there are several ways Patagonia goes beyond what would typically be the traditional rewards benefits pay a part of that's embedded in the culture at Patagonia we have on-site childcare it's really around a philosophy that you can parent all the time we have a culture of if the surf is up then go surf so we you know allow those things to happen we have a lot of people who want to do things for the environment so after a year he's been with a company will pay for two months of leave so that you can volunteer we recently put one in place called 980 where we closed the office every other Friday so a lot of our other things that are not traditional tend to be around how we leaning into the people that we're hiring and what matters to them we try to offer menu which allows people to kind of pick the benefit that matters most to them we never have a lack of feedback they're very vocal but we also asked so for example when we implemented the new schedule we'll be partnered with a local university on a pre and post survey to understand how did that impact to you we weren't just interested in productivity we want to send how did this impact your life and overwhelmingly we found people were spending more time outdoors making longer vacations they had better relationships with their spouse and their children and oddly enough they were more productive when we started rethinking rewards at Patagonia one of the things that we did was separate base pay in bonus so if you have a great year you're gonna get a great bonus and then we look at base pay separately if you increased your skills to market over that past year you're gonna get in change your base pay and it's been really well received at Patagonia when I got to Patagonia the performance management system was also very traditional it didn't match the culture at all we looked at it we decided let's really tap into the power of the crowd so tap into the feedback of the people that matter in terms of how are you doing on a regular basis we layered in court early feedback check-in sessions using that feedback we also got rid of the rating system so the combination that changed and performance management connected to the changes in compensation have really led to a lot more efficient way of handling performance so what is the impact of all this the actual outcomes of HR by having this brand that really aligns with our customers and that we stick to we have more applicants than we can go through typically we have ridiculously low turnover so we don't spend the money most people spend on training ramped up and even recruiting we have women represented at every level of management including a female CEO and the equal number of men and women on the board of directors it really isn't about public or private or big or small to some extent I really think it's about courage if you have a value and you truly believe that is a value of the company then you better support it ridiculously and if you don't have a way of supporting it ridiculously within an HR policy a program a benefit or a reward my question whether it's a value you [Applause] [Music] you