Companies with conscious culture: Shoprenter @
3 min read

Companies with conscious culture: Shoprenter @

Companies with conscious culture: Shoprenter @

We asked Dénes Zombori, Head of HR at Shoprenter, to summarize their experiences about

With the Shoprenter team, we are considered Early Adopters since we started using in November 2020.

The interface, the rules of the game and what has changed a lot since then.

It certainly helped a lot that the development team was open to our questions and requests, and we weren’t reluctant to collect and send feedback to them.

In the first months, it was possible to give feedback based on predefined values, which we later switched to our own core values. We were lucky to have 7 core values.

Many struggle to deepen their core values ​​among colleagues, and we communicate with them wherever possible.

One thing is for sure, meeting them every day on the slack channel, the interface of, means a lot to better understand and accept the values ​​for everyone.

The system also allows for experimentation, as we are constantly monitoring the redemption of the collected points, we are updating the list to add an extra incentive to the system, but I have to say that based on the data, I see that they are not used for proven gifts. people. If I didn’t upload the gift list, I might not even know what to win, yet as soon as I have the opportunity, I’ll be happy to give you the points and it’s a good feeling to see if I get it too.

Starting from the first month, we keep detailed statistics, for which the reports were initially sent separately by the developers, now available with 2 clicks on the interface.

This is how we keep track of who gave, who got the most points, along which values ​​the recognitions changed from month to month.

Of course, a tool does not change basic habits within an organization, but it can help a lot in motivation. In our 70-person team, we give each other an average of 280 feeds per month, which means an average of 4 feeds per person.

It doesn’t seem like much at first, however, seeing 270 accolades on a slack channel or on the interface of is a whole different feeling. We see things spinning, we can see the progress of many projects, we see people working together, helping each other in difficult moments. It’s always uplifting, not just for management, but for the whole community.

Measuring how many points given, it's a great HR tool. By seeing who is allocating all of their available points from month to month, we can also identify the drivers of our organization who are doing their best to keep the corporate feedback culture alive and not just talk about it. These colleagues need to be appreciated, their helpful intentions need to be acknowledged, because they can evoke many good moments and extra motivation in-house.

The colleague who collects the most points at is highlighted at our Company Meeting every month, and there was a special applause at our year-end dinner for our staff who collected the most points and gave the most points each month.

In a year and a half, we can say that this momentum has not drowned out in a few months, and we see that our colleagues still love to give and receive.

With, management is given a tool to decentralize team motivation, so if management sets a good example, it can very quickly multiply the “good habit” among employees here.

So I boldly state that with the application we have a powerful culture-shaping tool.
Head of HR at Shoprenter