Benefits of company culture

Business Agility: The 8 Ways Great Workplaces Adapt and Thrive

2025-04-29T10:02:13-04:00

Here’s what boosts agility for your employees, and how great workplaces support people in adapting quickly to change.

When facing economic headwinds or business challenges, how you adapt to change is the only measure of success.

Market volatility is soaring as the world digests new U.S. tariff policies, and the rapid rise of AI technology ensures every company is laser-focused on change management.

“There is more change and more disruption going on than ever,” shared Jim Kavanaugh, president and CEO of World Wide Technology, at the Great Place To Work® For All Summit™ in Las Vegas.

His recipe for responding to these changes in the business landscape? “If you have a really strong set of values that you commit to, it’s amazing how that culture helps navigate through challenging times,” he says.

For leaders of any organization, a relentless commitment to business agility should be a core part of the strategy for the months and years ahead.

What is business agility?

For companies in any industry, business agility is a measure of your organization’s ability to adapt and evolve to gain and maintain and competitive advantage in the marketplace.

Business agility plans might include developing new products or services to stay competitive, adjustments to business operations to meet the demands of a new business environment, or maximizing the untapped potential of your workforce.

Even in the best of times, businesses must constantly adapt to remain viable. Only a third (34.7%) of private sector businesses in the U.S. founded in March of 2013 survived to their 10th birthday in 2023, per the Bureau of Labor Statistics.

The companies that beat the odds? They all mastered the art of adaptation.

Why business agility matters for workplaces today

The need for speed is only increasing for business leaders in 2025.

Nearly three-quarters (72%) of business leaders say their business doesn’t move fast enough, per an Aon report. In particular, leaders are worried they are falling behind on AI. Nearly half (47%) of C-suite leaders say their organizations are developing and releasing generative AI tools too slowly, per McKinsey.

One potential culprit for slowness? A lack of agility in your workforce. Nearly four out of five (79%) of junior employees say they can’t keep up with the dizzying rate of technological change in the AI era, per Fortune.

For HR leaders, there is a growing imperative to become catalysts for AI transformation and adoption. As more and more CEOs cite AI as the top opportunity and challenge facing their organization, HR leaders who can foster business agility will find more influence in their company.

What drives business agility in the workplace?

Your people play an essential role in either accelerating or hindering business transformation.

Does your workforce lean in and embrace new ways of working, or do they sabotage your modernization efforts? It’s not just senior staff who might be holding onto outdated workflows and business practices. Four in 10 (41%) Gen Z workers admitted to sabotaging their company’s AI strategy in a recent poll.

Great workplaces instead deliver employee experiences that empower employees to take risks and grow their skills. Great Place To Work research analyzed 1.3 million survey responses and found these eight experiences that drive agility for your workforce:

1. Recognition for those who try new and better ways of doing things

What you celebrate matters. When employees say that their company celebrates people for trying new things, regardless of the outcome, they are 253% more likely to quickly adapt to change, per Great Place To Work data.

That’s why “thanking” is one of the nine high-trust leadership behaviors that strengthen culture and contribute to long-term success. It’s essential for every employee to have the opportunity to receive recognition for their work, and for companies to reward specific behaviors that contribute to their goals.

For example, Bank of America helps every employee look for ways to improve their work by assigning everyone an annual goal to submit new ideas through its “Speak Up!” tool. The employees whose ideas are implemented receive cards celebrating their contributions.

2. Psychological safety that allows everyone to take smart risks

It’s not enough to only celebrate people for trying something new when a project succeeds. The 253% higher likelihood that employees adapt quickly to change only occurs when employees say their company celebrates people who try new things regardless of the outcome.

This is a core tenet of psychological safety, the term coined by researcher Amy Edmondson to describe an environment where employees feel safe to take reasonable risks.

“If you only welcome trying new things when they work out, then they’re not very new,” she shared on the “Better” podcast. “They’re kind of safe bets. And again, over the long term, that’s not an innovative company. That’s not a company that will likely thrive over the long term.”

How can leaders create an environment where failure can lead to growth? A key ingredient is the ability to acknowledge their own mistakes.

3. High levels of cooperation across teams and between departments

When employees believe they can count on colleagues to cooperate, they are 132% more likely to quickly adapt to change, per Great Place To Work data.

This spirit of cooperation is driven by high-trust leadership, which in turn allows colleagues to invest in the success of their peers. If people don’t believe promotions are fair, or if their hard work isn’t recognized, it breaks trust, which can create a toxic environment where coworkers sabotage each other in a zero-sum competition for power.

Great workplaces do things differently. 카지노 커뮤니티 추천 on the Fortune 100 Best 카지노 커뮤니티 추천 to Work For® List rely on a foundation of trust to boost effort and agility, resulting in 8.5 times more revenue per employee compared to the market.

4. Benefits that support employees’ needs inside and outside of work

Having special and unique benefits makes it more likely — 51% more likely — that an employee will quickly adapt to change. However, the benefits driving increased agility are not gym memberships or free office snacks.

Employees deeply value childcare benefits, flexible work options, generous retirement benefits, and more — tools that allow them to build a foundation of security from which they feel empowered to take risks. It’s hard to take on a new project or adopt a new technology if you are worried about your family or your financial security.

카지노 커뮤니티 추천 like Wegmans Food Markets uncover the specific needs of their employees through listening sessions and employee surveys. When it learned that frontline employees were struggling to manage at-home responsibilities without a consistent weekly schedule, Wegmans created a companywide program to give hourly employees a consistent day off each week.

5. A clearly communicated vision for the future from top leaders

Employees want to know how they fit into the future of the organization. The more confident they are that their leaders have the skill and foresight to guide them through a volatile business environment, the better they perform.

When employees say leaders have a clear view of where their company is going, they are 51% more likely to adapt quickly to change.

If employees are unclear about how they can contribute to company goals, it might be time to revisit your mission statement.

“The test of a mission statement is ‘Does it drive behavior every day?’” according to John Burke, CEO of Trek Bicycle. Trek’s mission is something Burke regularly calls on when evaluating work or offering feedback to his team.

Whenever his team has faced headwinds, a first step has been to revisit the mission statement and ask: “Is our mission still relevant?”

6. Employees feel involved in decisions that affect them and their work

When employees say they are involved in decision-making, they are 41% more likely to quickly adapt to change. That doesn’t mean every employee has a voice in every business decision, but companies like Hilcorp Energy have achieved remarkable results from increasing the ability of employees to engage in business decisions.

“We give every employee access to the company’s financials, share our measures of business success, and we teach them how to understand them,” says Mike Brezina, senior vice president, human resources at Hilcorp. “We open the books and share our financial measures such as cash flow, margin, production rate, lifting costs, investments, oil and gas price impacts, storage costs, and more.”

7. A commitment to lifting up local communities

Employees who say they feel good about how their company contributes to the community are 34% more likely to quickly adapt to change. This relationship can also be seen in the strong connection between employee sentiment on AI and their trust in their organization’s environmental, social, and governance (ESG) efforts.

카지노 커뮤니티 추천 like Accenture capitalize on these trends by inviting employees to participate in programs like its “Sustainability Innovation Challenge.” Employees from across the organization compete with entries like Mangrovera.ai, a tool developed by a team in India to help researchers restore and protect Mangrove forests. The new technology — an AI-powered solution — provides an opportunity for employees to explore new tools and build skills while giving back to a cause that they believe in.

8. Every employee, regardless of role, has a voice and feels respected

When employees say they are treated as a respected and valued member of the team, they are 31% more likely to quickly adapt to change.

This often becomes a challenge for frontline workers who feel excluded from the culture enjoyed by employees in another part of the company. Frontline workers are less likely to receive training and development opportunities — such opportunities make employees more likely to be engaged AI adopters.

To combat this disparity, Marriott International rebuilt its training and development offering to ensure every employee can access learning content.

Improve your business agility through our employee engagement software

Business agility is a competitive advantage in today’s marketplace. With the rise of AI and mounting market uncertainty, companies that can adapt to change will be in the best position to thrive.

For HR leaders, this means having a strategy to increase agility across your workforce. The first step is to benchmark your culture.

The Great Place To Work platform offers analytics and insights to drive your business to move faster and seize new opportunities in a complex climate. Explore the survey platform and begin your journey with Great Place To Work 카지노커뮤니티™ today.

5 Leadership Tools Trek Bicycle Uses to Build a High-Performance Workplace

2025-04-09T02:00:55-04:00

CEO John Burke shared his leadership toolbox as part of the Executive Leadership Experience at the For All Summit™ in Las Vegas.

What does it take to create a great workplace experience for employees? It starts with leadership.

For John Burke, CEO of Trek Bicycle, No. 50 on the Fortune 100 Best 카지노 커뮤니티 추천 to Work For® in 2025, the vision for leaders is specific: “I go to work every day to make Trek better,” he shared with an audience of CEOs and HR leaders at the For All Summit.

At Trek, leadership is evaluated by levels, made popular by Stanford professor and author Jim Collins’s “Level 5 Leadership” concept. For Burke, developing great leaders is about solving an existential challenge for Trek.

“I asked ChatGPT about the chances of a company like Trek making it to 100 years,” he says. The company will turn 50 in 2026, but ChatGPT only gave an 8% chance the company makes it another 50 years.

It’s this long-term view that drives Burke to demand excellence from not only leaders, but all employees to build a better company.

“I am cognizant of the fact that I won’t be here,” Burke says of a potential 100-year anniversary for Trek in 2076. “The key is understanding that no company is going to be successful with just one person dominating the company.”

What’s in Trek’s leadership toolbox?

To develop the leadership potential of every employee, Burke recommends five things:

1. A meaningful, relevant mission

Most companies have a mission statement, but too often the words are pablum that fail to meet the current needs of the business. “Ninety-five percent of the mission statements I see are crafted by the marketing department for the marketing department,” Burke says.

At Trek, a reimagined mission statement has been a starting place whenever the business faces headwinds.

Five years prior, the business stalled and Trek’s leaders were forced to ask, “Is our mission still relevant?”

“The test of a mission statement is ‘Does it drive behavior every day?’” Burke says. Trek’s new mission is something Burke regularly calls on when evaluating work or offering feedback to his team.

For example, part of its mission is: “We only build products we love.” A shared commitment to excellence offers an easy way to assess the success of a new bike design or a marketing plan.

2. Create a fleet of sparkling minibuses

The minibus concept is another idea borrowed from Jim Collins who spoke to Trek’s leaders at a 2018 global leadership meeting.

Every Trek employee imagines they are on a minibus, a small team working toward a shared goal. Each minibus is assigned levels, from one to five.

The result? Trek has 750 minibuses, including retail stores, sales territories, manufacturing centers, and marketing departments. Each minibus is empowered to act like owners of the business. They have a flywheel where they understand they’re contributing to company goals. They know the facts about their business unit, both the good and the brutal truth. They have objectives and key results (OKRs), and a scorecard to measure performance.

Each minibus leader is asked to share what they need help with at leadership meetings, and ensuing conversations help everyone grow to create a stronger workplace.

The unique magic of the minibus is how every job becomes meaningful with a clearly stated goal and connection to company performance.

“Every single job is important,” Burke says. The minibus concept ensures that leaders communicate how every single person plays a vital role in company success.

3. Run your play to perfection

This principle is one Burke borrowed from Nick Saban, legendary football coach for the University of Alabama. Saban told Burke how he learned to focus on running each play in a game to perfection, and ignore the score.

It’s a philosophy that provides clarity for a business, Burke says. “It begs the question: What is the play?”

At Trek, the play might be an effort to simplify its product offering, or transform a retail store in Canberra, Australia, into the best bike shop in the world. Running plays turns the work into manageable chunks where teams can have a tangible impact.

4. Develop Level 5 leaders

At Trek, leaders receive a score of one through five, again borrowed from Jim Collins’s book “Good to Great.” Essential elements of Level 5 leaders include humility, will, vision, and the ability to bring the best team to the field.

“Too many people think leaders are born, not made,” Burke says. “Leaders have mentors. Leaders can be coached.”

Trek not only provides its leaders with leadership training, but offers leadership modules to its retail partners. “Who else is going to provide our bike shops with leadership training?” Burke says.

Leaders receive continuous feedback sessions, and every leader is expected to work on their skills.

“I expect everyone at Trek to have a Level 5 journey,” Burke says. If leaders aren’t willing to grow, they won’t be a good fit for the company.

5. Measure leadership with Great Place To Work

How can you measure the performance of your leaders? Trek relies on data from Great Place To Work surveys.

“I can’t tell you how big of an effect Great Place To Work has had on Trek,” Burke says. “You can go leader by leader. The best leaders have the best Great Place To Work scores. The worst leaders have the lowest scores.”

In this way, the Great Place To Work survey is a “fire detector” that offers essential insight into your company. And the impact of a leader is massive. “Leaders have a multiplying impact,” Burke says, “either multiplying positively or multiplying negatively.”

Every leader at Trek has a Great Place To Work objective as part of their OKRs. Every team member is responsible to make their workplace better, resulting in Trek’s jump from No. 94 on the Fortune 100 Best list in 2023 to No. 50 in 2025.

Join the livestream of the 2025 For All Summit mainstage, or join us next year for our premier leadership event.

Employee Trust Fuels Financial Success at the 100 Best 카지노 커뮤니티 추천 to Work For in 2025

2025-04-02T07:00:27-04:00

Winning companies earn 8.5x more revenue per employee and more than triple their stock market performance, delivering ‘incredible’ business performance.

April 2, 2025, Oakland, Calif. — Can employee trust be measured in dollars and cents? The 2025 Fortune 100 Best 카지노 커뮤니티 추천 to Work For® have proven that the answer is a resounding yes.

On average, the 100 Best 카지노 커뮤니티 추천 earn 8.5 times more revenue per employee (RPE) than the U.S. public market RPE. This astounding outperformance includes both public and private companies, with public companies reporting RPE that’s more than 9.4 times higher than market RPE, while private companies see more than 7.7 times higher. This financial advantage trends across industries, reinforcing the financial benefits of high-trust workplaces.

The annual list of top-performing companies is determined by employee surveys, corporate data, and a comprehensive audit of an organization’s workplace programs, benefits, and practices — all powered by Great Place To Work, a UKG company since 2021.

“The 100 Best 카지노 커뮤니티 추천 don’t hit high RPE numbers by slashing headcount and overworking their teams,” says Michael C. Bush, CEO of Great Place To Work, which has produced the list since 1998. “Well-being isn’t sacrificed for productivity.”

The 100 Best 카지노 커뮤니티 추천 are more profitable and productive because they’ve created consistently positive work experiences, resulting in lower burnout rates and higher levels of psychological and emotional health compared to typical workplaces. They outperform their peers in every employee experience metric, with nine out of 10 people describing their workplace as caring.

High levels of agility and discretionary effort fuel high RPE levels at the 100 Best 카지노 커뮤니티 추천. “That doesn’t happen by giving them perks like free food or Apple watches,” Bush says. “If it were that simple, every workplace would be great. It happens by listening to people and involving them in decisions that affect them.”

Leaders at the 100 Best 카지노 커뮤니티 추천 ensure all employees have opportunities for special recognition and make sure they believe that what they do matters; that they matter as human beings first and workers second. They’ve built organizations where transparency, well-being, and high levels of cooperation are cornerstones.

Outperforming the market

FTSE Russell, a global index and data provider, analyzed the annual returns of the publicly traded companies on the 2025 100 Best 카지노 커뮤니티 추천 list and found they achieved total stock returns of 21.0%.

In looking at the historic 27-year return of the 100 Best 카지노 커뮤니티 추천, it found this portfolio beat the market average by a factor of 3.50 relative to the Russell 1000 Index, a leading benchmark of U.S. large-cap equities. Returns in 2024 boosted the cumulative outperformance margin of the 100 Best 카지노 커뮤니티 추천 to 2,267 percentage points, an increase of 371 percentage points year-over-year.

“As a general rule of thumb, if you can outperform by 2% to 3%, that’s considered quite noteworthy,” says Ryan Giannotto, CFA, manager of equity index research at the London Stock Exchange Group. “A cumulative 27-year outperformance factor of 3.50 is incredible. This analysis gives credence to the contention that employee experience contributes to market returns.”

Historic analysis confirms outperformance isn’t just a snapshot in time. The 100 Best 카지노 커뮤니티 추천 achieved a total return of 3,174% compared to the 907% total return of the Russell 1000 Index from December 1997 to December 2024.

“This is why investors do not look at just a one-year return,” Giannotto says. “They look at a comprehensive history of returns because they want to see how a company performs in different market conditions.”

The 100 Best 카지노 커뮤니티 추천 exemplify how high-trust cultures drive business success: Leaders shape the employee experience, which in turn shapes the culture, and that culture drives business performance.

Giannotto points out that the market returns have been driven by some of the largest companies, known as the Magnificent Seven, which comprise about 34% of the market.

“For the 100 Best 카지노 커뮤니티 추천 to get competitive market returns without all those trillion-dollar market cap company names is very impressive,” he says. “They don’t rely on the Magnificent Seven to drive performance.”

FTSE Russell developed a hypothetical index of the companies who make the annual 100 Best 카지노 커뮤니티 추천 list, giving each company equal weight in the portfolio. Even then, the 100 Best 카지노 커뮤니티 추천 outperformed historically.

“In the past decade, equally weighted portfolios have substantially underperformed as, again, these ultra-large tech companies have driven a lot of performance and have only gotten larger,” Giannotto says. “To have an equally weighted portfolio that substantially outperforms like this is a compelling and impressive rethink of what factors can influence market outcomes.”

Here are the top 10 on this year’s list:

“Fortune is happy to have collaborated with Great Place To Work for the 28th year to recognize the 100 Best 카지노 커뮤니티 추천 to Work For,” says Alyson Shontel, editor-in-chief of Fortune. “In a difficult macro environment with unprecedented challenges, these companies seemed to navigate their organizations toward steady and positive working environments for employees. Congratulations to all who were recognized.”

Images available: 100 Best 카지노 커뮤니티 추천 to Work For

Learn more about how trust fuels financial success at the 100 Best 카지노 커뮤니티 추천.

**About the Fortune 100 Best 카지노 커뮤니티 추천 to Work For**

Great Place To Work selected the 100 Best 카지노 커뮤니티 추천 list by gathering and analyzing more than 1.3 million confidential survey responses representing the experiences of 8.4 million U.S. employees. Of those responses, over 670,000 were from companies eligible for this list. 카지노 커뮤니티 추천 must be Great Place To Work Certified™ with 1,000 or more employees in the U.S. and cannot be a government agency. Organizations are assessed on their efforts to create generous, supportive, high-performance work experiences for every employee in the organization.

To be considered, all companies use the Great Place To Work Trust Index™ Survey. To get on this list next year, start here.

About Great Place To Work

As the global authority on workplace culture, UKG’s Great Place To Work brings 30 years of groundbreaking research and data to help every place become a great place to work for all. Its proprietary platform and For All™ Model help companies evaluate the experience of every employee, with exemplary workplaces becoming Great Place To Work Certified or receiving recognition on a coveted Best Workplaces™ List.

Follow Great Place To Work on LinkedIn, Twitter, and Instagram or visit myqiche.com and sign up for the newsletter to learn more.

About Fortune

The Fortune mission is to change the world by making business better. We achieve that by providing trusted information, telling great stories, and building world-class communities. We measure performance by rigorous benchmarks. And we hold companies accountable. 카지노 커뮤니티 랭킹 goal is to make Fortune a force for good through its second century and beyond. For more information, visit www.fortune.com.

Trust Fuels Financial Success at the 100 Best 카지노 커뮤니티 추천

2025-04-02T06:15:00-04:00

High-trust workplaces achieve more than eight times more revenue per employee and outperform the market by nearly four times.

When I talk about how employee trust boosts business performance, audiences often nod in agreement. 카지노 커뮤니티 추천 do better when their people trust them. That makes sense to most people.

But then comes the question: “Can trust be measured in dollars and cents?”

Let’s look at the 2025 Fortune 100 Best 카지노 커뮤니티 추천 to Work For®, using a common business metric: revenue per employee (RPE), which reflects the productivity and efficiency of a company’s workforce.

On average, the 100 Best 카지노 커뮤니티 추천 earn 8.5 times more revenue per employee than the U.S public market RPE. This astounding outperformance includes both public and private companies, with public companies reporting RPE that’s more than 9.4 times higher than market RPE, while private companies see more than 7.7 times higher. This financial advantage trends across industries, reinforcing the financial benefits of high-trust workplaces.

RPE success must be measured in tandem with the employee experience. The 100 Best 카지노 커뮤니티 추천 don’t hit high RPE numbers by slashing headcount and overworking their teams. Well-being isn’t sacrificed for productivity. Quite the opposite. They outperform their peers in every employee experience metric from retention and well-being to innovation and productivity, with 90% of people describing their workplace as caring.

The 100 Best 카지노 커뮤니티 추천 also more than triple their stock market performance.

More nodding from the audience. That’s what they want: Financial returns that light up Excel reports. High stock prices and skyrocketing profitability. A workplace brimming with innovation and agility, and record levels of productivity and efficiency.

Their next question: “How?”

I love this question, but not everyone loves my answer: It’s all about leadership behaviors, not just benefits. Trust isn’t built through more PTO. It’s in how leaders make people feel and the actions they take.

The 100 Best 카지노 커뮤니티 추천 have built a foundation of employee trust that fuels performance in all areas of their business — not just some areas, and not just for some people. They are more profitable and productive because they’ve created consistently positive work experiences, lower burnout rates, and higher levels of psychological and emotional health compared to typical workplaces.

Employees at these companies give extra in droves and are extremely agile, fueling high RPE levels. That doesn’t happen by giving them perks like free food or Apple watches. If it were that simple, every workplace would be great. It happens by listening to people and involving them in decisions that affect them. These leaders ensure all employees have opportunities for special recognition and make sure they believe that what they do matters; that they matter as human beings first and workers second. They’ve built organizations where transparency, well-being, and high levels of cooperation are cornerstones.

That is how business is done: with people, not to people. When that happens, the business benefits all stakeholders — from frontline workers to executives, shareholders to local communities.

The 100 Best exemplify how high-trust cultures drive business success: Leaders shape the employee experience, which in turn shapes the culture, and that culture drives business performance.

Great leaders understand that it is because of their people that they outperform. It’s why they work on the nine high-trust leadership behaviors, so their people want to show up for them, work hard, and innovate when given a chance. They listen, evolve, and meet the moment.

In an age of distrust, AI fears, geopolitical uncertainty, and record-low employee engagement levels, that moment is now.

Agility and extra effort drive productivity

The 100 Best are more productive than their competitors, thanks to high levels of agility and discretionary effort, which boost their impressive RPE numbers.

Employees don’t give extra because they’re told to work harder or adapt faster. They go the extra mile because they work in cultures of collaboration, special recognition, and purposeful work.

At the Best Workplaces, 84% of employees say they can count on people to cooperate. Why does that matter so much? Because the likelihood of extra effort skyrockets by a jaw-dropping 720% when employees work in a cooperative workplace. And when employees feel everyone has opportunities for special recognition and their work is meaningful, they are 60% and 50% more likely to give extra, respectively, according to an analysis of 1.3 million employee surveys from Great Place To Work.

Leaders make sure people feel a sense of purpose in their work, which can boost stock performance. They build cultures of camaraderie and cooperation through training and modeling leadership behaviors.

Accenture, for example, intentionally builds and tracks cooperation through its “Leader Network Diagnostic tool” and accompanying workshop, which helps break down silos and expand and strengthen connections among colleagues.

Synchrony’s President and CEO Brian Doubles redefined leadership by incorporating high-trust leadership behaviors into the company’s values and strengthening its culture of cooperation. Over the past three years, these efforts have led to Synchrony’s stock price doubling and voluntary turnover hitting an all-time low. Its ranking on the 100 Best has jumped from No. 44 in 2020 to No. 2 in 2025.

Not only do employees at winning companies give more effort, they’re able to quickly adapt to changes because they’re well-informed, understand their impact on the business, and feel empowered to voice their opinions.

But it’s when organizations celebrate new and better ways of doing things, regardless of the outcome, that agility soars — by 250%, according to 1.3 million survey responses.

For that to happen, you must have psychologically safe workplaces for people to speak up, as Harvard professor and bestselling author Amy Edmondson shared. Eighty-one percent of people at the 100 Best describe their company as psychologically and emotionally healthy compared with 57% at typical companies. When employees can try new things without fear, innovation thrives, as does financial success. 카지노 커뮤니티 추천 that excel in “Innovation By All” experience 550% faster revenue growth.

Listening to and empowering employees to innovate has led to business success at Credit Acceptance, where leaders hold themselves accountable for acting on employee feedback. The company publishes a report on how many questions have been asked year-to-date, the number of up and down votes, and the status of those on which they have committed to “take action.”

Agility is also 50% more likely when employees believe their leaders have a clear strategic vision, and 40% more likely when they are actively involved in decisions that affect them. It’s why leaders at Hilcorp Energy give employees access to the same financial information they have. They hold monthly meetings to keep everyone informed and involved in discussions about the company’s financials, breaking down details so employees learn how their contributions are linked to the company’s success.

Every leader today can create a culture that fuels business performance, no matter the company size, industry, or budget. The building blocks of employee trust are the same.

Focus on leadership — at all levels and for everyone. When you do, your business will be more profitable, productive, efficient, innovative, and resilient.

When Employees Thrive, 카지노 커뮤니티 추천 More Than Triple Their Stock Market Performance

2025-04-02T06:00:41-04:00

Here’s what investors should consider about the employee experience.

카지노 커뮤니티 추천 that make the Fortune 100 Best 카지노 커뮤니티 추천 to Work For® List consistently outperform the market by 3.50 times, over a 27-year period, according to FTSE Russell, the global index and data provider.

FTSE Russell looked at decades of market data and developed a hypothetical index using companies that make the annual 100 Best list compiled by Great Place To Work® since 1998. FTSE Russell analyzes the annual returns of the publicly traded companies on the list and compares those results to other market benchmarks.

The result? If you had invested in 100 Best 카지노 커뮤니티 추천, you would more than triple what a similar investment might have earned in another portfolio.

“As a general rule of thumb, if you can outperform by 2% to 3%, that's considered quite noteworthy,” says Ryan Giannotto, manager of equity index research at the London Stock Exchange Group, which produces the Russell 1000, an index of the biggest U.S. stocks.

“A cumulative 27-year outperformance factor of 3.50 is incredible. This analysis gives credence to the contention that employee experience contributes to market returns.”

While backwards looking data is no guarantee of future market success, the research offers a compelling case for considering the employee experience in an investment strategy. Just one year of overperformance might not tell investors much, but 27 years of performance demonstrate a proven pattern.

“This is why investors do not look at just a one-year return,” Giannotto says. “They look at a comprehensive history of return because they want to see how a company performs in different market conditions.”

Even more impressive, the 100 Best benchmark overperforms without relying on the Magnificent Seven, companies that include Meta, Google, Apple and others, and that are responsible for most of the top-heavy growth in the market. “For the 100 Best to get competitive market returns without all those trillion-dollar market cap company names is very impressive,” Giannotto says.

The value of company culture

What are the metrics investors can use to understand if a company has thriving employees and a high-trust culture?

카지노 커뮤니티 추천 that routinely make the 100 Best list have some common characteristics that offer helpful guideposts. Here are some of the metrics that set the best companies apart, according to Great Place To Work analysis:

1. Employee retention

카지노 커뮤니티 추천 on the 100 Best have two-thirds less turnover compared to the Bureau of Labor Statistics average. While the gaps are more meaningful in some industries compared to others, the overall trend is for high-trust workplaces to hold onto more of their workers.

Even when faced with layoffs, companies need to hold onto their best employees. When employees leave the company, they take their relationships, institutional knowledge, and future contributions with them. That’s why employee retention is an important indicator of future company performance.

2. Employees’ psychological and emotional health

At the 100 Best, 81% of employees report a healthy workplace, compared to just 56% at typical U.S. companies, a difference of 45%.

When you don’t have a healthy work environment, innovation and productivity suffers. Psychological safety, or how employees feel about taking risks in the workplace, is a key element of an innovation culture.

Investors might want to consider how a company is creating a culture where employees can generate new ideas, develop new skills, and push themselves to new levels of performance.

Great Place To Work research found that employees are twice as likely to want to stay in their job when they have a psychologically healthy workplace. They are also three times more likely to recommend your workplace to others, according to a survey of 1.3 million U.S. employees, helping attract the talent you need to solve the toughest business challenges.

Well-being even has a proven impact on core drivers of business performance, such as customer service. Employees are 48% more likely to say their company offers excellent customer service when they also have high levels of well-being.

That indicates a potential competitive advantage for investors who identify companies that are giving their employees space to thrive outside of work.

3. Discretionary effort

Performance matters, and the great companies on the 100 Best list are no exception. At the 100 Best, companies on average have revenue per employee that is 8.5 times higher than the U.S. market.

But it matters how you get that performance bump.

These companies have found ways to get more from their workers by investing in their growth and development — and then reaping the rewards. Eighty-five percent of employees at the 100 Best report giving extra effort at their job. Only 60% of workers say the same at a typical workplace.

The stock market gains of the 100 Best over 27 years prove the value of a long-term approach to productivity and performance. The companies on the list can boast sustained performance because their workforce strategy is sustainable.

When evaluating the health of a company, it’s crucial to get employees’ perspective.

Are workers really invested in the company’s mission and bringing their full set of unique gifts to bear on behalf of their organization? Or, are those productivity numbers just smoke and mirrors that mask a deeply unhealthy culture — where employees cut corners, fudge the numbers, and fail to report errors in fear of retaliation?

If you listen to employees, you’ll get a different data set on the health and potential performance of a company.

Whether or not you use that data to guide your investment strategy? That will be up to you.

See how your company performs

Get started with 카지노커뮤니티™ to see how your employees are contributing to the bottom line.

Note: Returns shown are hypothetical and for analysis purposes only. Past performance is no guarantee of future results. Charts and graphs are provided for illustrative purposes only. Index returns shown may not represent the results of the actual trading of investable assets. Certain returns shown may reflect back-tested performance. Back-tested performance is not actual performance, but is hypothetical.

Why High-Trust Cultures Excel on Productivity Metrics Like Revenue Per Employee

2025-04-02T05:00:53-04:00

Here’s how the Fortune 100 Best 카지노 커뮤니티 추천 outperform the market on a key measure of efficiency and profitability.

카지노 커뮤니티 추천 across industries have pivoted from the frenzied hiring of the post-pandemic era to questions about efficiency.

Nearly half of managers said layoffs were likely at their company this year, per a January survey. 카지노 커뮤니티 추천 of all sizes are looking to do more with less, leverage technology to increase productivity, and trim costs.

If your company isn’t actively trying to shrink its workforce, a smaller team might still be on the horizon as a mass retirement wave is predicted in key frontline sectors around the world.

Which companies are ahead of the curve on productivity and efficiency? The 2025 Fortune 100 Best 카지노 커뮤니티 추천 to Work For® have 8.5 times the revenue per employee (RPE) compared to the U.S. public market RPE.

What is revenue per employee and why does it matter?

Revenue per employee is the ratio of a company’s revenue divided by the total number of employees generating that revenue. For example, if you have revenues of $1 million and a workforce of 100 employees, your RPE is $10,000.

This simple metric can be used by companies of any size to answer a simple question: Am I getting enough value from the talent working for my company?

For most companies, this is an existential question. In analysis from McKinsey across eight major industries, companies spend at least three times as much annually on talent compared to capital expenses like machinery or facilities.

As a result, RPE becomes a meaningful indicator of profitability. Although it doesn’t capture the full picture, it’s a valuable tool for understanding efficiency across your workforce, when weighed in concert with other metrics.

Why great workplaces have higher RPE

The Fortune 100 Best 카지노 커뮤니티 추천 to Work For — a list of 100 organizations selected by Great Place To Work® based on employee survey data — represents a group of companies with the highest levels of employee trust in the U.S. as measured within the Great Place To Work Model.

These high levels of trust result in stronger business performance compared to typical workplaces. Great Place To Work compared the revenue per employee of the 2025 100 Best 카지노 커뮤니티 추천 against data collected by Aswath Damodaran, a professor and researcher at New York University’s Stern School of Business.

The result? The 100 Best companies have an average RPE of $883,928. That’s 8.5 times higher than the $104,030 companies in the public market typically see per employee, according to data from 6,000 companies collected by Professor Damodaran from public sources like Bloomberg, Morningstar, and the S&P 500. This gap cannot be attributed to factors like industry, or whether a company is publicly traded or privately held. In each industry, a significantly higher RPE was seen for the 100 Best. When looking at just publicly traded companies on the 100 Best, they had an RPE number 9.4 times the market, and private companies were close behind with an RPE 7.7 times higher.

The upshot? Regardless of industry, structure or ownership, high-trust workplaces have a much stronger RPE, indicating higher levels of productivity and performance.

Just look at the 100 Best, which over the past 26 years have outpaced the stock market by a cumulative factor of 3.5 times.

Making RPE sustainable

There are temporary ways to inflate your RPE numbers. Cut a large number of workers and suddenly it looks like your workplace is much more efficient on paper.

That’s not how the 100 Best do it. While they might conduct layoffs — an unfortunate, but sometimes necessary part of doing business — Great Place To Work data shows that something else is happening that drives sustained long-term performance at these companies.

“What you see is that leaders have a clear direction for the company,” says Sarah Lewis-Kulin, vice president of global research and recognition at Great Place To Work. “People are encouraged to innovate and find better ways of doing things, and there’s great communication.”

A combination of agility and effort drives efficiency and performance, resulting in more revenue generated per employee.

A foundation of trust unlocks the full potential of your workforce. At the 100 Best, 84% of employees say they can count on people to cooperate, a 29% increase over the typical U.S. workplace.

At great workplaces, a cooperative culture is one where promotions and recognition are awarded fairly and transparently. Employees have shared definitions of success, and open communication around company goals and expected behaviors. They can find a mentor who takes time to help them develop. They get support to try new ideas and are inspired to take on stretch assignments and take risks.

This creates a sense of purpose, an understanding that one employee’s success doesn’t come at the expense of someone else on the team. Instead, employees feel they have the tools to participate fully in a shared mission — and trust that their contributions will be celebrated and rewarded. People offer to help get a project across the finish line, even when the task at hand isn’t in their job description.

That’s why when employees say they can count on cooperation, they are a staggering 720% more likely to give extra effort on the job.

Why you should connect RPE to employee survey data

While revenue per employee can be affected by external factors, from supply chain costs to a changing economic climate, leaders should consider their workplace culture as a crucial driver.

Start by surveying employees, and use data to identify opportunities for building trust and unlocking potential across your workforce.

“This research emphasizes just how critical it is to invest in great leaders who can move your people and your business forward,” says Karina Monesson, director, global strategic workplace insights at Great Place To Work. With employee survey data broken down by leader, you can identify where employees are thriving or barriers that suppress team performance.

Do employees have a manager who is invested in developing them? Is there frequent communication about company priorities and long-term goals? Do they understand what is expected of their role and how it contributes to the bottom line?

“That all starts with managers,” Monesson says, with the nine high-trust leadership behaviors offering a playbook for improving leadership across the organization.

Another place to look is access to innovation and engaging more employees in “jumping the S curve” or growth. Great Place To Work research found that when employees at all levels of the organization have the opportunity to try new things and participate in developing new ideas or products, companies had 5.5 times the revenue growth of their less inclusive peers.

That might be one reason why employees are 60% more likely to give extra when every employee can receive special recognition for their work. As more employees have the opportunity to take risks and contribute new ideas, regardless of outcome, the number of employees going above and beyond in the organization increases.

Another key driver? Having meaningful work makes employees 50% more likely to give extra. Again, innovation often provides employees the chance to have a tangible impact, and become more connected to the deeper mission of an organization.

There are plenty of other factors responsible for these experiences in the workplace, Lewis-Kulin warns. However, for companies looking to revitalize their culture, these can be good places to start.

4 Things Leaders Should Focus on to Boost Employee Well-Being

2025-03-18T07:48:35-04:00

Consider these creative ideas from great workplaces for improving holistic wellness for every employee.

HR professionals are increasingly concerned about well-being.

Partnering with Johns Hopkins University Human Capital Development Lab, Great Place To Work® researchers identified that employee well-being has declined to pre-pandemic levels. And in polling, HR practitioners are increasingly sounding the alarm on mental health and work-life balance.

“I think that we as HR professionals have got to be leaning in and really talking about this,” says Amy Dufrane, CEO of HRCI, an organization that offers certifications and professional development to the HR industry.

“We've got to lean in on this area of mental health and anxiousness,” she says. That means embracing flexibility and challenging assumptions around what mental health warnings look like in the workplace.

What drives employees to have more psychological wellness?

Great Place To Work research found several key drivers of psychological and emotional well-being at work.

One of the most significant? A healthy work-life balance made employees three times more likely to say they had mental and emotional well-being at work. If they said they could be their authentic self in the workplace? That made them 2.4 times as likely.

The third and final driver, being able to count on colleagues to cooperate, made employees two times more likely to report high levels of well-being.

These drivers came from analysis of 1.3 million employee surveys collected by Great Place To Work in 2024. When looking at regression analysis based on its 60-question model, these three key ingredients for a psychologically and emotionally healthy work environment emerged.

This data reveals three key areas you should investigate when employees report higher levels of mental fatigue, burnout, or toxic workplace culture: boosting cross-team cooperation, improving flexibility and work-life balance, and making sure every employee feels a sense of belonging.

Why psychological and emotional health matters

Well-being has a direct impact on business performance, and HR teams can use data to show a financial value to levels of mental and emotional wellness across the business.

Concerned with turnover and employee retention? Employees are twice as likely to want to stay on the job when they have a psychologically health workplace. They are also three times more likely to recommend your workplace to others, becoming crucial ambassadors to help attract top talent and refer open roles to their network.

Well-being even has a proven impact on core business performance like customer service, with employees being 48% more likely to say the company offers excellent service when they also have high levels of well-being.

Where leaders should focus

What kinds of activities can move the needle on well-being? DuFrane says HR leaders in her network are finding success with key areas:

1. Creating spaces for people to talk openly about mental health

That might be an employee resource group or another protected space within the organization, Dufrane says. It could mean bringing in a mental health provider for a dedicated conversation.

“A company can hold a virtual event if you’re not physically together,” she says. “Have a virtual counselor come in and talk about some strategies that if you're feeling anxious, or how to bring down your heart rate.”

2. Make sure managers can provide information about your employee assistance program (EAP)

“Lots of employers have employee assistance programs, but they go underutilized,” Dufrane says. Employees don’t know what is offered or are concerned that using the program will be shared with their employer and might hold back their career.

Dufrane stresses the importance of having one-on-one sessions where they can ask questions about these resources, and people leaders are often a first point of contact for employees. “I think we're undercommunicating about this right now,” she says.

3. Turn communication into smaller, digestible chunks

One long email or SharePoint page with every resource your company offers is going to be less effective than more consistent communication delivered in bite-sized chunks.

“That's how we need to be communicating to people now — smaller chunk sized, just little bites and having a drumbeat around those communications,” Dufrane says.

4. Overcommunicate your values

As employees face a tumultuous news cycle and messages that trigger anxiety, it’s crucial to continuously communicate your values as an organization, Dufrane says.

“This is the time for companies to really demonstrate to their employees: ‘We really do mean our values and we really do care about you, and this is what we're going to do to help you,’” she says.

If you don’t, employees will not feel comfortable bringing their full selves to the workplace. “They're not going to deliver the best results for the organization,” Dufrane says. “It's not just a U.S. problem — it's a global challenge that we have.”

The antidote? “Lead with compassion and kindness.”

5 creative ways great workplaces support employee well-being

Here are some of the creative and generous ways great workplaces are supporting the holistic wellness of their employees:

1. A dedicated well-being team

It’s no secret that working in health care poses real challenges for employee well-being. The American Medical Association found that half of all respondents meet the criteria for burnout, per a recent poll. Five years after the pandemic, health care workers continue to experience higher levels of fatigue and burnout.

Meeting the challenge has prompted the best organizations in health care to creatively leverage resources within the organization. A dedicated wellness team at Wellstar Health System has a clear mandate to improve employees’ experience. The team operates wellness rooms that offer a calming environment for employees to recharge, and leads Transforming Workplace Wellness, an action planning program that trains leaders on how to improve wellness across their teams.

Using Great Place To Work’s survey platform, Wellstar was able to measure that 65% pf leaders who participated in the Transforming Workplace Wellness program saw increased employee engagement in their department.

Another hospital, Baptist Health South Florida has a Pastoral Care team that takes responsibility for well-being, including counseling, crisis intervention, grief support, and life cycle support for staff. The team also manages an Employee Sunshine Fund, which offers interest free loans and gifts to employees facing financial hardships.

Having a dedicated team that responds to the immediate needs of your workforce can make dramatic improvements to employee well-being — and ensures that well-being doesn’t fall off your organization’s radar.

2. Mental health resources

Beyond an EAP, what kinds of mental health resources are having an impact at great workplaces?

Visa offers a Psychological Safety Resource Hub with tools, resources and simple do’s and don’ts to help foster psychological safety across the organization. The resources got an extra boost with targeted programming during Mental Health Awareness Month in May.

NVIDIA takes things one step further with 100 employees getting trained as Certified Mental Health First Aid team members with the National Council for Mental Health. These advocates in the workplace are educated on mental health signs and symptoms, available resources and how to preserve confidentiality, becoming an essential resource for employees looking to talk to someone about mental health or substance abuse problems.

3. Offering more balance to always-on teams

How can you offer a better work-life balance to roles with challenging schedules? Maintenance teams at Camden Property Trust must respond to after-hours calls, which were often cited in exit interviews as one of the biggest downsides of the job.

To respond, Camden enlisted the help of its 24-hour contact center, which receives the after-hours maintenance requests, to improve management of the calls and work to reduce the number of incidents that required a site visit. Meeting weekly with maintenance teams, the contact center developed a maintenance cheat sheet to troubleshoot some common problems via phone. With the success of this program, the maintenance team was able to introduce quiet hours for 10:00 p.m. to 7:00 a.m., reducing the number of after-hours calls and improving working conditions for all.

4. Support financial well-being

Delta Air Lines heard from an employee survey of more than 40,000 employees in 2023 that financial wellness was a top concern. To respond, they launched an emergency savings program with financial education resources. After completing an education course, employees earned $1,000 which they can put towards decreasing debt or setting up a rainy-day fund. The program met its two-year participation goal in just two months and participants reported a 62% increase in their sense of financial control.

Comcast NBCUniversal launched a Financial Navigator program where employees can speak with a coach to learn how to improve their savings, pay down debt and navigate retirement or investments. Since launching in 2023, over 20,000 employees have engaged with the program.

5. Make physical wellness a social activity

Physical well-being is a vital aspect of holistic employee wellness. The most creative companies are now fusing efforts to encourage physical activity with opportunities for social connection.

At ServiceNow, 2024 marked the first ever WellFest, a two-week global event dedicated to all aspects of well-being. Activities included yoga and meditation sessions, gardening classes and cooking lessons.

With loneliness creating wellbeing challenges across then workforce, having events that boost both physical and social wellness can be an effective deployment of resources for companies of any size.

Report: 6 Numbers That Prove HR’s Impact on the Bottom Line

2025-03-10T07:00:34-04:00

Here is the data you need to show the ROI of your workplace culture.

Employees are the engine that drives company performance, but too few companies measure the impact of the employee experience on financial performance.

If you don’t have metrics to track well-being, innovation, agility and collaboration, your company is missing a key piece of the puzzle. Great Place To Work® has studied workplace dynamics since 1992, with millions of employee surveys received every year from all over the world. This trove of data validates a model that reveals a different kind of business playbook, illustrated in the company’s latest report, “How High-Trust Culture Drives Business Success.”

With a rigorously validated model and 60-question survey, HR leaders can draw a direct line between the employee experience and future financial performance. Just ask the Fortune 100 Best 카지노 커뮤니티 추천 to Work For® who use Great Place To Work’s model to outperform the stock market by a factor of nearly four times.

Measuring your performance

Want to start building benchmarks to see how you compete against industry peers? Great Place To Work can provide metrics that provide research-backed insights into your workplace.

In a new report, Great Place To Work offers key metrics that can be used to diagnose your workplace culture:

1. Productivity. How do employees feel about giving extra effort at work?

2. Agility. Do employees feel empowered to move quickly to solve problems?

3. Innovation. How easy is it for your workforce to change processes and try new things?

4. Recruitment. How easy is it to find new talent and grow the potential of your workforce?

5. Retention. Top talent can always find a new role. Are you keeping the employees you need to be successful?

6. Customer service. How do employees feel about the service they provide?

[Start working with Great Place To Work to get data and benchmarks to measure your company's performance. Learn how our platform can help you make faster business decisions.]

Barriers to success

These scores can be used to identify opportunities for growth within your workplace.

People require a high-trust environment to do their best work. However, the experiences that are breaking trust might be invisible to the top leaders in your organization. Maybe there is a broken promotions system or a breakdown in communication between crucial departments. If two key leaders have stopped talking to each other, the resulting chaos may be leading to missed opportunities.

Or, perhaps some employees are unable to participate in innovation. Frontline workers may not be able to share their insight into the simple fixes that would add up to real savings in your budget. Departments that feel overlooked and underappreciated don’t bring new ideas to the table; they know their voices will never be heard.

It doesn’t have to be this way.

Connecting to financial performance

Great Place To Work research shows that companies that offer a consistently positive experience to their employees are rewarded with higher revenues and stronger stock market performance.

Just being Great Place To Work Certified™ means, on average, you outperformed the Russell 1000 by 19 percentage points from 2020 to 2023. The 100 Best have done much better, and even show more resilience to economic shocks like the 2008 recession or the COVID-19 pandemic.

When you have more employees participating in innovation — something you can measure with Great Place To Work’s survey — you grow revenue much faster than the competition.

With Great Place To Work data, there are endless opportunities to prove the direct impact of your workplace culture on financial goals. You can:

Show progress on employee retention
Reduce cost to hire by boosting employee referrals and overall pride
Identify barriers stifling innovation
Benchmark well-being and boost engagement
Build trust with a proven record of higher long-term financial performance

No matter the size of your company, where you are located, or what industry you work in, this report offers a diagnostic tool to start solving your most complex people challenges.

Check out the report today.

Ellen McGirt on Supporting Caregivers at Work

2024-10-08T02:01:11-04:00

“You want to be able to know that you're plugging into a workplace ecosystem that is prepared to support you in at least talking through the human side of caregiving.”

This episode of Better features journalist, speaker, and podcast host Ellen McGirt. In this deeply personal conversation, we dive into the challenges of caregiving while balancing a career. She opens up about her experience as part of the sandwich generation, caring for both her family and three vulnerable adults, and the struggles caregivers face in the workplace.

We discuss practical solutions and the importance of normalizing conversations around caregiving and grief at work. This is an issue every employer will face, as caregivers are the fastest growing employee identity group in the U.S.

On how managers can better support caregivers at work:

Flexible time off, no questions asked. A flexible schedule can change everything for people. You need a leader, manager, assigner, or someone who will help you cobble together a schedule that doesn't derail your colleagues, which of course is a burden, but gives you the flexibility to think, to schedule, to understand what your vulnerable adult needs, and of course, just pull yourself together.

I think hospice-style training would be useful for certain types of managers. You put your hand up for it and you can identify yourself as someone who has that wisdom because you’ve had the kind of training and preparation that a hospice volunteer would have. If you could self-identify, "I'm hospice trained. I'm a volunteer. If this is happening for you, let me be part of your support team," that would be really nice.

And being willing to revisit in 1:1's or regular meetings, how everybody is doing and if there's anything going in their lives where they need a little extra flexibility. The question then becomes one for the team and not just for the individual. I would've been much more likely to say, "I need a little support here," if it was a characteristic of the entire team, that we are all caring about each other.

You want to be able to know that you're plugging into a workplace ecosystem that is prepared to support you in at least talking through the human side of caregiving.

On the impact a senior leader can have by talking about caregiving and grief:

If a very senior person triggers this conversation in the workplace with a disclosure or concern, you're going to see new training, new conversations, new talking points, and new volunteers, and maybe even new staff positions around this.

Remember a couple of years ago when Chuck Robbins, CEO of Cisco, was moved by the news of the deaths by suicide of Anthony Bourdain and Kate Spade in a row? He asked his senior team, "Could people be suffering, and I not know it?" And he wrote a letter to the organization flagging this and asking people to reach out if they needed help.

He got flooded, and it changed the way the organization dealt with mental health.

Senior leaders should also do an audit of their employee assistance program packages and ask: "Are we providing the proper support with the proper tone that reflects our spirit in this organization?" That would be a wonderful way to get ahead of this.

On how colleagues can support coworkers who are caretakers, or members of the sandwich generation:

Kindness and compassion go a long way. If I was scrambling on something or if I was late to something, just that kind of emotional flexibility that I just was not going to be able to stick to the kinds of structures that I did before.

And if you don't have a good relationship with someone, a card is probably better. This is not the time for a person that you've had conflict with or you're not aligned with or you've had some sort of issue with to try to establish rapport. A card is good. Love that person from a distance.

5 Ways Workplace Culture Drives Business Profitability

2024-04-15T09:33:32-04:00

The employee experience is one of the strongest predictors of long-term business results. Here’s why.

What Is Workplace Culture and Why It Matters for Success

When you invest in workplace culture, your business is more profitable.

Employees with consistently positive experiences in the workplace are more likely to stay with the organization. They experience less burnout, give higher levels of effort, and drive faster rates of innovation.

The cumulative result: 카지노 커뮤니티 추천 with high-trust cultures are more profitable and have higher stock market returns.

According to research from FTSE Russell, companies that make the Fortune 100 Best 카지노 커뮤니티 추천 to Work For® list outperform the market by a factor of 3.68. Over time, that is a staggering difference.

In times of recession, more companies look to cut costs. With increasing pressure on business leaders to innovate and grow the bottom line, HR leaders must make their case: Workplace culture is a key predictor of financial success, in recessions and for years afterwards.

5 Ways Workplace Culture Drives Business Profitability

Here are five ways the data proves workplace culture drives profit:

1. Great workplaces have higher retention rates.

카지노 커뮤니티 추천 that make the Fortune 100 Best 카지노 커뮤니티 추천 to Work For® list — the flagship recognition list produced by Great Place To Work® each year — experience half the turnover of their peers.

That turnover can be incredibly expensive. For example, at the typical hospital in 2022, losses in nursing staff cost between $5 and $9 million.

High-trust culture also helps companies recruit top talent. For the 100 Best 카지노 커뮤니티 추천, employees are six times more likely to recommend their employer to others.

Even in a cooling economy, sourcing talent costs big money. According to the Society for Human Resources Management (SHRM), a company spends an average of $4,700 per new hire.

2. Great workplaces have lower levels of burnout.

Worried about productivity? Workers who are burned out might be “quiet quitting” rather than helping you reach crucial business goals. Or they might be actively seeking their next job.

Researchers argue that workplace stress costs the U.S. economy $500 billion. Workers who report burnout are 2.6 times as likely to actively seek a different job, 63% more likely to take a sick day, and 23% more likely visit the emergency room.

Profits don’t create great workplaces. It’s the other way around.

While only 16% of workers at a typical U.S. workplace are thriving, according to Great Place To Work research, at the 100 Best 카지노 커뮤니티 추천, 58% of employees report a high state of well-being.

What about high-trust culture keeps employees from burning out? In research on working parents, Great Place To Work found that companies who could offer these employees a psychologically safe and healthy work environment, and demonstrate care, saw fewer working moms and dads burnout and quit. Four in five working parents at these companies wanted to stay with the organization, saving labor costs.

3. Great workplaces innovate faster.

When employees trust their employer, they work harder, contribute more, and drive higher levels of innovation and productivity.

In Great Place To Work research, the highest levels of innovation occur when every employee is empowered to participate — “Innovation By All.” For companies where higher numbers of employees report innovation and inclusion, median year-over-year revenue growth is more than five times higher than companies in the bottom quartile for connecting employees to innovation.

When workers agree that their colleagues adapt to change, that they look forward to coming to work, and that management seeks out new ideas, business results follow.

But it matters who is being left out.

Every survey will have a percentage of employees who are not having a positive experience. What should alarm business leaders is when certain categories of workers report having disproportionately worse experiences.

Are your front-line employees being excluded from the broader mission of the organization?
Do women managers feel as supported and celebrated as their male colleagues?
Do all races, ethnicities, gender identities, and LGBTQ+ folks feel like they can bring their full selves to work?

If the answer is no — or even “I don’t know” — you don’t have an “Innovation by All” culture. With the best organizations seeing their revenue grow 550% faster than less inclusive organizations, it’s expensive to leave workers behind.

4. Great workplaces rebound faster from a recession.

Who your workplace culture leaves behind matters even more during a recession.

Great Place To Work research identified five groups of workers whose experience in the workplace drove performance over the past 15 years, including The Great Recession from 2007 to 2009:

Women
Front-line workers
Hourly male workers
Long-tenured employees
People of color

If these employee groups reported that they were treated as a full team member, felt welcomed when joining a new team, and saw management as honest and competent, the company thrived.

A group of 69 companies that researchers identified as “thriving” didn’t follow the 35.5% stock decline of the S&P 500 from 2007 to 2009.They saw an increase of 14.4%.

After the recession, these thriving companies continued to beat expectations. The S&P 500 recovered from 2006 with a 9% gain by February of 2014, but the thriving companies gained 35%.

What about in the wake of the COVID-19 pandemic? Almost every organization struggled to meet the demands of the global crisis that began in 2020, but companies with high-trust cultures rebounded the fastest.

5. Great workplaces have higher stock returns.

It’s not just short-term cost savings that make a great workplace culture so valuable to businesses. Research from Alex Edmans of the London School of Economics shows investing in workers leads to long-term business success.

Edmans analyzed the history of the 100 Best 카지노 커뮤니티 추천 lists from 1984 to 2009. Controlling for firm size, industry, past returns, and many other variables, Edmans demonstrated that companies on the list outperformed the stock market by 2% to 3% per year.

With the best organizations seeing their revenue grow 550% faster than less inclusive organizations, it’s expensive to leave workers behind.

But isn’t employee well-being just an indicator of running a profitable business? The more money you make, the more perks and benefits you can offer alongside inflated salaries, right?

Not quite.

Treating employees well doesn’t just correlate with higher stock returns, it predicts future performance. It takes four to five years before the market catches up to the value of employees’ job satisfaction.

Profits don’t create great workplaces. It’s the other way around.

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