understanding the best ways to work with teammates. Goodway Group uses Predictive Index (PI) behavioral assessments, which measure factors driving employee behavior and work style and highlight collaboration and communication preferences. Our Team Success Partner interactive sessions offer deeper insight into PI assessments – improving teammate collaboration while building trust.
In our remote-first environment, tools such as Oculus (VR) headsets offer unique, fun ways to collaborate. We recharge connections with two annual all-company trips and additional team off-site trips for critical projects. Employees collaborate on projects from start to finish and use retrospectives to debrief to continually improve.
we’re building it together through transparency, continued dialogue and a growth mindset. With programs like Personal Innovation Experience (PIE), a dedicated group of Goodway Group employees focuses on the immediate future through fast upskilling and innovative thinking rather than traditional roles. Employees have ownership of our future as leaders promote transparency and encourage questions. Our CFO shares monthly finance results videos and posts them on Microsoft Teams, where employees ask questions and receive real-time answers. Our Goodway all-company summits focus on our future-state vision and include time for planning sessions, where employees apply design thinking to help formulate strategic projects.
creating a dialogue and actions in response to employee feedback. Goodway Group consistently seeks feedback through quarterly pulses, team health monitors and our annual engagement survey. Goodway Council, a peer-nominated group representing Goodway teams during monthly conversations with executive leaders, gives employees a voice. Council often receives critical messages in advance to offer feedback and ask clarifying questions. Council-generated ideas have the power to make a significant impact across the company. In 2022, Council shared with People Experience (PX) how employees were concerned about rising inflation, and the conversation resulted in a one-time stipend for every employee.
making career relevancy a priority and supporting employees’ aspirations within Goodway Group or beyond. Learning is a key cultural pillar of ours, and we recognize everyone’s career journey is unique. That’s why Goodway offers multiple growth paths – growing in your role, moving into management or stretching into a new space. With Degreed, our social learning platform, employees can share podcasts, articles, books and more. Our CEO models continual growth through his This Month I Learned (TMIL) video series. Our biannual summits also offer another way for Goodway employees to learn during industry topic or power skill sessions.
we’re all on the same team, working toward the same goal. Rather than values, Goodway Group looks to our 23 Behaviors, categorized by heart, smart and grit, for guidance on everything from communication to innovation. Each week kicks off with a company newsletter announcing the Behavior of the Week and a prompt for employees to share advice or personal stories on a dedicated Microsoft Teams channel. As our organization grows and evolves, our Behaviors reflect that with new additions such as Have Healthy Debate and Pursue Thoughtful Disruption, and we alter or retire Behaviors when they no longer serve us.
rooted in connection and shared experiences through well-being programs and company events. Goodway Group brings its entire remote workforce together twice annually to strengthen team bonds and create new connections. Employees can opt in to fitness classes or sightseeing excursions plus enjoy unique evening events like mechanical bull riding and silent discos. Our RISE (Respect. Inclusion. Support. Equality.) program offer monthly discussions we’ve coined GoodTalks, which give employees an open forum to discuss diversity, inclusion and belonging topics in a safe and respectful environment. Goodway’s recent community hubs relaunch also allows employees to connect in person through volunteering.
engaging with employees and openly discussing topics that impact our business. During Dedicated Development Day (D3), Goodway Group discourages internal meetings to focus on employee growth. Our CEO models this behavior by joining live learning sessions such as “Unpitchable” to share insights from challenging client pitches to how to win new business. Monthly Council meetings provide another opportunity for our CEO to speak directly with a peer-nominated employee group who then relay info to their teams. Employees can speak with our CEO on Microsoft Teams or video chats, and Goodway also hosts Town Halls where leaders answer questions live.
reviewed frequently from the employee perspective as we strive to offer benefits valuable to the team. Goodway Group employees enjoy an open PTO plan, which includes a minimum of 15 days off annually. Flexibility continues to be a high priority for employees, so Goodway offers Summer Fridays – where we close at noon throughout the summer months. We also observe Flex Fridays year-round, avoiding internal Friday meetings and encouraging employees to start the weekend early once urgent tasks are done. Every seven years, we offer employees a four-week paid sabbatical and highlight their time away in our culture-based newsletter, The Goods.
Hello, we’re Goodway Group! A new kind of marketing partner. We’re passionate about helping ambitious advertisers achieve their goals. We understand in this new economy marketing can be challenging, but we’re here to guide you through it with our platform-agnostic approach and unmatched expertise. As your partner, we’ll immerse ourselves in your business to uncover new opportunities that drive your success. Every customer touchpoint is an opportunity to build your brand, and we use data and predictive intelligence to optimize your messaging across the entire journey. Let’s achieve your goals together – we’ll support you every step of the way!
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