How we earned a spot on the Fortune Best Workplaces in Technology list for 2021

To say 2020 was a difficult year doesn’t even come close to articulating the challenges we, like so many organizations worldwide, faced as a company. But our leadership was incredibly focused on keeping our employees safe and empowered to continue supporting our customers — some of whom were on the front lines providing essential services and products.

So, it is an especially meaningful honor that Hyland has once again been recognized in the Fortune Best Workplaces in Technology list for 2021. One of the reasons we made the list was the way employees and leaders alike responded to COVID-19 with a continued focus on supporting one another and working to create a great workplace for all of our employees.

For background, Fortune compiles this list based on surveys from Hyland employees located in the United States only. And we are thankful for the dedicated, passionate people who help us continue to grow as a business — around the globe.

After all, we have more than 4,000 employees in 37 offices worldwide. As we state in our core values, we strive to treat each one of these employees as family. We believe caring for one another and helping each other achieve our maximum potential not only makes a great place to work, but a great partner to do business with.

Clearly, our employees agree.

Growing from strength to strength

We are also excited to welcome new members to the Hyland family over the last year: Nuxeo, Alfresco, Another Monday, Streamline Health ECM and Learning Machine. They’ve not only joined a great place to work, but their expertise empowers us to align with the business needs of our customers, while continuously innovating our solution offerings.

Another Monday’s feature-rich, end-to-end robotic process automation solution, for example, extends Hyland’s process automation capabilities to enable a next level of digital transformation for all our customers. Meanwhile, the addition of Alfresco’s cloud-native solutions augments Hyland’s range of content services offerings and provides new opportunities to engage with the open-source community for product innovation.

“Hyland and Alfresco’s technology, focus and regional presence complement each other so well, it’s a force multiplier for our customers and partners,” said Justin Torkelson, associate vice president of mergers and acquisitions at Hyland.

Lessons from 2020

With the unprecedented events of 2020, Hyland had to respond immediately to shifting business needs — while ensuring employees and customers that their health and wellbeing were of the utmost priority. We’re not out of the woods just yet, but now is a good time to reflect on the lessons learned over the last year and how we all can continue to grow.

Here are some of the key lessons we learned:

1. Delivering steady and transparent leadership

When COVID-19 began to hit our communities, Hyland’s leadership team took immediate steps to communicate openly and honestly about operations and financials. With the intense uncertainty of the year, it was important for our leadership team to be a steady beacon employees can look to.

We accomplished this through weekly briefings with President and CEO Bill Priemer that included important updates that are always available on our company intranet, and regular email communications from managers. The open line of communication in place reassures employees each week that Hyland is stable and able to support employees in all the different ways they now need. Which, in turn, empowers them to continue providing the best support possible to our customers and partners.

At the same time, communication is a two-way street. So it was not only important to provide clear communication from the top down — we also had to ensure that employees knew management was listening to them as well as supporting them. We accomplished this with extensive surveys and clear avenues for feedback.

“We’re focused on keeping our employees as healthy and safe as possible as we continue to operate as an essential business, supporting critical organizations such as hospitals, government agencies and financial institutions and the people and communities they serve,” said Priemer. “We identified ways we can immediately help customers address needs related to empowering remote workforces, ensuring business continuity, responding to staffing impacts and scaling for system demand.”

2. Providing support wherever needed 

We were also ready to support the leaders in our company, equipping them with online resources and conducting leadership meetings dedicated to best practices for leading in times of uncertainty. Guidance on how to meet employees where they were, coupled with our long-time culture of flexibility, meant that employees had the support they needed to adjust their working and personal lives at their own pace.

With employees facing stressful situations out of our control, Hyland quickly launched programs and resources to address anxiety, productivity, parenting and caretaking, staying healthy and staying connected. With our strong culture as a foundation, we were able to create and adjust programs quickly, offering a virtual community that continues to address the uniqueness of everyone’s situations.

3. Addressing mental health and wellbeing

When the pandemic hit, we quickly moved to make mental health a priority and provided resources available to the global Hyland community. We continue to take wellness seriously with creative options that provide support and encourage a positive mindset.

This includes aspects from providing tips for wellbeing while working from home to virtual group meditation and mindfulness sessions. We also offer sessions with a wellness manager, behavioral health therapist and dietician.

Additionally, we encourage Hylanders to support each other as well as their respective communities by giving back. Besides donation matching, holiday donation drives and global giving programs, opportunities unique to 2020 included funding supplies to make personal protective equipment for healthcare workers, donations and volunteer opportunities for frontline workers and various new corporate social responsibility programs.

4. Delivering ongoing, online learning and engagement

Hyland responded to increased employee interest in virtual training and education by providing even more opportunities than before. We did not cancel any programming, but instead, fully converted it to virtual, offering interactive experiences of equal impact and experience to our global workforce.

Our online resource library saw a huge spike in participation, with 300 to 400 percent completions in work-from-home education, self-help and career development. Other virtual learning opportunities and resources have included leadership summits, a new continuing education program for leaders, webinars and mentoring circles.

5. Remembering to have fun!

Hyland has always been a fun company. Even in the face of COVID-19, we are resilient, collaborative and family-first. In 2020, we found new ways to connect and have fun — from countless virtual happy hours to a “Quarantine Cooks” video series and a Zoom background contest.

We even got to know each other’s pets — ranging from cats and dogs to horses and ferrets — featuring them on our social media accounts. At a time when we may be feeling isolated, it helps to know we’re all in this together — and we’ll all be better and stronger for it.

What’s next?

Although we’re not sure what life “after” COVID-19 will look like, we look forward to taking these lessons and applying them to continue to be a great place to work.

As challenging as 2020 was, it helped us to rely on and build on our strengths. Helping each other in trying times, providing a flexible workplace to meet ever-changing needs and constantly pushing ourselves to improve is the right thing to do for our employees, customers, partners and communities — every year.

Debbie is senior vice president of Human Resources at Hyland. Debbie joined Hyland as Human Resources Manager in 1997. In her role, she is responsible for the development and implementation of the company’s human resource strategies and programs. Her responsibilities include: management of international and national employment relations, employee training and development, compensation management, benefits development and administration, Federal and State compliance, recruitment, and performance management.

Prior to joining Hyland, Debbie held a position in employee benefit sales and service, where she developed an extensive knowledge of benefit design, implementation, compliance and administration. Debbie holds a Master of Public Administration, as well as a B.S. in Education from Cleveland State University.
Debbie Connelly

Debbie Connelly

Debbie is senior vice president of Human Resources at Hyland. Debbie joined Hyland as Human Resources Manager in 1997. In her role, she is responsible for the development and implementation... read more about: Debbie Connelly