youst

reorganized the real estate department

into five distinct verticals (Real Estate,

Workplace Planning, Real Estate

Development and Sustainability,

Workplace Resources, and Facilities

Operations). Immediate benefits include:

• Increased levels of knowledge and

expertise;

• More efficient use of time and

energy;

• Dedicated subject-matter experts

in-house;

• Better focused efforts by experienced

professionals;

• More mature management for

departmental development;

• Streamlined thought processes that

focus on greater efficiency and cost-

control; and

• Increased productivity and cleared

direction and advice

Also, Red Hat offices were classified into

four distinct categories that helps raise its

largest business priorities to the forefront

(Core, Critical, Satellite, and Managed

Services). Youst pointed out previous

efforts to treat all offices with equal

importance did not scale efficiently. Now,

real estate is positioned to invest more in

its core and critical locations, and bring

accountability for business performance

to other sites.

“GWS’ highest priority is to proactively

provide cost-effective and flexible work

spaces where our business demands it

most,” said Simon George, Director, Real

Estate for Red Hat. “This requires us to

meet regularly with key business stake

holders to understand where the business

is growing and how to ensure we support

that growth.

“Our organization is closely aligned and dependent on our corporate partners in IT, Finance, Brand and People. Together, we’ve been able to deliver the workplace, human capital and technology to create the basic building blocks inherent to Red Hat’s DNA.”

3


1. Workforce Expansion – Utilize scenario planning and strategic headcount forecasting to determine the appropriate location for geographic expansion.

2. Workforce Optimization – Review existing sites to determine the most effective place to put its resources and better optimize current locations, and;

3. Demand Planning – Engage company-wide business units to develop a three-year plan to forecast where the appropriate resources will need to be. This helps define risk, costs and availability.

Lia Frid, Sr. Manager of HR Systems and Operations with Red Hat explained that this is just one area where People and GWS have proactively partnered together. “We saw the value and created a comprehensive tool that details the essential data points required for our line of business (LOB) leaders to make more informed decisions. The initial feedback on the tool is very positive and we intend to use it even more to yield value for the business in the future.”

Frid explained this is a living document. “GWS and People built the template and structure around the tool which incorporates in IT, people and real estate data so we can make the best hiring decisions.”

Another area where GWS and People work together is around mergers and acquisitions (M&A). In 2012, Red Hat completed three acquisitions. In response, GWS and People created their M&A “playbooks” that details what’s required from People and GWS. Other Red Hat functions are also creating their playbooks, which will identify their activities during M&A to improve a seamless integration of the new associates and assets into Red Hat.

“This is another great example of partnership and transparency,” added Frid. “In the past, it was more siloed, but now we’ve developed a cross-functional partnership.”

The core team for M&A consists of: IT, Finance, GWS, People, Tax, Operations, Brand, and Communications. “Collaboration is a huge focus and initiative for us at Red Hat. We’re trying to promote a culture of cross-functional alignment in various initiatives,” explained Youst.

“We thrive on cross functional alignment,” said Frid. “We’re not afraid to get everyone’s ideas and expertise. Nothing’s done in a vacuum because we’re constantly looking across the various groups to get their input. At the end of the day, the best idea wins, regardless of role, and we make it a rule to leave your title at the door. There’s no hierarchy.”

Youst added, “We all wear different hats. Those that succeed at Red Hat play various roles and learn to leverage each other’s strengths regardless of title or role.”

The level of integration among GWS and the

other support functions at Red Hat is quite

extensive. “We view our colleagues in IT,

People, Brand, and Finance as more than just

partners, but ‘end users’ so it’s imperative we

factor in all their requirements,” said Youst.

“Our partnerships vary depending on the

vertical and the specific project or initiative

we’re working on.”

Youst went on to explain that in the

previous structure, it was difficult to

find the time and resources available to

most effectively complete the work. But

now, having an expert strategist leading

each vertical, it has created more time to

strategize and collaborate with GWS’ peers

and have a more focused vision on goals

and milestones.

“By having that high-level specialist leading

each vertical, we’ve been able to bring our

‘A’ game to the table every time. We focus

on what we’re good at and leverage our

partners on their strengths. This makes

everyone more efficient and accountable,

which not only increases the level of

respect and credibility between GWS and

other departments, but also attains better

results.”

Youst noted each vertical has a place at the

table and is an integral part in the process,

but it was GWS that recognized the need

to develop partnerships with the various

groups and who initiated the collaborative

partnerships with IT, Finance, Brand and

People.

“As we continue to grow, we’ll streamline

the process, but it was a game-changer

to make this shift so now we have the

structure in place to handle the growing

needs of the business,” said Danny Seaton,

Director, Facilities Operations at Red Hat.

“We’re now strategically positioned to drive

business relevance. GWS has been the

driving force and is influential in bringing

everyone to the table. GWS is seen as a

business partner that is involved in the

day-to-day and strategic direction of the

company.”

Making it Work

Red Hat is the type of place where everyone

from across the firm wants to contribute

and come to the table with ideas. Youst

explains this is a good thing because even

4


BRAND AND GWS?

GWS also works with the Employment Branding team to promote Red Hat as a great place to work and effectively recruit and retain talent. Kim Jokisch, Director, Employment Branding and Media with Red Hat, works internally to continue promoting the Red Hat brand and culture and create an environment that makes employees want to work at Red Hat.

Even though Red Hat might be a relatively new brand to some, it’s a globally recognized strong brand. “We are very substantial as a brand,” said Louise Dixon Chapman, Senior Manager, Workplace Planning for Red Hat. “To compete with other larger companies, we work together to help ensure we’re a place that attracts top tier talent. We work to create a unified experience and consistent message to make sure

we’re on the same page.”

In order to achieve the creation of its brand within the workplace, GWS works with People and Brand to make sure all three speak the same language. People and Brand identify the language Red Hat wishes to speak and Dixon Chapman is charged with creating a workplace in the most efficient and effective manner possible that aligns with Red Hat’s culture.

The Employment Branding team also markets Red Hat Tower as one of the prime benefits of working at Red Hat. “The new generation of worker wants to work in a place they feel good about,” said Jokisch. “Many employees can work wherever they want - the beach, a coffee shop, home, etc. So working to ensure our office locations are a destination of choice and provide all the amenities our associates want and need is a huge plus for us. Working with Craig and GWS is a big piece of this initiative and having an effective partnership is huge.”

Examples where Brand and GWS have come together and developed some big wins include the following:

1. Interview rooms – Employment Branding and GWS partner to determine the appropriate number of interview rooms needed at each office and tailor those rooms specifically around the “Red Hat experience.” The design is intentionally created for the candidate to “live and feel the culture.”

though there is not always agreement, it allows for the sharing and challenging of ideas across the various

verticals. As a result, the best ideas come to the forefront and individuals are given the opportunity to

challenge themselves in order to determine the best overall

outcome for Red Hat.

GWS at Red Hat reports up to the CFO. The real estate

portfolio is managed in such a way that projects and the

overall portfolio are reviewed by the various departments

(IT, People, Finance, and other GWS outsourced partners)

for appropriate feedback, prior to being presented to the

CFO. As a result, this brings integrity and credibility to the

projects and overall portfolio, and adds to the level of

confidence. GWS actually meets with the CFO directly at

least every four to six weeks.

So how exactly are workplace strategies applied at Red

Hat? The only guidance from the CFO is to make it work

as efficiently and cost effectively as possible. “We gather

benchmarking numbers to determine cost and relevance,”

said Youst. “We engage with the business through various

tools and activities to fully understand how they work most

productively. The guidelines and standards are changed

according to associate and business feedback. We engage

the business in the whole process to make sure we’re

building space specifically for Red Hat, not just reinventing

the workplace because it’s the latest ‘trend.’” Red Hat’s GWS Service Delivery Model

5


2. The Show – Employment Branding produces a quarterly video that presents a glimpse of the business and culture at Red Hat, both professionally and personally. GWS hosts events at every global office for

shared viewings of The Show to further build office community relationships.

3. Red Hat’s achievement of over a billion dollars in revenue in fiscal year 2012 – Employment Branding and GWS worked together with each location office manager globally to plan various types of celebrations around this company milestone.

“Our culture is one of the most important things we have as a company,” added Jokisch. “Having the collaborative mindset to put the

company first and express itself cross-functionally is a key to our success at Red Hat. In Employment Branding, we see this as an opportunity to showcase our real estate.”

One physical manifestation is on the ninth floor of Red Hat Tower in the “community area.” “The ninth floor is a well-designed blend of both work and play,” explained Youst. “There are a number of collaborative areas with technology tools for informal meetings. There is a social area with pool tables, various video games, foosball, etc. There is a sit-down area where many associates mingle during lunch and there even is a stair to an outdoor patio where you find people both gathering and working throughout the day. The various work and play settings are extremely popular and the epitome of what our culture is all about,” he noted.

And Red Hat is deliberate in wanting to showcase their story throughout Red Hat Tower. Colors are bold, the artwork throughout is deliberate with inspirational messages dispersed in strategic locations. The theme of showcasing the Red Hat story flows from floor to floor. Branding the Red Hat environment was clearly a priority in the building’s design.

Red Hat even positioned its interview rooms and vendor meeting rooms to overlook its common areas in a way to showcase the building and team’s energy. “We want to subconsciously sell potential recruits on Red Hat even during the more formal interview process,” noted Jokisch.

The Employment Branding team works closely with GWS to make sure the interview rooms create a good experience and have just the right touch points and feel for potential employees that will tie nicely to the overall workplace experience.

And in order to stay proactive, GWS surveys and engages the employees to help determine what’s most valuable to them. “Continued openness is key to staying on top of the game when it comes to attracting and retaining talent,” commented Jokisch.

“Our employees have a voice and know they have the opportunity to add value and impact the direction of our company and its amenities. I can’t imagine a progressive business not having appropriate partnerships in place. We must stay in touch and share ideas because that ultimately benefits the company and the employees. We’re in a very forward thinking culture,” she added.

John Adams, Director, Brand Strategy & Management at Red Hat noted to some it might be unusual for the Corporate Brand and GWS to be in sync, but not at Red Hat.

In fact, one member from the GWS team acts as the brand representative, and in turn a member from the Corporate Brand team represents and interfaces with GWS. As a result, it allows both groups to be in constant communication.

“Having the collaborative mindset to put the company first and express itself cross-functionally is a key to our success at Red Hat.”

6


Allison Harris, in GWS, serves as the liaison between Corporate Brand and GWS. According to Adams, it makes sense to have this liaison type of role. “Allison works on projects and schematics to provide the right levels of branding solutions,” he explained.

“At Red Hat, our brand and workplace culture are intrinsically linked,” said Adams. “The brand is the people and the culture is the brand. We have to make an explicit effort to guard and protect the brand inside Red Hat, as well as outside.”

Adams went on to explain his group has a job as owners of the brand to have an affinity with and the opportunity to influence employees’ surroundings. “We are not a company that spends a lot of money on advertising. The face of the brand and how it comes to life is through the experiences we have at work. We work closely with the People team and GWS to ensure the workspace is something special, and working with GWS is a great way to market the Red Hat brand.”

As the owner of the corporate brand, Adams says it’s important to know how to get our associates to live it. “We do this through furniture, wall décor, ergonomics, and community space in an effort to promote interaction among employees.”

It’s clear, the design and workplace culture of Red Hat Tower is centered on themes such as being innovative, forward-thinking, open, fun and collaborative.

“The element of our brand that is most important is authenticity. Your workplace brings your brand to life, and our facilities across the globe act as the face of our brand,” commented Adams. “We have to always be thinking about the experience we want our employees and customers to have when they walk in the door.”

BEYOND RED HAT TOWER

The design and branding of Red Hat goes way beyond Red Hat Tower in Raleigh, but occurs globally at its other locations as well. “We’re growing in locations outside the U.S.,” said Harald Hinderer, Regional Director for the People Group in EMEA. “Therefore, the need to collaborate not only globally with our partners across the LOBs, but also on a local basis is important. It’s a good challenge that will not go away, and thankfully, corporate leadership sees this and as a result, we do not operate in silos.”

Red Hat is flexible with its branding themes and corporate workplace practices in its locations across the globe in order to determine what works best based at each location in order to create the best workplace experience for their employees.

“We’re not shifting power, but distributing it. Because, it’s not about weak or strong, but where the accountability belongs,” said Hinderer. “We’ve done a great job of enabling our employees to collaborate independently, if you will, so not everything needs to be run by Corporate Headquarters, especially when it comes to the workplace and its impact on the organization within that respective region. Ultimately, it comes down to what makes the most and best sense in that location.”

This mindset follows a common theme and mission of Red Hat to create an environment that makes it a great place to work. “It’s one of the core principles at Red Hat. GWS is an extension of the people and our primary focus is to unite workplace with Red Hat brand and culture,” said Youst.

WHERE DOES FINANCE FIT IN?

One can’t continue to expand without the support of the ones that control the purse strings. And that’s where Finance fits into the equation. At Red Hat, Youst explained that Finance focuses on supporting the investment of real estate and effectively “signs off on the budget.”

“We have a close partnership with GWS and we educate each other on the complexities of market expansion and understand this can be an attraction and retention focus,” said Scott Patrick, Manager, Financial Planning and Analysis with Red Hat.

“We’re not shifting power, but distributing

it. Because, it’s not about weak or strong, but where the accountability

belongs.”

7


“We work hand in hand with Finance because that group has to be a big advocate as we efficiently manage our real estate footprint,” explained Youst. “I want Scott’s team to have the confidence that GWS is investing in the right locations and understands the why’s, what’s and how’s.”

And the more Finance understands GWS’ approach and its mandates from the LOBs, the better. Therefore, as with other functions, a conscious effort is made to partner with Finance. Operating and capitalized budgets are shared, including benchmarking data to support proper spending, and key drivers are discussed on a continual basis.

Accurately predicting headcount planning has been a big win with Finance and GWS. “I have a lot more comfort when Scott and his team endorse a specific headcount. Finance is able to view from a different perspective, which provides a much bigger picture. This makes GWS more confident in knowing exactly where we need to grow,” added Youst.

Having a collective decision-making mindset makes Red Hat more mature and better positioned when the company might not necessarily have to acquire more real estate.

“It has to do with the collaborative nature we have developed,” explained Patrick. “We are more than just numbers. It’s important to be recognized as a contributor to the business and it’s a delicate balancing act to provide support at the appropriate level.”

GWS also works with Finance to justify business and technology tools in the workplace that ensure associates are as productive as possible. Whatever associates feel will help them function best, GWS considers and supports so they have the appropriate amenities to be fully engaged.

Just like with Brand, GWS also has a finance person on its team that acts as a liaison between GWS and Finance. “Having this individual has paid off tremendously because it more closely aligns our two groups. Emphasizing Finance lingo – impact on earnings per share, discounted payback, return on investments, etc. – while leveraging benchmarking and other pertinent data to support GWS initiatives and strategies ensures all of us are rowing in the same direction. We understand each other’s priorities and quickly move forward,” said Youst.

“CONNECTING” WITH IT

The relationship between GWS and IT has grown tremendously the past few years. It started many years ago and matured greatly with Red Hat Tower, but it has grown significantly since then.

“When we go into a massive project or strategic initiative, having a partnership with GWS and other functions allows us to bring to light ideas we might not have previously considered,” explained Jim Palermo, Senior Manager, IT Regional Infrastructure with Red Hat. “What’s most impressive, is we’re open and transparent to the challenges we have. IT has many touch points with GWS, and from an operations standpoint, we’ve developed a great model. We talk about what’s working, most productive and constructive, always having the common goals of the company in mind.”

As Red Hat continues to grow domestic and internationally, there are always projects occurring across the globe. “We have over 80 offices across more than 30 countries and those international locations are not shy about identifying challenges and potential solutions,” added Christian Huettermann, Director, Information Services with Red Hat. “Our business and workforce works in a ‘decentralized’ state. The various localities have to work hand in hand, and being able to support those offices across the various groups is important.”

Red Hat’s IT department is doing more around standards regardless of the region. And most important, having the ability to work together with members from GWS and develop joint standards around design is a huge win. IT and GWS work very closely in the tiering of Red Hat offices (core, critical, satellite and managed).

In Red Hat’s newer tier one buildings (those considered core) GWS works with IT, Finance, People and Brand in raising the bar on the employee user experience. “It comes down to talking to our employees and working with our internal communications

8


team to determine the best, most efficient way to communicate the capabilities of the office and how Red Hat employees can ‘consume’ it,” said Youst. “How we raise productivity and determine how employees use the workspace more effectively is what it’s all about.”

Red Hat’s workforce is becoming more mobile and in the near future, wireless will be ubiquitous. So determining how Red Hat makes the remote employee experience more personal and recognizable is a top priority for IT.

BRINGING IT ALL TOGETHER

“The good thing is we have the right mindset,” said Huettermann. “We have an open source mindset and collaborating with our peers in GWS, Finance, People and Brand is at the heart of what we do and want to accomplish.”

Over the next few years, Red Hat’s expansion is expected to continue outside the United States. As a result, it’s very critical to have as much standardization as possible, yet be flexible to take local cultures into consideration. Having the right personnel involved from across all LOBs, including those at that exact location is critical to the overall success of the team. “Having the right partners and standardization brings so much value,” added Palermo.

So, GWS, IT, Finance, People and Brand all come together to help analyze where the company should expand, its projected head count analysis, appropriate technology that will need to be in place, the design of the office, and amenities needed. From that, Red Hat is able to determine what it needs to build. “Our CIO is all about having employees and customers walk in from anywhere and the office be recognizable as Red Hat. The details may be different depending on regional and cultural influences, but the overall experience is very similar,” said Palermo.

“Identifying opportunities to bring the world together and find technology solutions to service our employees across the globe, is going to be the real ‘game changer’ as we move into the future,” said Palermo.

“This is truly a partnership and one that continues to grow,” added Huettermann. “Of course, there are many challenges, but ultimately we share common goals and work together to bring our functions together to enable us all going forward. By doing this, Red Hat can continue to expand its footprint and the growth of the ‘mobile’ employee continues.”

The shift in technology continues to have a drastic impact on the workspace and what employees want internally and externally. The real value comes when all the factors are added together and looked at holistically.

“We’re not without issues,” said Palermo. “The trick is determining what you do about it and keep communication and an open mind. Having a clean process and willingness to go through different steps, and continue streamlining will make the process flow more efficiently and seamlessly.”

The results transcend the traditional confines of real estate and partnerships with other functions. GWS has been able to take what initially began as a project team with Red Hat Tower and has developed this partnership to the next level. While it’s not a “formal” structure with clear reporting lines and one leader, it is formal in that GWS collaborates seamlessly with its partners in IT, Finance, Brand and People. This super nucleus model is not uncommon at Red Hat and is seen as an integral part of its company culture throughout the organization.

9


Arenas where Global Workplace Solutions works together with IT, Finance, Brand, and People

IT:

• Collaborate on Discovery Session #1 of our Workplace Strategy Tools

• Partner on the use of audio video and other technology tools (e.g. calendar keypads, digital messaging, etc.) within the

workplace

• Partner on the Total Cost of Headcount analysis

• Partner on the four Office Tiers (i.e. Core, Critical, Satellite, Managed Services) to deliver consistent service levels internally

• Partner on Business Continuity and the importance of having a “place” to do business if and when an emergency occurs

FINANCE:

• Collaborate on Best Practices and Benchmarking to ensure our Workplace investment is in line with market, competitors,

and our own Brand

• Partner on Financial Process and Cost Transparency to maximize our investment strategy and support our Office Tier service

level delivery

• Partner on workforce forecasts in all markets and business units to leverage acquisition and/or disposition of real estate

• Partner with the Global Expansion Committee to fully evaluate new market and real estate expansion opportunities

• Leverage our Shared Services Model from an Operations perspective, supporting the Finance function in many global offices

BRAND:

• Partner on all Brand graphics within Red Hat workspace

• Align our Space Standards (i.e. “SharedSpace”) with our Brand and Culture

• Partner on the four Office Tiers (i.e. Core, Critical, Satellite, Managed Services) to deliver consistent service levels internally

• Maximize brand exposure while balancing culture and investment

• Leverage our workplace as an Attraction and Retention tool

PEOPLE:

• Partner on the Total Cost of Headcount analysis

• Partner on internal and external public relations that highlights the SharedSpace model and Red Hat workspace

• Partner to align our workforce strategy with our real estate investment globally

• Work with Red Hat University to highlight global initiatives like our Sustainability Story and Safety & Health Management

Program

• Partner on our Ergonomics Program, specifically involving Associates requiring special accommodations

• Leverage our Shared Services Model from an Operations perspective, supporting the People function in many global offices

• Collaborate on areas like wellness to ensure our fitness areas and food services align with healthy habits provided to our

Associates

• Leverage our workplace as an Attraction and Retention tool

• Partner with Employment Branding on interview rooms

• Partner on communications to associates to ensure messages are culturally aligned

the red hat way building and transforming effective ... partnerships - final.pdf1 red hat, the...

Documents