I started working at ATR Soft at the beginning of the year, but my first encounter with ATR Soft’s culture happened about six months earlier when the job interview process began. In fact, describing that phase is fruitful because, at that time, the impression of the organization was based primarily on the communication of ATR Softers and the content of the company’s website. Additionally, the description allows us to compare the impression formed as an ATR Softer over the past year.
During the recruitment phase, I went through three interviews. What stood out to me, especially from the interviews, was the flexible approach to anything and everything. I found this exceptional because, for example, there was only one open position, but according to ATR Soft’s perspective, if suitable candidates were found, two new employees could be hired, or alternatively, if unsuitable candidates were encountered, the recruitment could be entirely abandoned. The culture strongly guided decision-making, and I felt that unity and a sense of belonging were valued. Another aspect that stood out from the interviews was the down-to-earth attitude. I vividly remember the CEO literally saying, “ATR Softers will only boast when there is a reason for it.”
ATR Soft’s values were defined over ten years ago and summarized about seven years ago into the following 3-5 values: “We work together, operate in a firmly flexible way, and conduct open and fair business.”
When I arrived at the office on my first morning to start my career as an ATR Softer, the organization’s culture immediately began to meet expectations. In addition to HR, a warm welcome was written on the whiteboard. On the desk was a ready-to-use computer with all the accessories, whereas, in most workplaces, the first days are spent waiting for usernames and passwords. Next to the computer was an employee guide, and the orientation began right away. The sense of belonging felt even stronger than I had expected based on the interviews. A successful start was ensured with intensified discussions with HR. I found the dialogue phase very positive because it allowed expectations and experiences to be reflected, and the organization clearly wanted to learn from the situation.
In my opinion, ATR Soft has a strong culture of freedom and responsibility. Employees are allowed to act independently while simultaneously taking responsibility for their choices. In my view, this is how a professional organization should ideally operate, but trust is seldom at a sufficient level in companies. I don’t recall seeing or hearing a call for an entrepreneurial attitude anywhere, but I still see it in my colleagues in different situations. Common sense is the starting point; choices consider fairness and the organization’s interest. ATR Soft doesn’t have weekly cotton candy and champagne or its own ATR beer at all, but it has lots of substance. Everything necessary is available, and employees are considered. As an example, internal events are organized monthly at ATR Soft. The events are planned and executed collaboratively, making them homey, but during the arrangements, you realize you get a rare presence that is not present to this extent in all workplaces.
In general, presence has a significant meaning at ATR Soft. In office design, the aim is to invest in as many encounters as possible, and people are encouraged to connect with each other. Every day during lunchtime, all employees working in the office are invited to join a communal lunch. Also, in customer work, ATR Soft is willing to make an effort to arrange face-to-face meetings and travel to the customer or prospect. After the shift in online meeting culture, this attitude is, in my opinion, exceptionally positive in the IT world. This doesn’t only apply to specific individuals; from the CEO to developers, we are willing to adjust our schedules according to the proposals of customers and prospects.
Closely related to customer orientation is putting oneself on the line, which seems to be in the DNA of ATR Softers. For example, in early autumn, ATR Soft decided to organize the ATR Cooper event, inviting both customers and ATR Softers there. Such events that require self-transcendence and challenge tell something about the company culture, where there is a willingness to trust one’s own judgment and perspective on life. And by the way, Cooper was successfully completed. To some extent, ATR Soft’s culture appears very clear, especially in reference to its values. However, to some extent, cultural work is still in progress, especially in terms of documentation. This is entirely understandable, given the size and resources of the company. Nevertheless, cultural work is done continuously alongside other work. For example, the company’s mission has been worked on during the past autumn. On the other hand, it is a privilege to be involved in defining the culture – often, in larger organizations, these come as a given.
Mika Reinilä, one of the founders of ATR Soft, stated a couple of years ago at a summer party: “22 years ago when we founded this company, we had the idea of creating a place where it would be nice to work for the entire career. We wanted to do interesting things with nice and competent people.”
I think this description is still relevant, and the heartbeat of the founders still seems to resonate in the daily work at ATR Soft.
