Tag Archives: Great Place to Work

The Recognition Landscape Isn’t Changing Much

Data Point TuesdayRecognition programs are vital tools in an organization’s total rewards strategy, but beyond the knowledge that “recognizing employees is a good thing to do” we can look to data that back up recognition programs as an important part of an organization’s culture. WorldatWork and ITA Group’s Trends in Employee Recognition 2013, is a good example of a data driven look into why recognition programs are important. Their report summarizes the results of a survey sent globally to 5,520 WorldatWork members, which aimed specifically to measure specific types of recognition programs and the impact on the workforce. Respondents were randomly selected members who had designated responsibilities at the executive, top or senior level and members that specified total rewards as their specific function area.

While many functions and structures of the workplace are shifting as the world of work becomes more global, tech-enabled, and demographically diverse, recognition programs remain steady as a utilized tool among organizations.

% orgs with recognition programsWhat shifts in the landscape of recognition programs is not the use of programs themselves (as we see from the percentage of organizations using recognition programs remaining steady over a 5 year period) but the types of programs used. Of the top 5 recognition programs in 2013, the top 3 remained the same (length of service, above-and-beyond performance and peer-to-peer recognition) but programs that motivate specific behaviors moved to the 4th spot for most used programs, with a 7% increase over 2011 to 41% (a statistically notable change since 2008). Also notable is the drop in retirement recognition programs as a prevalently used program. As WorldatWork states in the report, the data seem to indicate organizations are moving away from legacy recognition programs towards programs that can drive results (how much and fast is the landscape changing, though?).

ecognition Program ChangesWhile fresh-off-the-press data is valuable, looking at data like this (with a bit of hindsight) is also valuable in that it reminds us that data and reports around organizational culture can accurately predict trends in upcoming years, and allows us fact-check theories and perspectives. WorldatWork’s data pointed to organizations moving towards recognition programs that can be leveraged to have a more direct impact on business results (like peer-to-peer recognition, programs to motivate behaviors, and above-and-beyond performance) vs. recognition programs like length-of-service and retirement recognition programs which have been in use for many years. They note that programs to motivate specific behaviors grew every year by 16 percentage points since they survey was first instituted in 2008. We’ve seen such trends hold true, with organizations in today’s increasingly fast-paced and competitive context instituting recognition programs that can more quickly impact strategic goals. Workplace wellness programs are another type of recognition program that WorldatWork’s survey points to which we’ve seen adopted at a growing pace. In 2011 and 2013, respondents noted wellness rewards programs as “other recognition programs” that their organization use.

Some other nuggets of data to consider from WorldatWork’s report included:

  • In 2013, the top 4 recognition goals remained primarily unchanged from past years and were recognizing years of service, creating a positive work environment, creating a culture of recognition, and motivating high performance.
  • The most common types of recognition awards reported in 2013 were: certificates/plaques, cash, gift certificates, company logo merchandise, and food.
  • Organizations in 2013 budgeted an average of 2% of their payroll budget to be used for recognition programs (the same as 2011).
  • Only 12% of organizations in 2013 reported training managers on recognition programs.
  • 46% of respondents in 2013 reported management perceiving recognition programs as an investment vs. an expense.
  • Only 34% of respondents in 2013 said they believed recognition programs had a positive impact on retention.

The fact that organizations have consistently utilized recognition programs over the years reminds us that this is an important part of creating a great organizational culture and a great total rewards strategy. But are organizations reworking recognition programs to be as impactful as possible, or are they just sticking with “tried and true” methods? Do plaques, gift cards and food motivate employees to stay engaged and on board? Perhaps the respondents in this survey, only 34% of whom believe recognition programs had a positive impact on retention, are on to something. Perhaps sincere appreciation from trusted leaders and peers are more meaningful than a certificate. Perhaps a hand written thank you note from the CEO for above and beyond performance creates more stickiness than a $25 gift card. Or maybe a video message from a senior leader on a milestone employment anniversary date motivates greater engagement than a plaque.

We at Great Place to Work® certainly see positive correlations between lower levels of turnover and great workplace cultures. So if leaders don’t associate recognition programs with lower levels of turnover, there’s more work to be done. Maybe ditching the plaques and adding some human touches to your recognition programs might be something to consider. One thing is certain: everyone – regardless of generation – wants to be appreciated for their contributions by leaders they trust. It’s really not that hard to understand. But how do we make it happen?

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Social Recruiting: It’s All About the Mobile

Data Point Tuesday69% of recruiters expect competition to increase in 2015. The demand for highly skilled workers is on the rise, with no indication of plateauing anytime soon. With the fiercely competitive nature of talent acquisition, what can organizations do to make sure their recruiting and organizational talent management functions are up to speed? JobVite’s 2014 Social Recruiting Survey highlights trends, tools, and practices that are making a splash in recruiting effectiveness right now. The annual survey was completed by 1,855 recruiting and human resources professionals across most industries. To succeed in this hyper competitive market, JobVite found that recruiters plan to invest more in social recruiting (73%), referrals (63%) and mobile (51%). JobVite’s key message however, may be that recruiters won’t find just one platform that overwhelmingly wins the quest to engage with candidates. Rather, successful recruiting efforts will involve showcasing the employer brand and engaging with candidates across multiple platforms.

We’ve said it again and again at Great Place to Work®, and JobVite says it also: culture matters. When recruiters were asked what steps they take to compete against other employers, the #1 response was that they highlight company culture, followed by better benefits, and flexible hours. Dec 23 2014 Highligh Company CultureRecruiters stated that they would increase their investment in a number of recruiting platforms in 2014, with the biggest investment in in social recruiting (73%). This will continue be an important area of focus as organizations move into the New Year. Investment in Recruiting Platforms73% of recruiters report that they have hired a candidate through social media. 79% report that they have hired through LinkedIn, 26% through Facebook, 14% through Twitter, and 7% through a candidate blog. It’s also absolutely true that employers will review candidate’s social profiles before making a hiring decision, with 93% of recruiters surveyed doing so. Candidates’ social profiles carry weight, and unfortunately it appears more negative than positive. 55% of recruiters state that they have reconsidered a candidate based on their social profile (up 13% from 2013), however, 61% of those reconsiderations have been negative.

Postive Negative Neutral ChartSocial recruiting delivers results, so if your organization hasn’t seriously invested in this as a method for finding talent, it should be considered. Recruiters surveyed stated that since implementing social recruiting, quality of candidates has improved (44%), time to hire (34%), and employee referrals (30%). Despite the success of social recruiting, only 18% of recruiters consider themselves to be experts at social recruiting.

Social recruiting skill level chartInvesting in social recruiting doesn’t necessarily mean investing large sums of money either. 33% of recruiters surveyed stated that they don’t spend anything on social recruiting, and 41% state that they spend between just $1-$999.

Monthly Spending Graphic

JobVite also notes that recruiting is “going mobile” as much as every other B2C activity is. 51% of recruiters stated that they plan to increase their investment in mobile recruiting in 2015. They report using mobile across all aspects of recruiting, from posting jobs, searching for candidates, and contacting candidates, to forwarding candidate resumes to colleagues. Job seekers are heavily mobile too, but there is a disconnect between their mobile usage and recruiters. While 43% of job seekers use mobile in their job search, 59% of recruiters report that they invest nothing in mobile career sites. Those that are investing in mobile though, are seeing the benefits. Investing in mobile improves time to hire (14%), improves quality of candidate (13%), improves quantity of hires (19%), and improves quality/quantity of referrals (10%).

So. The lessons to be learned here for talent acquisition professionals are pretty simple: social, mobile recruiting provides higher quality candidates, reduces time to hire and increases employee referrals. Bottom line? It’s all about the mobile.

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Peer Recognition, Culture and Going the Extra Mile

Data Point TuesdayWhat motivates employees? It is money? Feeling valued at work? Connecting with a company’s social mission? All these are good answers, but a new study from TINYpulse that analyzed over 200,000 employee responses relating to organizational culture found that peers and camaraderie are the #1 reason employees go the extra mile. While peer recognition and camaraderie might seem like two aspects of company culture that happen (or need to happen) organically, there are ways organizations can promote a culture that fosters peer recognition and camaraderie. As a potentially overlooked area of focus for organizations, peer recognition is a valuable way to foster a positive culture and create one where employees regularly “go the extra mile.” 44% of employees surveyed report that when they are provided a simple tool to do so, they will provide peer recognition on an ongoing basis. The happier the employee, the bigger the praise: 58% of “happy” employees report giving regular peer recognition, compared to 18% of the least happy employees. As TINYpulse states, “Professional happiness encourages 3X more recognition!”Nov 18 2014 HappinessThinking that money motivates employees seems an antiquated line of thought when looking at TINYpulse’s data. In fact, money isn’t even among the top 5 factors that motivate employees to go the extra mile. Out of 10, “money and benefits” ranks #8. The top 3 motivators for employees to go the extra mile are:

  • Camaraderie/peer motivation
  • Intrinsic desire to do a good job, and
  • Feeling encouraged and recognized

Motivation ChartFeeling encouraged and recognized at work can stem from a number of different sources, but regardless of where recognition most often occurs, TINYpulse’s data show that employees feel significantly undervalued overall. On a 1-10 scale, just 21% of all employees gave a score of nine or ten for feeling valued at work, meaning that 79% of employees feel undervalued, or not valued at all.

Value ChartCamaraderie and recognition have broader implications than just creating a more motivated workforce. Workplace cultures that embrace these are no longer expected to be just the few and far between: job seekers expect this of organizations, and they are ways to not only attract talent, but to retain it. Millennials especially (as I’ve discussed in past posts) place a high value on camaraderie and actively seek out such work environments. TINYpulse sites a recent report by Bersin and Associates, which found that employee engagement, productivity, and customer service, are about 14% better in organizations where recognition occurs.

Consider how your organization recognizes its employees – how do you recognize peers? Do employees at your organization feel valued – do you? Maybe it’s time to institute some formal recognition programs, which we here at Great Place to Work consistently see as best practices at organizations on the FORTUNE 100 Best Companies to Work For list. “Ramping up” recognition programs doesn’t need to mean excessive time or investment either. It could be as simple as instituting a gold star program, installing a white board in the break room for “biggest save of the week” comments, or having an employee mentor another for an hour on a specific skill. Our advice is to start small, and build on positive outcomes.

But by all means, provide formal and informal ways for your employees to recognize the contributions of their peers – that is, if you’d like more of your employees to go the extra mile for your customers!

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Filed under China Gorman, Company Culture, Data Point Tuesday, TINYpulse, Workplace Studies

2014 World’s Best Multinational Workplaces: Trends for Thought

Data Point TuesdayHere at Great Place to Work we’re getting ready to reveal the 2014 World’s Best Multinational Workplaces list, so there seems like no better a time to talk about a positive organizational trend that’s been occurring among many of the less encouraging trends we consistently hear about (for example, the war on talent, low levels of employee engagement, or no work/life integration). The positive trend that I’m speaking, to be exact, is that levels of trust, camaraderie and pride are rising at the best workplaces – essentially, the world’s best workplaces are getting better. In recent years we’ve seen “the best” companies get better in the majority of the ~50 countries where we measure workplaces using our Trust Index© employee survey. Additionally, we have seen increasing trust at the companies that make up Great Place to Work®’s annual World’s Best Multinational Workplaces list.
trustindexchange2009-2014

The good news is that while this increase in trust trend is mostly notable within “best companies,” such positive culture changes are influencing other companies as well and helping to create a push towards a higher standard for organizations. The data discussed here comes from the decision to examine trust trends in individual countries and among the world’s best multinationals as we prepared our 4th annual World’s Best Multinational Workplaces list. In particular, we studied the Trust Index© scores of all the national Best Workplaces lists during the past five years. The Trust Index© is Great Place to Work®’s 58-statement employee survey that measures trust, pride and camaraderie in organizations.

Our research highlights seven reasons why trust is rising in great workplaces: awareness, evidence, Generation Y, employee gratitude, wellbeing, momentum, and transparency. Globally, company leaders have been demonstrating an increased awareness towards the importance of a high-trust workplace culture. Furthermore, we’re seeing increasingly more evidence published that great workplaces lead to better business results. For example, publicly traded companies on the U.S. Best Companies to Work For list have nearly doubled the performance of the stock market overall from 1997 to 2013 and a paper published earlier this year by the European Corporate Governance Institute which studied data from 14 countries, concluded that higher levels of employee satisfaction (reflected by earning a spot on a best workplaces list generated by Great Place to Work®) corresponded to stock market outperformance in countries with high levels of labor market flexibility, such as the United States and the United Kingdom.

The Millennial generation is also an influencer. Globally, this generation is demanding better workplaces and pushing employers to place more focus on both social responsibility and work/life integration. Employee gratitude also plays a big role in high-trust cultures. Best workplace environments reflect employee gratitude and reciprocation and aren’t solely about what management is doing for employees. This is especially true during trying times for companies. When one company’s culture may take a turn for the worse during economic hardships, organizations that take care of their employees amid such a time can create higher levels of trust. We can also point to the ‘wellbeing’ movement as an influencer of high trust levels at organizations. With people placing more and more emphasis on mental and physical wellness, in part due to high stress work environments at many organizations, great workplaces are embracing the wellbeing trend. Among the three Trust Index© scores that have risen most among the World’s Best Multinational Workplaces is this statement: “People are encouraged to balance their work life and their personal life.”

Momentum and transparency are the last of the seven key trends we have noted as influencers of high-trust at organizations. Momentum refers to the positive upward spiral that seems to occur (owing to both management and employees) once an organization develops a trust-based workplace culture. This is logical as a more trust-based culture often sees employees that are more active participants in culture related activities and hold a greater appreciate for their workplace. With the amount of new technologies (like social media) and personal mobile devices available, organizations are faced with an amount of unprecedented transparency. This transparency works in favor of organizations with great cultures and rewards them while providing a “public eye” and ample incentive for less than great organizations to step up. Another of the three Trust Index© scores that have risen most among the World’s Best Multinational Workplaces is this statement: “Management keeps me informed about important issues and changes.”

Check out a few “Fast Facts” about the World’s Best Multinational Workplaces 2014 below, and be sure to check back here on Thursday to see which companies made the list!

Fast Facts: The World’s Best Multinational Workplaces 2014

  • Since last year, industry distribution has changed significantly on the World’s Best list. IT and Telecommunications now makes up 40% of the industries, replacing Manufacturing and Production (28%) as the dominating industry. The variety of industries represented has shrunk from 8 industries in 2013 to just 6 this year:industrydistribution2014
  • Among the 2014 World’s Best Multinational Companies to Work For in 2014, “Pride” is distinguished as the main strength. “Camaraderie” ranks stronger than “Respect” in the Top 10 and the Top 5, while “Fairness” continues to be biggest opportunity area:2014 Dimension Scores
  • Since 2011, the main improvements made by the best multinationals in the world are:
    • Encouraging work-life balance,
    • Management keeping employees informed
    • Promotions based on merit.

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Filed under China Gorman, Company Culture, Data Point Tuesday, Employee Satisfaction, Great Place to Work, World's Best Multinational Workplaces

Sustainability in 2014: The Language of CSR

Data Point Tuesday
GreenBiz Group Inc.
recently released their 2014 Sustainability & Employee Engagement Report, content generated from responses of more than 5,600 members of the GreenBiz Intelligence Panel (executives and thought leaders in the area of corporate environmental strategy and performance). GreenBiz’s report “examines aspects of corporate environmental and sustainability education initiatives at companies at varying stages of program development and provides a quantitative understanding of the evolution of employee engagement” and notes that while sustainability professionals commonly think of challenges in terms of the physical or fiscal impact of their efforts, the most problematic challenge for this area today may actually be its use of language. Take the term “employee engagement” as an example. While sustainability professionals frequently use this term to describe their attempts to motivate a company’s employees to participate in furthering the sustainability or CSR program, it’s likely that HR executives already have a definition for the term and a way to measure it. HR commonly defines engagement as an employee’s willingness to apply discretionary effort toward meeting the company’s goals and to do more than merely meet job requirements/customer needs and measures this via an index approach using employee answers to survey questions. For example “are you proud to work at this company?” or “do you feel this is a great place to work?”

If HR and Sustainability teams have different definitions of terms like employee engagement, it can cause disconnect and communication barriers. GreenBiz uses the example of a CSR professional who ran into resistance when he met with HR to talk about how to improve employee engagement efforts at his organization. When he changed the language of the conversation however, and asked to discuss how they could increase the participation numbers in the company’s sustainability programs, he was meet with much more enthusiasm. GreenBiz points out that another potential language gap occurs when Sustainability and HR professionals discuss how to achieve greater participation from employees in furthering the sustainability mission. While 73 percent of respondents indicated that their company is educating employees across the organization about its corporate sustainability goals, in a recent study by The Conference Board, only 5 percent of the S&P 500 have instituted employee CSR training. This highlights the differences in association and potential confusion that can occur between the terms “training” and “education,” where training is generally more skills based and education often refers to broader and more general learning activities.

Sept 16 sustainability definitions chart
Understanding the kinds of language used in CSR and HR programs, and how to frame such language, can be a vital tool in breaking down communication barriers within an organization. With this in mind, let’s look more closely at what GreenBiz’s report uncovered, starting with the basic definition of “sustainability” initiatives. Over the last six years the term “sustainability” has become the standard for describing such initiatives. 51% of respondents report identifying with this term, up from 49 percent in 2011 and 34 percent in 2008. While this term is increasing, two terms have lost value in describing sustainability initiatives, “environmental, health and safety” and “greening” (see chart above). Another sustainability trend for 2014 is the convergence of social and environmental issues. When GreenBiz looked at the extent to which environmental and social issues are linked today vs. five years ago, they noted an increase across all companies regardless of size. The largest increase in the correlation was at large companies, from 87% to 94%. When it comes to educating employees about their corporate sustainability goals, almost all companies participate. 73% of respondents at small companies indicated their organizations are providing this education, as did 80% of respondents at large companies. Interestingly, which department champions sustainability education efforts most seems to be dependent on the size of the company (see graphic below).

Sustainability champions grapic
When it comes to the topics on which departments focus for employee sustainability education programs, the top 5 have remained steady over the last six years and are: “general information about sustainability initiatives,” “the company’s sustainability successes and accomplishments,” “Actions at work to conserve or protect resources,” “environmental footprint of the company,” and “volunteer programs.” For 2014, the top three motivators for employee participation in corporate sustainability activities were: “concern for the environment and society,” “evident CEO support or mandate,” and “sustainability goals included in performance evaluation.” GreenBiz’s report also cites internal hurdles to sustainability education, which include executive commitment, education and communication, budget/resources/competing priorities, and time.

This data around participation by employees in corporate CSR or Sustainability programs, links nicely to last week’s post about Millennials’ participation in “cause work.” Coming at this topic from both directions – desire on the part of Millennials to participate and corporate CSR/Sustainability professionals’ desire for higher participation levels – creates significant opportunity for everyone. Building trust levels , creating opportunities for growing camaraderie and making strides in being good stewards of the Earth, the economy and our communities in one fell swoop could be a monumental win/win for all of us.

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Millennial Employees: Defying Assumptions

Data Point TuesdayApproximately 80 million Millennials live in the U.S today. In my last post on Talent Acquisition Trends I touched on the fact that this group is the largest generation in history and, while the exact percentages vary depending on the research, is expected to make up more than 50% of the workforce by 2020. We may still think of Millennials as “the next generation” but the fact is that this group will make up the majority of the workforce in the not too distant future, so research on the values and expectations of this generation is valuable – and actionable. A great example of this kind of research is the “2014 Millennial Impact Report: Inspiring the Next Generation Workforce” by Achieve, whose purpose for the research is to “Understand Millennials’ preferences for cause work and to share those findings with organizations that are looking to better engage this influential group.” Surveys were distributed to Millennial employees of corporate research partners from various industries, as well as a generic survey with respondents representing more than 300 companies and organizations across the United States. For the study, Millennials were defined as individuals born after 1979.

As I’ve discussed in previous posts, Millennials place a high value on corporate social responsibility. Achieve’s research looks specifically at the role “cause work” plays in motivating Millennials overall – from job search, application, through to employment. Consider that of the Millennial employees surveyed, 92% felt they were actively contributing to a company having a positive effect on the world. Where cause work starts motivating Millennials though, may differ a bit from our assumptions. Of those surveyed, 63% of Millennials said that a company’s involvement with cause work and community initiatives did not factor into the search that resulted in their current job! This contradicts the common assumption that cause work matters from the beginning of a Millennial’s job search. Achieve discovered that, in fact, most Millennials first looked at what a company does, as well as pay and benefits, when deciding whether or not to apply. Cause work was not a significant factor. While only 39% of Millennials reported their company discussed cause work during the interview process, the companies that did do this, influenced interviewee’s decisions. Of the Millennials who heard about cause work in the interview, 55% of them said the company’s involvement with causes helped persuade them to take the job. Bottom line: mention cause work in interviews – especially with Millennial candidates!

Job Search Process

Another trend that I have previously discussed is Millennials’ relationships in the workplace, specifically that Millennials have a tendency to build close friendships and desire to work with those they know and would be friends with outside of work. This desire also presents itself in Millennials’ preferences for company-sponsored volunteer projects/programs. Of the Millennials surveyed, 77% preferred to perform cause work with groups of fellow employees as opposed to doing independent service projects. More specifically, 62% of Millennial employees preferred volunteering and doing cause work with employees in their same department rather than employees in the company they didn’t directly work with.

What Inspires Millenials

For Millennials, relationships also play an important part in informing candidates about a company’s causes. Information from past and current employees was the third most common source for Millennial employees who researched their company’s cause work (36%). The most common source of information was the company’s website (93%), followed by Google Search (61%). These top three sources, including word-of-mouth, beat social media outlets Facebook (22%), LinkedIn (12%) and Twitter (11%).

One last interesting area of commentary from Achieve’s report is how Millennials view the assets they can potentially donate. As it’s put in the study: Millennials differ from previous generations in that they “may still give money, time and skills, but they also view their network and voice as two very beneficial assets they can offer a cause. For Millennials, all of these resources are equal in how they may help a cause. A Millennial may see Tweeting about a cause as a way of giving resources, because they are donating their network.” When it comes to giving, Millennial employees donate money to nonprofits both on their own and through their company’s promoted giving campaigns, and they donate generously! Only 13% of the Millennials surveyed did not donate money to nonprofit organizations in 2013.

Donations

This report tells us that Millennials consistently defy employers’ expectations along a broad continuum. We need to pay attention, continue to ask questions, and learn to meet them on their own ground. Who would have thought that company websites and Google searches would be far more powerful (and motivating) than social media in this aspect of job search behavior in the Millennial cohort? And it’s interesting to note that camaraderie in their workgroup – not in their employer in general – is motivating for them. That’s one piece of data that is consistent with what we know about all cohorts in the workplace: we all want to trust our leaders, have pride in our work, and camaraderie within our workgroups. Great Place to Work has been validating these data points for more than 20 years.

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It’s all About: Trust, Honesty, and Transparency

Data Point TuesdayCompany cultures, the good, the bad, and – well in the interest of being nice we’ll leave it at that – have been the focus at Great Place to Work® for the last 25 years, since Robert Levering and Milton Moskowitz researched their book The 100 Best Workplaces in America. What their research revealed is that the key to creating a great workplace revolves not around the building of a certain set of benefits and practices, but through the building of high-quality relationships in the workplace, relationships characterized by trust, pride, and camaraderie. What we call a great company culture. As Erin Osterhaus, researcher for HR technology reviewer Software Advice, points out in her blog about a recent survey, the term “company culture” has seen an astronomical rise in use since 1980, due in part to publications like The 100 Best Workplaces in America, as well as companies’ recognition that culture has a direct impact on how happy, and healthy employees are– and, how well they perform. With the rise in attention to the topic of company culture, enter the adoption of roles created specifically to focus on company culture. As Osterhaus points out, Google, #1 on the FORTUNE 100 Best Companies to Work For List for the last three years, was one of the first companies to adopt such a position (Chief Culture Officer) in 2006.

company culture over timeConsidering all the research and data that surround the term “company culture” today, Software Advice surveyed 886 U.S. adults to learn how they define company culture, and to better understand what culture means to the group it impacts the most: employees and job seekers. What did they discover? Most survey takers described “company culture” as a value, belief, or habit of employees that worked at an organization, or the overall feeling of the environment at that company. The majority of respondents listed their ideal company culture as “casual or relaxed” followed by “family oriented,” “fun,” “friendly,” and “honest and transparent.” However, when asked which of these five attributes would most likely convince them to apply at company, respondents stated that “honesty and transparency” would be the biggest influencer.

So while “casual/relaxed” and “fun” ranked over honesty as the most common definition of an ideal company culture, the fact that “honesty and transparency” are the bigger influencers on whether a prospective candidate actually applies at a company highlights what we’ve known about company cultures all along… that trust and values matter most.

ideal company cultureSoftware Advice’s data prove once again that it is fostering trust and building honesty and transparency that ultimately create a sense of camaraderie amongst employees and the fun, family feel environments that respondents report as their “ideal company culture.” As Leslie Caccamese and Katie Popp state in Great Place to Work’s recent whitepaper, Five Lessons for Leaders as they Build a Great Workplace, “What people often think makes a great workplace isn’t actually what makes it so.” While great amenities like workout facilities, foosball tables, and 4 star catered meals may initially come to mind when people think “great company culture,” it’s ultimately evidence of trust-based interactions between leaders and their employees that Great Place to Work looks for when evaluating companies for our Best Companies to Work For lists in nearly 50 countries around the world.

I’ll leave you with another quote from our recent whitepaper: “…by all means, install slides and fi­reman poles; scatter about lava lamps and bean bag chairs. Bring in the manicurist and the barista, and cater to people’s pets. Just make sure these things aren’t happening in lieu of deeper, more substantial practices like involving employees in workplace decisions, keeping them informed of important issues, tending to their ongoing professional development, and sharing profi­ts fairly. These types of practices will go much further in helping employees feel that theirs is a great workplace.”

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