At Armaloo, we know that healthy employees are crucial when it comes to delivering excellent work. Employees who like their job, know that they’re valued, and feel secure in their position will fundamentally do better than their counterparts who view work as nothing more than a job.
Armaloo NEVER values WHAT we do more than WHY we do it.
It's what we do and why we do it that's important. Not where we do it.
The Right Fit
The right people on the bus. Flexibility and fluidity matters.
Policies based on principle, common sense practices that serve our people.
Our why is very simple: Maximize our client’s positive exposure while creating the best place to work in Hampton Roads. Both goals are on equal playing fields for us. You’ll most often find us in jeans and fun kicks. We might be at the office, but we could be at home or in a coffee shop, or even on a beach somewhere! The environment we’re in isn’t nearly as important as what we do, or why we do it, which is why we think work should be both comfortable and fun.
The Right Person, The Right Fit
“First Who, Then What—get the right people on the bus—is a concept developed in the book Good to Great. Those who build great organizations make sure they have the right people on the bus and the right people in the key seats before they figure out where to drive the bus. They always think first about who and then about what. When facing chaos and uncertainty, and you cannot possibly predict what’s coming around the corner, your best “strategy” is to have a busload of people who can adapt to and perform brilliantly no matter what comes next. Great vision without great people is irrelevant.”
At Armaloo, we’re far more concerned about getting the right people on the bus, then we can worry about where they sit. We can always change seats when we’re going down the road. That’s the level of flexibility and fluidity that not only do we bring to our philosophy of employment, but also when it comes to servicing our clients.
HR Policies That Make Sense
For better or for worse, we’ll admit that we have one of the shortest HR handbooks in the business. It doesn’t mean that we don’t care, and it certainly doesn’t mean that we don’t value structure. What it DOES mean is that we value people above everything else. When policies and bureaucracy get in the way of common sense practices that serve people based on needs and circumstances, that alone can be a huge catalyst for killing the culture of any organization. With that being said, our policies are based on principles, and we use those principles to inform decision making at every level and encourage accountability from the bottom up, and the top down.