MINISTRY OF EDUCATION & TRAINING HOA SEN UNIVERSITY
FACULTY OF ECONOMICS & BUSINESS REPORT
DIVERSITY & ETHICS IN ORGANZATION – ATLASSIAN
Subject: Advanced Human Resource Management Group : 3 Lecturer: STUDENT ID WORK NO FULL NAME NUMBER COMPLETION(%) 1 100% 2 100% 3 100% 4 100% Ho Chi Minh, October/2019 WORKING PLAN NO STUDENT ID FULL NAME WORK
2.1.Summary of case study. 1 2.5. Results. 3. Conclusion. 2 4. Recommendation. 1. Introductiom. 2.2. Introduction about 3 Atlassian. Acknowledgement. Abstract.
2.3. Problem identification. 2.4. Problem solving of Atlassian. 4 Table of Contents References Summarize Word 2 ACKNOWLEDGEMENT
First, we would like to thank Hoa Sen University has created an opportunity for
us to learn with a learning environment comfortable environment free study, and
thank Ms who gave us our knowledge and opinions that will help us choose the
company to choose the case study of the report.
For the rest of the 8-week, thanks to the members of the group working
together well to finish the final report. Although there are opinions, contradictions,
but thank you for not giving up and continuing to work together to do our common goal. 3 ABSTRACT
Honestly, Hoa Sen University is a university that are creating conditions for
students have sufficient knowledge and practical opportunities for learning .
Therefore, in semester 19.1 A, we have been working on the ethics and diversity of
the Atlassian company. Obviously, it's an opportunity to make it possible for us to
refer directly and learn about how a company operates to be able to get more
knowledge and be able to give them the skills to get into the future. Later career.
This report is the process for 8 weeks we learn about the company Atlssian.
During the reporting period, we have drawn a lot of knowledge and experience to
build an essential process in a business/organization. 4 Table of Contents Contents 1. Introdution 1 1.1
Diversity and ethical in management 1 1.2 Research methodology 1 1.3 Limitations 1 2. Discussion 2 2.1 Summary of case study. 2 2.2
Introduction about Atlassian 4 2.2.1. Overview 4 2.2.2. Mission & Vission 5 2.2.3. Values of the company 5 2.2.4. Achievements 7
2.3. Problem identification 8
2.4. Problem Solving of Atlanssian 11 2.5. Results 13 3. Conclusion 14 4. Recommendation 15 5 1. Introdution
1.1 Diversity and ethical in management
The focus of this report is on the diverse and ethical within an organization. In
every organization, there are many different beliefs, cultures, religions, ages, etc...
among employees, managers and staff. Diversity is how different people in an
organization can influence the duties or relationships of employees. Beside that ethics
is distinguishing between false and right and includes behaviors like ethical decisions
and acts of social responsibility. Effective management of people who have different
diversity and ethics in the organization determines the success of an organization,
want employee loyalty and consumer trust. Ethical training is becoming an
increasingly popular trend within the organization that helps streamline employee
efforts with the organization's vision.
On this report, we will research and analyze on the ethics and diverse issue of
Atlassian, the company that is implemented. The problem that we refer to is the
company strategy, brief history, vision and mission, challenges and opportunities for
development and achievements. Thereby, we are able to learn the diversity, ethics
and business problems of Atlassian.
1.2 Research methodology
This report we access the main site of Atlassian to collect information about the company.
- Atlassian website to learn about the value they bring and their problems.
- Hoa Sen Library to search for documents on the issue of business ethics and diversity of the organization.
- Access Google to research and compare other companies have similar problems. Page 1 | 23 1.3 Limitations
During this report, we recognized some problems in the research process and
filter out useful information. Because the company Atlassian is an international
company but relatively little public information and no more data to collect.
Documents in library books is not enough to understand the ethical issues and diversity of the organization. 2. Discussion
2.1 Summary of case study. Diversity
Atlassian began to implement diversity within his company by creating a balance
within the company, Amber Boyle, Director of Diversity & Inclusion at VMware. As the
Head of Diversity & Global Affairs, he said, "I have been tasked with making sure we
build more balanced teams over time, becoming more effective at welcoming people
from our basis and make sure everyone feels they belong here ". Atlassian first began
demographic analysis in 2016, and found that just over 13% of atlassian's technical
role is held by women. Although this is relatively good with each other, but compared
to colleagues in the field of technology (but obviously unacceptable). When digging
deeper, atlassian realized that many of the women in the product-building groups
were the only women on their team, meaning they could feel lonely and
unsupported. Through studies on atlassian it is possible to identify groups of
employees who are easily isolated through data from which to develop their personal
experience and confidence. From there they designed the cohesive programs
between groups like coffee chives. The report on their working spirit is very positive
and growing, by adjusting the conversation about diversity and inclusion to have
more balance and familiarity, we can eliminate remove obstacles that prevent people
from performing at the highest level. Ethics Page 2 | 23
If competitors in the industry often pay a lot of money for advertising and have a
strong sales team, Atlassian is the opposite. They focus on research and development,
making the product easier to use and more effective, from which it can be sold.
Worth mentioning, after 17 years of establishment, the company has no department
or sales representative. "Customers don't want to talk to salespeople. They prefer to
find answers on the website," Scott explained.
But how do customers trust the product? Atlassian focuses on providing
freemium trial packages for users to experience for themselves, convinced by the
superiority of the software and then introduces it to friends.
The business model doesn't need Atlassian's sales team Page 3 | 23
The company also pursues transparency, without hesitation to publish the price
of products right on the web, which can reduce interaction and reduce the chance of closing orders.
Industry peers, such as Salesforce.com, spent half of their sales on marketing
and sales, with 80% of the expenses spent on building a sales team. Meanwhile, at
the time of the IPO, advertising accounted for only 19% of Atlassian's revenue. Word
of mouth is the company's driving force for sustained growth.
In contrast, most of the money is spent on R&D. Research centers are opened in
Australia, USA, and India with 200 - 500 employees. In 2015, they invested 40% of
revenue in R&D. The newly released tools can integrate and make the management system more complete.
After only three years of establishment, the company was profitable without
venture capital. FY 2015, ending in June, Atlassian recorded revenue of $ 319 million.
In the same year, the company IPO and market value reached 5.8 billion, the stock
price increased 33% compared to the original.
Currently, Atlassian is worth $ 25 billion, surpassing Telstra - the long-standing
telecommunications service provider that has transferred the internet to most
Australians for years. And Scott and Mike, each holding more than $ 7 billion in
assets.As of the third quarter of this year, Atlassian is serving nearly 150,000
customers worldwide.The two founders were always consistent with the principle: do
not abuse capital or spend mountains of money to pursue growth at all costs. These
deposits are mostly used by the company to provide employees with liquidity.
2.2 Introduction about Atlassian 2.2.1. Overview 4 | 23
Atlassian Corporation Plc is an Australian business software company that
develops products for software developers, project managers and content managers.
It is well known for Jira, Jira Service Desk, Confluence, Bitbucket, Hipchat, Trello, Stride, and more.
2002, Mike Cannon-Brookes and Scott Farquhar founded Atlassian. The founders
met while studying at the University of New South Wales in Sydney. They launched
the company in a few years, funding for startups with credit card debt of $ 10,000
The name is derived from Titan Atlas from Greek mythology, who was punished
to keep Heaven after Greek gods overthrew the Titans. This was reflected in the
company logo used from 2011 to 2017 to replicate the brand via a blue X-shaped
holding what is displayed at the bottom of the sky.
2.2.2. Mission & Vission
In the trend of integration and international competitive environment, Atlassian
always continuously builds and further develops its strengths to be a high-quality
software provider with the effective expense of the client's necessity.
To achieve this goal, we are committed to:
- Focusing on investing in the infrastructure system of modern technical material and facilities
- Diversify products and services to meet the increasingly demanding demands of customers.
- Build and develop a professional, friendly and effective working staff..
2.2.3. Values of the company Page 5 | 23
● Open a company, no bullshit
Openness is the most impotant for us. Information is opened internally by
default and sharing is the first rule. And we understand that speaking your mind
requires equal brains (say what), thoughtfulness (when speaking) and care (the way it talks).
● Built with heart and balance
“Measure twice, cut once”. This is good advice if you are building a birdhouse or
doing business. Passion and urgency infuse into everything we do, besides the
wisdom to consider options fully and carefully.
● Don’t # @!% customers
Customers are our source of life. No satisfied customers, we were doomed. So
consider the opinion of the customer - collectively, not just a few - coming first. ● Play, as a team Page 6 | 23
We spend a great of our time at work. So the more that time doesn't feel like
work, the better. We can be serious, without taking ourselves seriously. We try to put
what is right for the team first - whether in the boardroom or on the football field.
● Be the change you seek
All Atlassians should be courageous and resourceful to spark change - to make
our products better, our people, our places. Continuous improvement is a common
responsibility. Action is an independent. 2.2.4. Achievements
✔ Atlassian becomes the company worth S $26.6 billion in 2019.
✔ The company has 9 global headquarters such as: Mountain View, California,
Manila, Yokohama, Bangalore, and Sydney, Amsterdam, Austin, New York, San Francisco
✔ There are over employees serving 130.000 businesses with millions of accounts being used. Page 7 | 23
✔ There 4000 apps in their marketplace
✔ Large companies are using Atlassian's project management products
including General Motors, Walmart Labs, Bank of America Merrill Lynch,
Lyft, Verizon, Spotify, and NASA. Page 8 | 23
2.3. Problem identification About Diversity.
A tdiverse tworkplace tis ta tworkplace twhere tthere tis ta tvariety tof tgender,
trace, treligion tand tculture, tage, tability tand tsexual torientation tare texpressed.
tAs ta tdiverse tworkplace, temployees tfrom tdifferent tbackground tcan tfeel
tempowered tto tparticipate tequally tand tpursue tadvancement topportunities.
tNot tall tworkplace tare tdiverse, tthough. tWhen ta tworkplace tis tnot tdiverse,
tmany tunique tproblem tcan tarise. tThe teffects tof tlack tof tdiversity tin tthe
tworkplace tare texpressed tin tdifferent tways, tdepending ton twho tis
texperiencing tthis tsituation. t
Image 6 - Number of different types of employees from 1991 to 2016
For tan tindividual tin tthe tmajority tgroup, tsuch tas ta twhite tman tat twork
twith talmost this tcolleguaes tare twhite tmen twill thave tlittle tor tno topportunity
tto tunderstand tthe tviews tof tother tgroups tand tthis twill tlead tto ta tchallenging
tprejudices tand tworldviews. tFor ta tnon-majority temployee, tsuch tas ta tblack twomen thired t
in ta tcomany twith tamlost tare twhite tmen, tthat tcould tmean ta Page 9 | 23
tstressful twork texperience, twhich tcan ta tthe tcause tof tjob tdissatisfaction tin
tthe tshort-term. tOne tof tthe timplications tof tthe tlack tof tworkplace tdiversity tis tthe tlack t t of workplace tdue tto tthe t t
lack of tdiverse tviews tfrom tits tworkforce.
Even tin tthe tarchitectual tand tinterior tdesign tplanning tfor tthe toffice, tthe
tlack tof tworkplace tcognitive tdiversity tcan tlead tto tstructures tand tlayouts twith
tunintended tconsequences tfor ta tgender, tsuch tas tthe tthe twalkway tin tthe
tbottom tof tthe tglass tcan treveals tthe tunderside tof tthe twomrn’s tskirt.
tAnother tchallenge tmay tarise twhen tthere tis tlittle tor tno tdiversity tin tthe
tworkplace tthat tis tthe tnew temployees twill tbe tunable tto tfind tconnection
tbetween tthem tand ttheir tmentors tat twork. tThis tis tcalled tlimited tin trole tmodels.
Based ton tthe tstatical tanalysis, tone tof tthe tflied tthat tsuffer tfrom tthe
tshortage tof tdiversity tin tworkplace tis ttechnology. tCompanies tlead tcomputer
trevolution tsuch tas tHP tand tIBM treally thad ta treasonable tgender tdiversity
tstrategies. tIBM thad tits tfirst tfemale tvice tpresident tin t1943. tBut tquickly
tswitched tto t2014 tand tlarge tinternational tcorporations tlike tFacebook tand
tApple thave tno tmore tthan t50% t of ttheir t employees tare twomen. tOne t of tthe
treasons tfor tthis tmay tbe tlay tin tthe tway tcompanies ttry tto trecruit ttalent.
tStanford tresearchers thave tobserved tmore tthan t75 trecruiting tsessions
torganized tby tmore tthan t60 tcompanies tand tidentified tnumerous tways tthat
temployers tcan talienate tfemale tcandidates, tfrom tsexist tstory tto tpresentations tonly tdesigned tto t
suitable tfor tmen. tOthers thave tfound tthat tmale-centric tindustries ttend tto t use t
masculine tlanguages tthat tare tunattractive tfor twomen.
tConsider tleading tSilicon tValley tcompanies tas tan texample, tit tcan tbe tseen
tthat ttheir temployees tand temployers tare tmostly tmen tand tthey thave
toverwhelming twhite tcolor. tOf tthe t$85 tbillion tinvested tby tventure tcapitalists tin t
2017, tonly t#1.9 tbillion twas ttransferred tto tteam tleading tby twomen t–
tthat’s ta ttotal tof t2.2%. tAccording tto tEmily tChang, tauthor tof tBrotopia:
tBreaking tup tthe tboys’club tof tSilicon tValley, tthere thas tbeen ta Page 10 | 23
tmicroaggressions thappening tall tthe ttime tin tthe ttechnology tcompanies toffice.
tIt tis teven tmore tfrustating tto tknow tthat tmicroaggressions tis thard tto tpin
tpoint tor tcall tout tin tthe tdaily tevents. tHowever, tlike tmany tothers tindustries,
tthere tare tstudies tand treports tshow tthat tfemale ttechnology tcompanies tcan
tcreate tmore tprofit tthan ttheir tmale tcompetitors. tAccording tto tForbes,
ttechnology tentrepreneur twomen tcan tgenerate t20% tmore trevenue tthan ttheir
tmale tcompanies t– tdespite tstrating ttheir torganizations twith tless tthan t50%
tcapital. tIn taddition, tEuropean tCommission tcalculated tthat tby tincluding tmore
twomen tworking tin tthe ttechnology tsector, tEurope tGDP tcan texpect tan tannual
tincreasing tof t16 tbillion teuros. tThis tdata tis teven tmore tsignificant tin tthe
tUSA. tAs tstated tin tIntel tDecoding tDiversity treport, tthey tconcluded tthat
tdiversity twill tleads tto thigher trevenue, tprofit tand tmarket tvalue. T
Therefore, tAtlassian thas tconducted tthe tinternal tsurveys tin tmany tyears tto
tfind tout tthat twhether ttheir tworkplace tare tdiverse tlike tthey twant tit tto
tbecome. tIn t2015, tAtlassian thired tabout t10% tof twomen tfor ttechnical troles.
tThis tmeans tthat ttheir tgroups tare tnot tas tdiverse tin ttheir tperception tas tthey
twant. tLooking tat tdata tfrom tthe tsurveys, tthey trealized tthat tthis tis tnot ta
t“pipeline tproblem” tand tthey tneed tto tmake tbetter tuse tof texisting tsources.
tAtlassian tidentified tthat tthey tneed tto tfocus tmostly ton tthe trecruit tplanning.
tIn tthis taspects, tthey tredesigned ta trecruitment tprocess twhich tcan taccess tand
tevaluate tcandidates tin tthe tmost tobjective tway. tIf tthe tprocess tis
timplemented tcorrectly tthen tAtlassian tcan tsolve ttheir tthree tmain tproblem,
twhich tcaused tby tthe twrong tapproach tin ttheir trecruitment tplan. About Ethical.
Most technology companies develop, they do not really have any software to
strictly manage 100% efficiency but they only develop to the middle level. The
company focuses on marketing. So did Atlassian when it started. But it's increasingly
focused on the right strategy: product development, little marketing, software Page 11 | 23
development so customers can solve problems they don't understand themselves. So
it's now a software development company. Best manager in the world. The company
sells management software to software writing companies
2.4. Problem Solving of Atlanssian. About Diversity.
According tto tresearch tconducted tby tUniversity tof tMaryland tshowed tthat
tgreater tdiversity twill tlead tto tbetter tmanagement ttasks tand tcompany
tperformance. tReport tof tCredit tSuisse tResearch tInstitute talso tpointed tout tthe
tsame topinion: tthe tincreased tdiversity tin tthe tbroad tleads tto thigher
tvaluations, thigher treturn ton tequity tand tbetter tstock tprice tperformance.
Image - Comparative returns for women in senior management
Based ton tthe tresults tof tthese treport tand tstudies tand tits tinternal
tsurveys, tAtlassian thas tidentified tand tthen tworked tto taddress tthe tthree tmain
tissues tthey tencountered tin tthe trecruitment tprocess:
To tthe tfirst tproblem, tAtlassian tincludes tpictures tdepicting ta tdiverse
tgroup tof temployees tworking tin ta tmultidimensional tenvironment ton ttheir
twebsite. tThey talso temphasize tthe tbenefits tthat tAtlassian tprovides tto tpeople
tin tdifferent tsituations tand tstages tof tlife tsuch tas tcareer tdevelopment
topportunities, tvolunteering, tcomprehensive thealth tcare tand tchild tcare
temergency troom. tThese tchanges tmake tmost tpeople tcome tto tthe tsite tfeel Page 12 | 23
tlike tthey trealize tnot tonly tthemselves, tbut talso tthe ttype tof tactivity, tsocial
toccasions tand tthe twork tsettings tthey twant tto twork twith.
Besides tthat, tbased ton tthe tresults tof tthe tHarvard tBusiness tReview tand
tits tinternal tsurveys, tAtlassian thad tdecieded tto thelp ttheir tpotential tcandidates
tto tovercome tthe tconfidence tgender tgap tand tthrough tthat tto tincrease tthe
tnumber tof tfemale tapplicants tto tthe tcorporation. tThey tcorporated twith tall
tfemale ttechnology tsocieites tin tAustralia tto torganize tthe tevents tand toffer
tmany tadvisory topporturnities. tIn tthese tevents tthey topen tdiscussions tabout
tthe texistence tof ttrust tgaps, tconfidence tgaps tbetween ttwo tgenders tand thow
tto tsolve tthese tissues, twhich tattracted ta thigh trates tof tfemale tapplicants.
tThey talso thave tfemale tspeakers tat tall tevents, tfrom tcareer tfairs tto
ttechnology ttalks tin torder tto tinspire tthe tnext tgeneration tof tleaders. tThey
tcreated ta ttrend twith tthe thashtag t#atlassianwomen tstarted twith tthe tvideo
t“How twomen tare tbuilding tthe tfuture tat tAtlassian”, thoping tthat tthis ttrend tcan t inspire tother tcompanies, t
helps tto tdecrease tthe tconfidence tgap tbetween
tfemale tand tmale tcolleagues.
Based ton tthe tarticle’s tresults, tAtlassian thas tdecieded tto tdesign tnew tjob
tdescriptions. tThey twrite tthe tJD twith tlowest trequirement tto tenter t(instead tof
tthe twish tlist tfor ta tmagic tunicorn), tand ttalk tabout thow tdevoted tteammates
tthey tare. tThis tappeals tto twider tthe tcandidates tgroup, timprove tthe tdiversity tand tquality t
of tthe toverall tcandidates tat tthe tsame ttime. tThey talso tupdate
tAtlassian’s temployer tbrand. tThey tincluded ton tthe tcareer twebsite tdescribing ta
tdiverse tgroup tof temployees tworking tin ta tmulti-dimensional tenvironment.
tAtlassian temphasizes tthe tbenefits tthat tthey tprovide tto tpeople tin tdifferent
tsituations tand tstages tof tlife tsuch tas tcareer tdevelopment topportunities,
tvolunteering, tcomprehensive thealth tcare tand tchild tcare. tThese tchanges tmake tmost tpeople tcome tto tthe t
site tfeel tlike tthey trealize tnot tonly tthemselves,
tbut talso tthe ttype tof tactivity, tsocial toccasions tand tthe twork tsettings tthey
twant tto twork twith. tIn taddition tto timproving ttheir twebsite, tAtlassian talso Page 13 | 23
tredone tour tjob tadvertisements twith tTextio. tThe tproduct tdetects tpatterns ton
thow tposts tare tdone tand tprovides tsuggestions ton thow tto tattract ta tbroad
tpool tof tcandidates. tThese tsolutions tnot tonly thelped tto tincrease tthe
tamounts tof tfemale tapplicants tto tAtlassian tbut talso tchanging tthe tperception
tabout ttheir tbrand tas tan tmale-centric tbranding tinto tdiverse tbrand. t
Another tproblem tthat tAtlassian tfaced twas tunconscious tbias tand thow tto
tminimize tit. tIn tthe tpast, tthey tused tto tinterview tfor t“culturally tappropriate”.
tBut tlater, tAtlassian tand tmany tother torganizations trealized tthat tthis
tambiguous tterm tis ta tconfusing tthing tof tunconscious tbias trather tthan tuseful
trecruitment tcriteria. tBy tlooking tcloser tto tthe tterm t“fit”, tthey thave
tdeveloped ta tprocess tthat tis tencouraged tin tgroups tand tcultural texclusion.
tThe tsolution tis tswitch tfrom tinterview tfor t“culture tfit” tinto tinterview tfor
tvalues talignment. tIn ta tvalues tinterview, tcandidates tare tjudged taround ta
tspecific tset tof tquestionnaire tthat tsignal tsuccessful tbehaviors tin tthe tcompany.
tThis tstandardizes tthe tinterview tand tactivity tprocess tto tminimize tbias tbased
ton tpersonal tstyle tof tpreferences. tFor tAtlassian, tthis tmeans tusing tstructured
tbehavioral tinterviews tto tfind tindividuals twho twant tto twork topenly,
tempathize twith tcustomers tand tco-workers tand twho thave tthe tright tto tpositive tchange. About Ethical.
Atlassian's ethic is shown in the following points:
- Focus on product optimization
- Develop a website system to help customers conveniently search products
- Profits are mainly used for staff recruitment and training. While most other
companies use it in marketing products
- Pursuing the goal of creating the best working environment for employees, not creating profits Page 14 | 23 2.5. Results
Thanks to the good use of diversity and ethics in the company and their
employees. Atlassian has had great success in eliminating barriers between their
employees and creating talented teams to help increase productivity. While Atlassian
has achieved significant success over the years, the Atlassian software has updated
Atlassian's Cloud platform in a big way with the new Free and Premium versions.
Atlassian's groundbreaking model continues to win new customers, both large and
small, and these new versions give them more choices and capabilities. Premium also
demonstrates the growing sophistication of their enterprise cloud services, giving
large companies the flexibility and tools they need.
Atlassian has announced its financial results for the 1st quarter of 2020
Financial highlights for the first quarter of 2020:
On the basis of IFRS, Atlassian reports:
Turnover: Total revenue was $ 363.4 million in the first quarter of fiscal 2020, up 36%
from $ 267.3 million in the first quarter of fiscal 2019.
Operating losses and operating ratios: Operating losses were $ 4.6 million in the first
quarter of fiscal 2020, compared to operating losses of $ 0.2 million in the first
quarter of the fiscal year. The operating margin is (1%) in the first quarter of fiscal
2020, compared to 0% in the first quarter of fiscal 2019.
Net income / loss and net income / loss per share diluted: Net income was $ 69.3
million in the first quarter of fiscal 2020, compared to a net loss of $ 242.4 million. in
the first quarter of fiscal 2019.
The net earnings per diluted share was $ 0.28 for the first quarter of fiscal year 2020,
compared to the net loss per diluted share of $ 1.03 in the first quarter of the fiscal year. major 2019.
Balance sheet: Cash and cash equivalents, and short-term investments at the end of
the first quarter of fiscal 2020 totaled $ 1.8 billion. Page 15 | 23