In an era where flexible work models are increasingly becoming the norm, Pella Corporation stands out for its strategic approach to hybrid work. John Bollman, EVP and CHRO at Pella, shared the company’s journey and insights into how hybrid work has become an integral part of their talent strategy. Bollman, with extensive experience in human resources across various companies, has been at the forefront of Pella’s adaptive strategies since joining in December 2019, and he shared his insights in an interview with me.
Embracing a People-Centric Culture
Pella Corporation, a leader in the window and door manufacturing industry, is approaching its 100th anniversary. With over 10,000 employees spread across 20 manufacturing sites and numerous showrooms nationwide, Pella has a significant operational footprint. Despite its manufacturing-centric operations, Pella has placed a strong emphasis on building a people-centric culture. Bollman highlighted that Pella’s CEO and executive team are deeply committed to this approach, recognizing that their people strategy is crucial for achieving operational excellence and accelerated growth.
“We’ve been very deliberate in our choice of calling it ‘building a talent advantage’,” Bollman explained. “Our CEO is very clear that this is the most important part of our strategy because, honestly, it’s all about people. We are a people-centric company, and a big part of that is focused on talent development and growth.”
Navigating the Pandemic with Flexibility
When the pandemic struck in early 2020, Pella, like many companies, had to pivot quickly. For a manufacturing company, this meant keeping the frontline workforce protected while allowing as much flexibility as possible for other employees. Bollman described how the initial response involved significant measures to ensure the safety and well-being of their manufacturing team members, while non-manufacturing staff transitioned to remote work.
“We worked this way until April 2023, with more people starting to spend time in the office towards the end of 2022 and early 2023,” Bollman noted. “There was no requirement for them to come in; it was more about working directly with their functional leaders to figure out what made sense.”
Implementing a Hybrid Model
By April 2023, Pella had gathered ample feedback from its employees, embracing its identity as a learning organization. This feedback-driven approach led to the formal adoption of a hybrid work model that balanced flexibility with the need for in-person collaboration.
“We support flexibility and understand that hybrid work is here to stay,” Bollman said. “We encouraged team members to have anchor days in the office—Tuesday, Wednesday, and Thursday—but still kept it in the hands of functional leaders to determine what made sense in their respective areas.”
The hybrid model includes providing onsite food, organizing events to foster engagement and socialization, and scheduling key meetings on anchor days. Bollman emphasized the importance of these measures in maintaining a cohesive and collaborative company culture.
Benefits of the Hybrid Model
One of the key benefits of Pella’s hybrid work model is enhanced collaboration. Bollman pointed out that in-person interactions facilitate more effective problem-solving and decision-making, which is vital for maintaining Pella’s differentiated culture. This is particularly important for new employees who joined during the pandemic and need to experience the company culture firsthand.
“There’s value in in-person work because you have the chance to collaborate with each other and work on issues more effectively,” Bollman said. “Our culture is differentiated, and it’s crucial for new employees to understand and experience it.”
Addressing Challenges
Despite the benefits, transitioning to a hybrid model has not been without challenges. One major challenge has been ensuring consistent collaboration among employees working in different locations. Effective communication is key to overcoming this, and Pella has invested in training and resources to help managers improve their communication skills.
“We found opportunities to learn and grow in how we manage communications within the organization,” Bollman explained. “We emphasized the importance of cascading communications effectively and provided tools and support to help leaders be more effective communicators.”
The Future of Flexible Work at Pella
Looking ahead, Bollman believes that hybrid and flexible work models will continue to play a crucial role at Pella. The company’s commitment to understanding and meeting the needs of its employees, while ensuring alignment with its strategic goals, will be essential in maintaining a competitive edge in the war for talent.
“We need to understand what’s right for the company and our respective teams,” Bollman concluded. “Hybrid work and flexibility are important for ensuring we have the right talent and capabilities in our organization. We’re seeing more and more people choosing to come into the workplace, and we will continue to listen to our team members to ensure we address any issues or concerns.”
Pella’s strategic approach to hybrid work, grounded in a strong people-centric culture and continuous learning, sets a valuable example for other organizations navigating the complexities of modern work environments. By prioritizing flexibility and collaboration, Pella is not only adapting to the present but also preparing for a resilient and dynamic future, and I intend to highlight Pella as a role model to my manufacturing clients who feel frustrated by their current hybrid work arrangements and want to improve.
About the Author
Dr. Gleb Tsipursky was named “Office Whisperer” by The New York Times for helping leaders overcome frustrations with hybrid work and Generative AI. He serves as the CEO of the future-of-work consultancy Disaster Avoidance Experts. Dr. Gleb wrote seven best-selling books, and his two most recent ones are Returning to the Office and Leading Hybrid and Remote Teams and ChatGPT for Thought Leaders and Content Creators: Unlocking the Potential of Generative AI for Innovative and Effective Content Creation. His cutting-edge thought leadership was featured in over 650 articles and 550 interviews in Harvard Business Review, Inc. Magazine, USA Today, CBS News, Fox News, Time, Business Insider, Fortune, The New York Times, and elsewhere. His writing was translated into Chinese, Spanish, Russian, Polish, Korean, French, Vietnamese, German, and other languages. His expertise comes from over 20 years of consulting, coaching, and speaking and training for Fortune 500 companies from Aflac to Xerox. It also comes from over 15 years in academia as a behavioral scientist, with 8 years as a lecturer at UNC-Chapel Hill and 7 years as a professor at Ohio State. A proud Ukrainian American, Dr. Gleb lives in Columbus, Ohio.
