Hachette Book Group prioritizes teamwork and effective communication which helped it become a best company to work for in the publishing industry. After an acquisition, Hachette established committees and forums to communicate with employees and address issues. This open culture and focus on employee inclusion and well-being through flexible schedules, training, and social events helps foster employee satisfaction and pride in the company.

2. Hachette Book Group’s‘team’approach helped make it the
Best Book Publishing Company toWork For (and maybe it’s a
little about the parties,too). By James Sturdivant
AboutHot
What’s So
Hachette?
‘‘I
think publishing is the greatest team sport
invented,” says DavidYoung, chairman and
CEO of Hachette Book Group (HBG).
“We work hard to have fun and celebrate
success, and deal with problems as a team.That’s what we
try [to] foster here.”
Teamwork:ToYoung and others at Hachette, it’s much
more than just a vague notion. It’s a guiding philosophy, a
strategy cultivated during difficult, transitional times, and
one that has helped the company grow.It’s also one of the
main reasons Hachette has been selected as this year’s“Best
Book Publishing Company toWork For.”
A Little Communication Goes a Long Way
When Time Warner Book Group was acquired by Ha-
chette Livre in April 2006, executives of the newly chris-
tened Hachette Book Group quickly realized that effective
communication would be key to a smooth transition.
“When we went through that process, we had to re-
design everything,” says Young.“I think we’ve been very
clear and work hard to make sure all employees under-
stand what it all means to them.”
Right after the acquisition, which involved a major
internal reorganization and a move to new headquarters
(though,Young says with obvious pride, no attrition of
Back Row (L to R): Dylan Hoke, Production Director; David Young,
Chairman & CEO; Sophie Cottrell, VP, Communications Director; Amanda
Brown, Subsidiary Rights Manager; Andrea Weinzimer, VP, Human
Resources. Middle Row: Melanie Chang, Executive Director, Publicity
& Communications for Little, Brown Books for Young Readers; Andrew
LeCount, Director, National Accounts. Front Row: Karen Thomas,
Executive Editor, Grand Central Publishing; Tom Maciag, EVP & CFO
PhotoByPaulGodwin.com

3. staff), the company established a Pulse Committee, which al-
lowed representatives from every department in the company
to meet regularly, share information and evaluate progress.
Young also set up CEO Inbox, a forum inviting employees to
share comments, suggestions and concerns (anonymously, if
desired) directly with the CEO.
“It’s quieted down a lot recently,but you can imagine when
we were first acquired and were moving our business from 6th
Avenue to Grand Central,there were a lot of questions,”Young
says.“I think we make ourselves very available and listen care-
fully to the issues that are raised by our employees.”
This ethos of openness and inclusion has carried over into
day-to-day operations at Ha-
chette, according toVice Pres-
ident of Human Resources
AndreaWeinzimer.
“I don’t know many places
where you can walk into a
CEO’s office just on a regular
basis if you so desire, and be
welcomed,” she says. “And by
‘you,’ I mean any employee at
any level can make an appoint-
ment with [Young] and talk to
him.”
New-hire breakfasts hosted
by Young; informal lunches
(where Young meets with
representatives from various departments); annual meetings
offering detailed accounts of goals, strategies and financial
standing—all are further examples of internal connectivity and
openness,Weinzimer says.According toYoung, even the presi-
dent of parent company Hachette Livre, Arnaud Nourry, has
been known to walk the floor at all-employee meetings and
sales conferences, taking the time to interface with attendees.
“There’s a collegial culture here, and I think that’s why
people love being here,” Weinzimer says. “People enjoy one
another and enjoy their interactions with each other, and ap-
preciate how their managers feel about them. In fact, when we
do employee opinion surveys,across the board we hear that‘my
manager cares about me, as an employee, but also as a person,’
and that they can go to their managers and talk about issues and
be respected for who they are.”
Pride in Product … and Parties
Effective communication, Young and Weinzimer say, does
more than just instill confidence. It also makes a real differ-
ence in how people feel about the products they produce.
This is especially important with large numbers of employees
working away from NewYork—at a large distribution center in
Lebanon,Ind.,as well as in Nashville and Boston.The company
prides itself on its ability to balance autonomy with a unity of
focus among its various divisions.
“As an organization … I think the whole company knows
what we are trying to achieve,”Young stresses.“We don’t do any-
thing in isolation,we go out and communicate the‘why’of what
we are doing, and I think people appreciate that, even if they are
not working on [a given project].”
Staff across the board,Young says,“are interested in the busi-
ness of book publishing, whether they are directly working in
editorial sales or not.”
Twice a year, employees are given free, hand-picked books
from the company’s catalog; when the fourth installment of au-
thor Stephenie Meyers’“Twilight Series” for young adults was
released this year, every employee got a copy of the book.The
company also encourages its authors to do book signings for
employees and promotes tie-in activities connected to book re-
leases.
When a company initiative spawns a big success, that be-
comes a reason to party—not that folks at Hachette have any
trouble finding excuses to throw a bash.
The success of Meyers’ books—whichYoung calls Hachet-
te’s “Harry Potter moment”—and a National Book Award for
Sherman Alexie’s “The Absolutely True Diary of a Part-Time
Indian” have both been occasions to celebrate this year. This
comes in addition to a host of annual company events: Cinco
de Mayo parties in Indiana, ice cream socials in Boston (where
senior managers can be spotted wearing aprons and wielding
scoops), and, in New York, an annual picnic in Central Park.
Held indoors this year due to rain, the “picnic” nevertheless
included a popcorn relay,Wii room, karaoke, poker and board-
game championship.
“We were worried about it [being indoors], and it turned
out to be such a blast,”Weinzimer says.
(Right) The ice cream social at
Hachette Book Group’s Boston
office: (left to right on the scooping
side): Larry Feldman, CIO; Richard
Coe, vice president, fulfillment; and
Paul Gore, CTO.
(Above) Hachette Book Group
Chairman and CEO David Young (left)
faces off with Neil DeYoung, director,
digital media, in a popcorn-carrying
contest during the company’s
summer picnic.

4. It Pays to Listen
Celebrations tailored to each work site are only one element in an
approach to employee well-being grounded in responsiveness.Lis-
tening and responding to employees resulted in the development
of a comprehensive flex-time policy,which includes telecommut-
ing and reduced work-schedule options in some circumstances.
Schedules also can be temporarily changed to accommodate sea-
sonal activities,and family leave and back-up childcare options are
offered.
“It’s not just for parents; it’s for anyone who wants to do dif-
ferent things in their life,”Weinzimer says of flex time.“It allows
people to have lives outside of here. Obviously, the work has to
happen, and we recognize that, but if we can work with you on
that type of thing,we will.”
Extensive job-development programs include tuition reim-
bursement and summer seminars offering networking options for
junior staff.A highly regarded mentoring program exists along-
side formal management training. When work is done, there’s
Pilates and yoga and on-site fitness centers at the NewYork and
Indiana locations.
The company has a matching gift program providing a 2:1
match for up to an annual maximum of $2,000 per employee
for charitable donations, and organizes company involvement
in literacy initiatives in Boston.Weinzimer is especially proud
of employee-generated clubs and events that Hachette supports,
such as walk-a-thons, craft fairs, parenting groups and a “very
competitive” employee bake-off.
Young and Weinzimer agree that the company’s size is im-
portant to its ability to support a range of activities. “We are
smaller than some of the other houses—although we are a force
to be reckoned with—but because of our size,we can be a little
bit more flexible and you can get involved in a lot more than
you might in a larger-structured environment,”Weinzimer says.
“If there’s a company initiative you’re interested in, there’s no
reason you could not raise your hand and be involved.”
“You spend more waking hours at work than anyplace else
really,”Young says.“What I want to help create at any place that
I run is enjoyment. I think we are very lucky to be in the pub-
lishing business; I always talk about what a privilege it is being
in a genuinely liberal and emancipated business,but by God,we
should have some fun doing it as well, and that’s what we try
and do.” BB
Hachette
HachetteBookGroup
(HBG)
www.HachetteBookGroup.com
U.S. Headquarters: NewYork, NY
Chairman and CEO: DavidYoung
HBG publishes approximately 650 titles/
year, including adult, illustrated, religious,
children’s and audio books. HBG also
provides distribution and sales services
for numerous clients.
Overview:
• Number of new hires*: 108
• Rate of voluntary turnover*: 14%
• Bonus or incentive program for all
full-time employees:Yes
• Employee Stock Option/Profit-
Sharing Program: No/No
401(k) or 403(b) retirement
savings program:
• Employer contribution: 3%
• Employer match: 67%
• Maximum match: 6%
PTO time:
• Paid holidays/year: 10
• Personal time off (PTO) includes:
vacation, sick and personal time
•Vacation days available after 1 year of
employment: 15
• Maximum # of vacation days: 25
• Sick days: unlimited (all locations
except Indiana)
• Personal days: 2
Telecommuting/flex time:
Highlights: Part of Flexible Work Ar-
rangements (FWA) program; allows
employees to work from home one or
more days per week, as needed.
• Option to work compressed work
weeks:Yes
• Employee Assistance Program:Yes/free
• On-site exercise and fitness facilities:
Yes/certain locations
• On-site fitness/wellness programs:Yes
Other benefits:
• Adoption assistance
• Domestic partner benefits
• Tuition reimbursement
Other programs or practices
that promote a healthy work/life
balance:
• “Summer hours” schedule (early close
on Fridays)
• The office typically closes for a week
at year-end (between Christmas and
NewYear’s)
Why HBG thinks it’s a great
place to work:
“We publish great books well, enjoy a
long record of growth and success, and
provide a supportive work environment
in which employees can learn, be cre-
ative, find balance and have fun!”
1
Hachette Book Group’s Boston vs. New York
office pool tournament.
SoGreat?
‘BestCompanies’
What Makes the *In last fiscal year
Reprinted from Book Business Magazine®
November 2008 © Copyright 2008, North American Publishing Co., Philadelphia PA 19130