A dreadful déjà vu accompanies news around natural disasters as the frequency of billion dollar in recent years.  

The wildfires consuming Los Angeles in early 2025 echo the wildfires that destroyed parts of Maui in Hawaii a year and a half earlier. Or the Camp Fire that destroyed communities in Northern California in 2018. Nine out of the 10 years with the highest number of natural disasters .

The devastation isn’t limited to Western states. Hurricane Helene struck the Southeastern U.S. in 2024, causing flooding and more than 200 deaths in the deadliest storm since Hurricane Katrina in 2005.

For employers and business leaders, these disasters are becoming a bigger and bigger part of the job. How can you support affected employees? What is your role in helping to reassure concerned employees and redirect their anxieties?

“All of these things are having an impact on employee wellness and well-being,” says Tony Bond, chief impact officer at Great Place To Work.  “How can leaders address the psychological trauma and the long-term chronic impact of these events?”

Offering the essentials

카지노 커뮤니티 추천 should start with the basics. An employee assistance program (EAP) offers important resources like counseling and legal services. A generous PTO policy, or excused absences for employees dealing with an emergency, is also crucial.

카지노 커뮤니티 추천 like Edward Jones set up disaster relief funds for associates affected by natural disasters like wildfires or hurricanes. Employees at The Cheesecake Factory can apply for a hardship grant to cover basic needs when they experience a housing disaster or other family emergency.

카지노 커뮤니티 추천 can also partner with other organizations. CarMax worked with the American Red Cross to send disaster kits with pallets of water, blankets, cleaning supplies, and food to Florida stores affected by hurricanes.

These steps address the immediate trauma, but leaders must do more if they want to counteract the rising tide of fear for employees.

Addressing the psychological impact

Employee well-being has fallen in recent months to pre-pandemic levels, and a perceived lack of safety could exacerbate those trends.

How can leaders boost the resilience of their employees? “Three behaviors come to mind,” Bond says. “카지노 커뮤니티 랭킹 research shows that key leadership behaviors can build trust, and three in particular apply when responding to external events like natural disasters: listening, caring, and inspiring.”

Learn more about the nine high-trust leadership behaviors that build resilient workplaces at the For All Summit™ in Las Vegas April 8-10.

1. Listening

Listening is all about empathy, Bond says. While compassion is about caring for another person, empathy is more situational. To have empathy, you must understand how a person is personally impacted by an event or crisis.

“This requires careful listening,” Bond says. Leaders might turn to employee resource groups or offer space for employees to share their experiences. “Leaders must be present to the experience employees are having,” Bond says.

2. Caring

For employees directly impacted, leaders must demonstrate care, Bond says. 카지노 커뮤니티 추천 express care in a variety of ways, from flexible work policies to robust employee well-being programs.

Leaders often show care by giving their attention to things that might otherwise go unnoticed. Having a one-on-one meeting and asking thoughtful, specific questions can reveal opportunities for the company to have an impact.

3. Inspiring

For leaders, offering an inspiring vision of the future is key. When employees believe you know what needs to happen next and have the right strategy to get the job done, they are more likely to trust your organization.

A great first step is to embrace being vulnerable and share challenges you’ve faced in your career, Bond says. “You can give people hope by sharing the wisdom of your experience, but you have to be honest about the hard parts.”

Focus your team on where they can have an impact, whether that’s a company-wide donation campaign or volunteer efforts.

A pivot to service

One of the best recipes for building resilience is offering employees a chance to make a difference in their community.

The best workplaces find ways to get every employee involved in giving back. For employees, having the chance to serve their local community gives their work more meaning and can provide an increased sense of agency in responding to disasters.

“It’s hard to know that you have meaningful work if you don’t know what my meaning is as a person,” Bond says. “Great leaders can help employees understand how their unique contributions are making the world a better place, and that doesn’t just apply to the company where they work.”

Employee volunteer programs often benefit from the passion that employees bring to a cause that inspires them. When leaders help an employee uncover a skill or talent, they often take those skills and create incredible things in their community.

As an example, Dow employees who are former members of the armed services join forces with Team Rubicon to deploy to areas affected by natural disasters. By honoring and recognizing the unique skills of these employees, Dow enables them to serve their communities in ways that go far beyond the workplace.

And the research says that giving employees the opportunity to volunteer is good for their well-being, too.

“When I’m caring for others, there is an effect on me physiologically and psychologically,” Bond says. “The more companies can care for others on the outside, the more resilience it creates on the inside.”

Aug. 28, 2024 (Oakland, Calif.) — When looking at the 2024 Fortune Best Small & Medium Workplaces™, their ability to care for the needs of their people sets them apart.

“We see it clearly in the data: When people feel cared for, their full potential is unleashed, and even the smallest group of committed and empowered individuals becomes an unstoppable force,” says Michael C. Bush, CEO of Great Place To Work®. “When leaders genuinely care for their people, and we mean all their people, it transforms a company.”

To select this year’s lists, Great Place To Work analyzed more than 244,000 employee surveys from people working at Great Place To Work Certified™ companies eligible for either the Fortune Best Small Workplaces™ or Fortune Best Medium Workplaces™ Lists. 카지노 커뮤니티 추천 with between 10 and 99 employees were considered for the small workplaces list. 카지노 커뮤니티 추천 with between 100 and 999 employees competed for the medium workplaces list.

Nearly all employees (98%) at companies that made this year’s list report having a culture where people care about each other. Only 68% of employees say the same at your typical U.S. workplace, based on a market survey of 4,400 employees Great Placet To Work conducted.

For companies looking to increase productivity and improve performance, these experiences are crucial. When employees say that people care about each other at their organization, they are 1.7 times more likely to give extra effort. When employees believe people are willing to cooperate, they are 6.7 times more likely to give extra effort.

“Care, empathy, and compassion are tools that any leader can access, no matter how big their company, or how many people work in the HR department,” Bush says. “At the Best Small and Medium Workplaces, caring leadership becomes a superpower — and these businesses find they can compete with any organization for top talent.”

See how companies that made the list implement practices to foster collaboration and build trust: How Much Leaders Care Drives Employee Performance at Best Small and Medium Workplaces

Winning companies

Here are the top companies on the Best Medium Workplaces list:

1. WestPac Wealth Partners
2. Jobot
3. Paramount Software Solutions
4. Insmed
5. R4 Solutions Inc.

Here are the top companies on the Best Small Workplaces list:

1. Actualize Consulting
2. Tremendous
3. Aimpoint Digital
4. Pinger, Inc.
5. Abile Group

Visuals available:

About the Fortune Best Medium Workplaces List

Great Place To Work selected the Fortune Best Medium Workplaces List by surveying companies employing 8.2 million people in the U.S., with 1.3 million confidential responses received. Of those, more than 213,000 responses were received from employees at companies eligible for the Best Medium Workplaces list and this ranking is based on that feedback. Company scores are derived from 60 employee experience questions within the Great Place To Work Trust Index™ Survey. Eligible companies are those with 100 to 999 employees. Read the full methodology.

To get on this list next year, start here.

About the Fortune Best Small Workplaces List

Great Place To Work selected the Fortune Best Small Workplaces List by surveying companies employing 8.2 million people in the U.S., with 1.3 million confidential responses received. Of those, more than 31,000 responses were received from employees at companies eligible for the Best Small Workplaces list and this ranking is based on that feedback. Company scores are derived from 60 employee experience questions within the Great Place To Work Trust Index™ Survey. Eligible companies are those with 10 to 99 employees. Read the full methodology.

To get on this list next year, start here.

About Great Place To Work
As the global authority on workplace culture, 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 Great Place To Work 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 , , and or visit myqiche.com and sign up for the newsletter to learn more.

About Fortune

Fortune upholds a legacy of award-winning writing and trusted reporting for executives who want to make business better. Independently owned, with a global perspective and digital agility, Fortune tells the stories of a new generation of innovators, builders, and risk takers. Online and in print, Fortune measures corporate performance through rigorous benchmarks, and holds companies accountable. Fortune creates communities by convening true thought leaders and iconoclasts — those who shape industry, commerce, and society — through powerful and prestigious lists, events, and conferences, such as the iconic Fortune 500, the , and Most Powerful Women. For more information, visit .

Media Contact:

Kim Peters

Great Place To Work

kpeters@myqiche.com

(415) 844-2574

카지노 커뮤니티 추천 with fewer employees have one clear advantage when building a workplace culture: the ability to offer personalized care and investment to their workforce.

That’s what you find among the 2024 Fortune Best Small and Medium Workplaces™.

“We see it clearly in the data: When people feel cared for, their full potential is unleashed, and even the smallest group of committed and empowered individuals becomes an unstoppable force,” says Michael C. Bush, CEO of Great Place To Work®. “When leaders genuinely care for their people, and we mean all their people, it transforms a company.”

At the Best Small and Medium Workplaces, more than nine in 10 employees report that management shows a sincere interest in their lives (95%), and that employees care about each other in their workplace (98%).

In a Great Place To Work market survey of 4,400 U.S. employees at a typical workplace, only 58% said management shows interest in their lives. A little over two-thirds (68%) said employees cared about each other at their workplace.

A caring culture unlocks the potential of your workforce.

When employees say their colleagues care about one another, they are 1.7 times more likely to give extra effort at work. When they feel managers care about their lives, they are 1.5 times more likely to want to stay with the company long-term.

For companies looking to increase productivity and improve performance, a culture of cooperation is key. When employees say people are willing to cooperate, they are a whopping 6.7 times more likely to give extra effort at work, according to survey data analyzed by Great Place To Work.

The good news for small- and medium-sized businesses? Building a caring and cooperative culture doesn’t come with a hefty price tag.

“Care, empathy and compassion are tools that any leader can access, no matter how big their company, or how many people work in the HR department,” Bush says. “At the Best Small and Medium Workplaces, caring leadership becomes a superpower — and these businesses find they can compete with any organization for top talent.”

Here’s how winning companies care for their employees and foster a collaborative environment for all:

1. Even on small teams, assign everyone an advocate.

Great workplaces offer multiple avenues for employees to get connected to the company and share feedback about their experience.

At Anthem Engineering, No. 32 on the Best Small Workplaces list, every employee who joins the company is assigned an advocate that meets with them on a monthly basis. An advocate can be a person’s supervisor or another member of the team.

The advocate is tasked with asking specific questions to understand the employee’s experience: How are you continuing to grow? Are there things that we could do to help you? How can we help you better develop?

Those conversations are then funneled to leaders, and every request gets a response. “When you hear something, you have got to take action on it,” says Rick Rowe, chief operating officer at Anthem Engineering. “Even if you go back with bad news, at least you're acknowledging it and you're owning it.”

2. Engage in deep listening with an employee resource group.

While multiple employee resource groups might not make sense for a company with less than 100 employees, small businesses can still bring employees together for deep listening.

Once Upon a Farm, No. 64 on the Best Small Workplaces list, uses its Employee Engagement and Empowerment Committee to reinforce its culture and get feedback from employees. This all-purpose resource group has 23 members, with seven to 10 attending monthly calls to share ideas and develop programming.

“With HR, I don't have all of the great ideas,” says Melisssa Ninegar, senior director of people and culture at Once Upon a Farm. “You really want to be addressing specific needs in the organization — so start with your team, and make sure it’s a collaborative process.”

3. Ask about goals and plans outside the workplace.

At WestPac Wealth Partners, No. 1 on the Best Medium Workplaces list, advisors joining the firm are asked to share their personal goals and aspirations to make sure their work helps them make progress towards those outcomes.

“If you work with me and make a bunch of money, and the rest of your life sucks, then I failed you as a leader,” says Travis Scribner, managing partner at WestPac. “I want to see you win in all areas of life. What is it that you want to accomplish with your family from an educational standpoint, from a recreational standpoint, from a self-improvement standpoint?”

Advisors share these goals with their manager, and then leaders review those goals quarterly — ensuring that everyone benefits.

Learning about personal dreams and interests can offer unique opportunities to celebrate employees, too. At Anthem Engineering, employees get a unique and special holiday gift that matches their interests. Examples include a nice bottle of wine, or tickets to an NFL game. For bigger milestones, like a 10-year anniversary, leaders reach out to an employee’s family to identify a unique, generous gift that might delight an employee.

4. Make your leaders accessible.

Having a relationship with senior leaders at the company can be highly valuable to our team, says Scribner. “People want meaningfulness within their work; they want relationships.”

To make leaders accessible at WestPac, every team member is given the personal cell phone number of the CEO and the three managing partners at the firm.

“We hear from our team constantly,” Scribner says. “We know that we don't have the exclusive to good ideas. They can come from anywhere within the organization — and empowering the organization to bring us ideas to help improve the firm, that’s an incredible thing.”

How to make the list

Think your company deserves special recognition? Get started here to become eligible for next year’s Best Workplaces honors.

 

#100카지노 커뮤니티 추천Care

(NEW YORK, August 21, 2024) — PEOPLE reveals its eighth annual list of 100 카지노 커뮤니티 추천 that Care®, spotlighting employers that have gone above and beyond to create positive workplaces for their staff and the community at large.

Cisco landed the No. 1 spot for its commitment to creating social impact. In the 2022 fiscal year, Cisco hired its first chief social impact officer, and maintained an 80% employee participation rate in community impact programs and volunteering.

More than 62,000 employees generated more than $34 million in total donations and matching gifts. Cisco also focuses on inclusive causes, requiring that external partners who receive money from its social impact initiatives validate that at least 65% of their programs’ participants come from underrepresented or vulnerable groups.

Read more about Cisco and other featured companies that made the list and in the August 26, 2024, issue of PEOPLE, which hits newsstands nationwide on Friday, August 23.

PEOPLE once again partnered with global workplace culture authority Great Place To Work® to identify the top U.S. companies that best fit the criteria, analyzing survey responses that represent the experience of 8.2 million employees.

카지노 커뮤니티 추천 that Care is the only company culture award in America that selects winners based on the level of care and concern for their employees, their communities, and the environment. Winning companies score highly on how well they create great employee experiences that cut across race, gender, age, disability status, or any aspect of who employees are or their role within the organization. Great Place To Work also assessed the level of generosity of each organization’s benefits and its philanthropic and community support. 

PEOPLE’s TOP 10 COMPANIES THAT CARE for 2024

1. Cisco
2. Hilton
3. The Wonderful Company
4. Marriott International
5. Veterans United Home Loans
6. NVIDIA
7. Wegmans Food Markets, Inc.
8. BayCare Health System
9. Sheetz, Inc.
10. Synchrony

Other themes from this year’s list include efforts to help people rebuild their lives, such as Hilton (No. 2), with its hiring program to help formerly incarcerated employees build job skills, or Marriott International (No. 4), with efforts to help refugees find jobs and new careers.

카지노 커뮤니티 추천 like Sheetz, Inc. (No. 9) stood out with programs like its “store team helper” role, which offers individuals with intellectual or developmental disabilities meaningful employment at its convenience store locations. BayCare Health System (No. 8) made the top 10 for its “Healing Bags” program, which provides food-insecure patients with a two-to-three-day supply of non-perishable food to take home.

“What these companies prove is that taking care of your workforce is an investment — not a cost,” says Michael C. Bush, CEO of Great Place To Work. “And companies that do it the right way will reap the benefits: more engagement, faster innovation, and a healthy bottom line.”

“Each year, we look forward to highlighting the innovative ways these companies give back to their employees, communities, and the world,” says Wendy Naugle, PEOPLE editor-in-chief. “Celebrating the care and kindness they show is a natural extension of our editorial mission — to show what’s possible when ordinary people commit to extraordinary endeavors.”

To identify the 100 카지노 커뮤니티 추천 That Care, PEOPLE teamed up with Great Place To Work to produce the ranking using the firm’s extensive database and inside knowledge of outstanding workplaces around the globe. Read the full methodology here. Employers that would like to be considered for next year’s list may apply at myqiche.com/companies-that-care. 

About PEOPLE

Dotdash Meredith’s PEOPLE revolutionized personality journalism when it launched as a weekly in 1974 with a mission to celebrate extraordinary people doing ordinary things and ordinary people doing extraordinary things. Ubiquitous, and still at the center of pop culture 50 years later, the PEOPLE brand is accessible across all media and platforms (print, digital, video, social), bringing more than 100 million consumers a unique mix of breaking entertainment news, exclusive photos, video, unparalleled access to the red carpet, celebrities, and in-depth reporting on the most compelling newsmakers of our time. An essential component of PEOPLE’s editorial vision remains human interest stories, which touch and often mirror the lives of our passionate audience. ComScore ranks the PEOPLE/Entertainment Weekly Digital Network No. 1 in the entertainment news category.

About Great Place To Work

As the global authority on workplace culture, Great Place To Work brings 30 years of groundbreaking research and data to help every place become a great place to work for all. Their proprietary platform and Great Place To Work Model help companies evaluate the experience of every employee, with exemplary workplaces becoming Great Place To Work Certified and receiving recognition on a coveted Best Workplaces™ List. Follow Great Place To Work on , , and or visit myqiche.com and sign up for the newsletter to learn more.

CONTACTS:

PEOPLE: PEOPLEPR@peoplemag.com

Great Place To Work:  Kim Peters: 415-844-2574, kpeters@myqiche.com   

What is the role of the business community in solving problems like world hunger, the refugee crisis, or inequality and racism?

One company on its own cannot solve these immense structural challenges, but they aren’t immune to the consequences of poor stewardship.

“Investing in innovation means that companies are focused on the future,” says Michael C. Bush, CEO of Great Place To Work®. “They want clean air, clean water, safe communities, recyclable materials, better schools, and improved mental, physical, and financial health for all of their employees.”

When you want a better world with more customers, healthier employees, and higher profits, you have to care about the big picture. The best companies care about everyone, with the belief that “everyone does better when everyone does better,” he says.

“Everyone has to really include everyone,” Bush adds. “All the employees in your organization — your partners, your suppliers, your investors, your shareholders, and the communities where you operate.”

The companies on the 2024 PEOPLE® 카지노 커뮤니티 추천 that Care List offer examples of what it looks like to care for everyone, and to use your assets as a business to reinvest in the future.

Here are four themes that stood out from this year’s winners:

1. Fighting food insecurity

Many of the companies on this year’s list are focused on fighting hunger, particularly in local communities.

The Wonderful Company, No. 3, an agricultural business in California’s central valley, knows that employees can struggle to access fresh and healthy foods in some of the communities where it operates. To compensate, the company offers low-cost, healthy, ready-to-go dinners through some of its employee cafes.

BayCare Health System, No. 8, saw the need to help patients access food, as well as medical care, and offers a two-to-three-day supply of non-perishable food items to patients in need. Called the “Healing Bag” program, the initiative has given more than 9,200 bags to patients across its 16 hospitals.

BayCare Health has helped more than 25,000 patients who are food insecure in its regions across West Central Florida.

Wegmans Food Markets, No. 7, increased donations to local food pantries and food banks, expanding its program to give away fresh, perishable items to those in need, including diary, meat, fruits, and veggies. In the last year, the grocery chain donated 32.8 million pounds of perishable and non-perishable food.

2. Helping refugees rebuild

As global conflict has broken out in Ukraine and the Middle East, companies have responded to the refugee crisis by offering employment and resources.

Marriott International, No. 4, made a commitment to hire at least 1,500 refugees in the U.S. by 2025, and has created an onboarding guide to ensure refugees receive a welcoming and supportive experience when joining the Marriott team.

Each Marriott hotel has the authority to bring the refugee hiring program to life in its own way, adopting strategies that work for its employees. Some of the initiatives hotels have used to welcome refugees include adding onsite translators, designating prayer rooms, and creating resources to help refugee employees navigate public transportation.

Moshfiq M. is just o at Marriott International.  

카지노 커뮤니티 추천 like Jamf, No. 45, have also taken action to help employees volunteer to help, with the company reimbursing employees for expenses incurred while helping refugees from the war in Ukraine. Many of Jamf’s 165 employees in Poland have opened their doors to Ukrainian families and volunteered at the border to help those fleeing the conflict find safety.

3. Addressing inequality at work and beyond

Caring about every employee requires companies to listen carefully to employee feedback.

When Crowe, No. 52, learned through pulse surveys that some Black women at the firm were feeling disconnected from the organization, and were at the highest risk for voluntary turnover, the company launched “Lift as We Climb” forums to help Black women at Crowe build stronger relationships and networks.

Employees say, "I can be me at Crowe" as a sign of the strong inclusive culture at the company.

Employee resource groups at NVIDIA, No. 6, such as its NVPride group of LGBTQ+ employees, advocate for policies that support their members. The NVPride group worked with HR leaders to expand resources for gender-affirming care and to support employees who wanted to relocate over concerns about their safety or the safety of a family member.

NVIDIA is also committed to pay equity, partnering with a third-party firm to analyze its pay practices across rating, education, years of experience, job function, family, and level.

The most caring companies also look to provide opportunities within the organization. Convenience store chain Sheetz, No. 9, created the “store team helper” role to offer meaningful employment to individuals with intellectual and developmental disabilities.

At a Sheetz in Hollidaysburg, Pennsylvania, Abel Keith is a store team helper who is deeply valued by his colleagues.

“As soon as Abel walks through the door in the morning, it sounds like a sitcom in here because we’re all like, ‘Hey Abel!’’ said Sarah Rogal, store manager. “He has brought patience and laughter to our store.”

4. Empowering employees with flexibility and growth

Caring leaders also think about the personal needs and professional development of the people who work for them.

At Delta Air Lines, No. 30, this means creating more opportunities for workers by removing college-degree requirements for 90% of positions at the airline. The company built formal programs to grow skilled workers internally, including its “skills-first” apprenticeship program to help frontline employees transition into corporate roles.

The company is committed to promoting from within, with 61% of leader and corporate openings being filled internally and 35% of corporate roles coming from the frontline in the first half of 2023.

On MLK Day, Delta Air Lines employees joined together to priovide food bags for Atlanta public schools.

Where some companies are cutting jobs, others have recommitted to workers. ServiceNow, No. 57, pledged to avoid layoffs in 2023 as many others in the tech industry were cutting staff, and kept its word. 

Caring companies also focused on flexibility for workers. NVIDIA shuts down globally for two consecutive days per quarter to ensure everyone can take time away from work and recharge without returning to a full inbox. The extra days are fully paid, and not charged to vacation or PTO policies.

At SAP America, No. 24, crisis leave was expanded to allow employees 10 paid days off per year for an eligible crisis, including emergencies that require employees to miss work to care for children or family. This flexibility is offered on top of the company’s “Pledge to Flex” program, which allows employees to decide when and where they work, whether from an office or from home, as long as it aligns with business needs.

Make the list

Think your company deserves recognition for all the ways it cares for employees, local communities, and the planet? Get started on applying for next year’s list.

Whether or not he ever actually said it, Theodore Roosevelt’s apocryphal quote still applies to today’s workplace: “Nobody cares how much you know until they know how much you care.”

When leaders demonstrate a high level of care, it unlocks employee performance.

“People care about their work when they experience being cared for,” says Michael C. Bush, CEO of Great Place To Work®. “That shows up when you take time to understand and listen to people’s experiences, inside and outside of work.”

One of the nine high-trust leadership behaviors, caring is a signal to employees that leaders are invested in their lives and well-being, not just their performance on the job.

It’s not enough to want everyone in the organization to achieve professional success and earn accolades for their work. Do you also care about what it cost them to deliver that success?

Leaders that demonstrate a high level of care for employees ask questions about workload and work-life balance. They are focused on creating inclusive and welcoming environments where everyone can have a sense they belong. They prioritize employee well-being and take the time to learn about each individual employee’s goals and needs.

In this way, leaders might rewrite Roosevelt’s aphorism: The more you know about someone, the more you will care about them.

Here’s how great workplaces strive to ensure employees have managers who lead with empathy and build inclusive environments where everyone can succeed:

1. Offer flexibility for employees navigating complex lives outside of work

Great Place To Work research has found that when employees can choose where they work, they are:

• Three times more likely to want to stay at the company
• 14 times less likely to “quit and stay”

That doesn’t mean that every workplace builds a better culture when employees can work from home. Instead, the data highlights the value employees put on flexibility.

There are many ways to offer flexibility to employees. PCL Construction offers rotating weekend project schedules to allow workers to flex their time and participate in important family activities.

Sheetz, a convenience store chain, revamped schedules to ensure full-time management employees have a consistent schedule with two back-to-back days off and flexibility around when they start or finish a shift.

Great workplaces also ensure that when life events occur, employees have the space they need. At Baird, the company makes exceptions to its policies to meet the individual needs of an employee, whether that is offering three months of paid leave to an associate who lost a spouse, or offering four weeks of paid time off to an associate to care for family members with acute medical needs.

In the U.S., there isn’t a federal bereavement leave policy, with the average HR policy offering .

Hilton, No. 1 on the 2024 Fortune 100 Best 카지노 커뮤니티 추천 to Work For® List, has made investments in supporting caregivers. After estimating that 80% of its workforce is impacted by caregiving responsibilities, the hotel chain launched a resource hub to connect employees with information and tools. It also partnered with , a service that allows team members to find care services for children and aging parents.

2. Break down barriers to ensure everyone can thrive

When leaders care about employees, they investigate the barriers that might be holding people back. They consider how equitable the workplace is — looking to see if everyone regardless of role or background has the opportunity to grow and the ability to thrive.

Employee resource groups (ERGs) can be vital tools for building belonging and trust in the workplace. What really unlocks their power is ensuring that affinity groups have clear business goals, rather than getting sidelined as a networking group.

At Cadence, that meant asking women from its operations all over the world to come together and share ideas to improve business operations.

“We want to empower the women at Cadence to have a serious voice on policies, development, mentorship, and things that are business critical so we can hopefully move those areas in a way we wouldn’t be able to do without their voice,” Tina Jones, SVP of global human resources at Cadence shared on the “Better” podcast.

To understand the barriers that are preventing some employees from having a great experience, start with your data. Even better, disaggregate your data to get the full picture of how different experiences and backgrounds can intersect to create inequality for your workforce.

“None of us are one thing,” Brian K. Reaves, chief belonging, equity, and impact officer at UKG shared at the For All Summit™ in 2024. “The multiple layers of who we are sometimes leads to different outcomes for certain people than others.” 

An example of this in practice is how Intuit developed its Trans+ Summit to support transgender and nonbinary employees in the workplace.

“By regularly checking in with our trans and nonbinary colleagues, we can make any necessary changes to ensure that they feel valued and supported in their work,” says Cecilia Persson-Ramos, DEI employee resource group leader at Intuit.

3. Invest in employee well-being

When employees don’t experience well-being — either from burnout, loneliness, or other factors — they won’t feel that leaders care about them.

A commitment to well-being requires companies to invest in leadership training and development. Research from UKG found that than their therapist or doctor.

Great workplaces ensure that employees build connections with colleagues and have a regular one-on-one with their manager. At Cisco, managers also receive a toolkit with tips on how to effectively listen and respond to the needs of employees on their teams as part of its “Safe to Talk” program, which supports Cisco employees in navigating mental health issues at work.  

Great workplaces also consider how overlooked or hidden health issues can create a poor experience for employees. AbbVie has made a goal to create a migraine-friendly workplace after identifying migraines as the second-most common disability condition in the world. To support employees who suffer from migraines, the global health tech company has launched about the condition.

4. Consider your impact outside of the workplace

Great workplaces also think about their impact on the outside world. When companies truly care about employees, they also think about their families and the communities they live in.

At Nationwide, leaders learned that associates were increasingly concerned about the mental well-being of their children, with data showing that during the COVID-19 pandemic.

Nationwide responded by funding the , a set of resources created by behavioral experts at Nationwide Children’s Hospital in Columbus, Ohio. Nationwide associates were instrumental in developing and piloting the program, which was launched to external users in 2023.

At Sephora, digging into the results of its “Racial Bias in Retail” study revealed the need for broader action. After commissioning the study in 2019, the cosmetics company launched with 42 U.S. retailer brands to reduce racially biased interactions from the customer experience.

Great workplaces don’t just care about employees when they are in an office or on a work site. Great workplaces care about the communities where employees live and are making investments to protect the planet.

This often requires looking at the bigger picture. At Hewlett Packard Enterprise, only 3% of its total carbon emissions comes from its own operations. Its supply chain is responsible for 31% and a whopping 66% is generated when customers use HPE’s products.

To make real change, HPE’s employees play a crucial role in educating customers and solving problems creatively. The company has tasked employees with not only thinking about sustainability within HPE, but also driving higher standards and better practices among consumers who use the company’s products.

Sales and pre-sales teams can earn a “sustainability badge” and serve as crucial conduits, ensuring that customers can use sustainability best practices through the entire customers lifecycle.

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What does it look like to welcome refugees into the workplace?

If your company isn’t connecting with the more than 108 million people around the world who have been forcibly displaced, , you could be missing out on invaluable talent.

These potential workers have unique characteristics and skillsets, forged by life experiences that few people can begin to imagine — skills that can have immense value in the workplace. You would be hard-pressed to find a more than someone who has had to completely uproot their lives and their family to start over in a new country.

However, employers should also consider how refugees might need extra support to succeed in the workplace, especially when first getting started. They often don’t speak the language and are navigating profound challenges around resettling their family in a new home.

Here are some ways great workplaces are helping refugees thrive, with takeaways for any company looking to make an impact:

1. Make a public commitment to hire refugees

Marriott International made a commitment in 2022 to hire at least 1,500 refugees in the U.S. by 2025.

The hotel chain supported this effort by creating a refugee recruitment program and developing resources for refugee applicants and partner organizations to help them navigate the hiring process. They also created an onboarding guide to ensure refugees received a welcoming and supportive experience when joining the Marriott team.

Each hotel property can bring the refugee hiring program to life in its own way, adopting practices and strategies that work for their people. Some of the initiatives different properties have introduced include onsite translators, prayer rooms, and resources to help refugee employees navigate public transportation.

2. Partner with external organizations

To support its efforts to hire and support refugees in the U.S., Hyatt partners with organizations like Welcome US, Refugee Council USA, and Talent Beyond Boundaries.

카지노 커뮤니티 추천 can work with refugee organizations to organize job fairs, a common way that great workplaces report finding refugee talent that goes on to have an impact on the organization.

Hilton recruited a former U.S. military translator named Abdul at a job fair for Afghan refugees. Abdul, his wife, and three daughters after the Taliban took over the country in 2021.

Abdul now serves as the director of safety and security at Hilton McLean. “I love the environment of my job especially,” Abdul shared with ABC News. “And I am sure I will get more opportunities because this is a land of opportunities.”

카지노 커뮤니티 추천 can find talent at other events, too. Marriott connected with the Safis — a family of eight who had relocated from Afghanistan — at an event helping refugees settle into new homes in Washington, D.C. The two oldest Safi cousins were invited to interview for jobs at a Marriott hotel, eventually becoming associates and starting their careers in the hospitality industry.

3. Provide holistic support for refugee employees

Great workplaces take the time to understand the unique challenges facing their employees and find ways to help them overcome those roadblocks.

Refugees can face unique challenges when navigating their new careers in a new country, from language barriers to transportation issues and insufficient childcare support. Hyatt says it addresses these needs by offering English lessons, transportation assistance such as a free bus pass, flexible work schedules to help navigate transportation or childcare needs, and more.

4. Enable current employees to volunteer their time and resources

카지노 커뮤니티 추천 can increase their impact by enabling their employees to volunteer and provide support.

Jamf, a global software company, didn’t have employees in Ukraine at the start of the war, but with 165 employees in neighboring Poland, the company saw an opportunity to help those workers take action. Many of their Polish colleagues opened their doors to Ukrainian families, and volunteered at the border helping with supplies and resources.

The company reimbursed employees for expenses incurred while assisting refugees, including costs for gas, food, lodging, and more. Jamf employees were also allowed to take unlimited volunteer time off to support Ukraine refugees.

5. Break down barriers outside your organization, as well as within

At Accenture, efforts to help refugees develop skills and careers isn’t just focused internally. The global consulting firm also works to help refugees grow and build careers across industries as part of its work with .   

Even when you don’t have a job opening, there are ways your organization can get involved to help refugees find work and build new lives.

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In the immediate aftermath of the pandemic, employee well-being became a top priority for company leaders.

Yet, despite years of investment, measures of well-being in the workplace have stagnated. In a 2023 market survey of 4,400 U.S. employees, Great Place To Work® found that the number of employees reporting a psychologically and emotionally healthy workplace hasn’t changed much since 2021. At the typical U.S. workplace, 55% of employees have a healthy work environment, a two-point difference from 2021.

By contrast, other elements of the employee experience have improved for employees at a typical U.S. workplace. The percentage of employees reporting a healthy work-life balance has increased 13 points and the number of employees reporting fair pay is up nine points over the same period.

What builds well-being for employees?

A published in the Industrial Relations Journal found that most well-being programs — from apps and relaxation tools to classes in time management and financial health — had no positive effect on employee well-being.

“If employees do want access to mindfulness apps and sleep programs and well-being apps, there is not anything wrong with that,” William J. Fleming, the author of the study told . Instead, Fleming says that addressing core practices around scheduling, pay, and performance are more important for employers who hope to drive better well-being outcomes.

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What does drive better outcomes for employees? Offering a high-trust workplace culture.

In a study with Johns Hopkins University, Great Place To Work identified five elements of the employee experience that drive higher levels of well-being:

1. Mental and emotional support. It matters if you can maintain a positive outlook, even in the face of adversity. Within an organization, optimism and positive energy build into what is called “psychological capital” — a reservoir of goodwill that companies can draw on in hard times.

2. Sense of purpose. Nearly half of respondents in the 2023 market survey (46%) said they did not have meaningful work. In John’s Hopkins research, this experience gap is key in explaining why only one in six employees globally are “flourishing.”

3. Personal support. Mangers can affect employee well-being — for better or worse. UKG data suggest . At the companies on the 2024 Fortune 100 Best 카지노 커뮤니티 추천 to Work For® List, 84% of employees say management shows a sincere interest in them as a person. In our 2023 market study, only 58% said the same at an average workplace.

4. Financial health. If you are worried about money, other aspects of well-being suffer. Great workplaces are increasingly focused on financial health, offering tools and programs to help employees build a strong financial foundation.

5. Meaningful connections. Employee well-being hinges on how connected workers feel to their colleagues and to management. In the Johns Hopkins study, 25% said they feel lonely at work and 30% said they do not feel a sense of belonging.

What sets the 100 Best apart?

Most companies have well-being initiatives, offer health benefits, and provide an employee assistance program (EAP). Yet, when you look at companies on the 100 Best list, employees report higher levels of well-being than at a typical U.S. workplace.

What, then, are these companies doing to produce better outcomes? Here’s what Great Place To Work has found:

1. Ask questions to identify barriers to well-being

The Best Workplaces ask simple questions:

• What do you want?
• What do you need?
• What would be meaningful to you?

These questions will uncover roadblocks that prevent employees from thriving. Even better, the roadblocks are often simple to remove. Actions that we see increasing the number of employees that use well-being benefits include:

• Not requiring a receipt for reimbursement
• Providing 100% coverage for mental health benefits
• Bringing health care providers to a work site
• Adjusting schedules to make time for wellness activities
• Making services available after hours

At Comcast NBCUniversal, No. 10 on the 100 Best list, the EAP offers personal counseling 24/7 to support employees and household members, with up to 10 free counseling sessions per household member. At American Express, No. 4 on the 100 Best, on-site wellness centers can be found at its four biggest U.S. locations, with a staff of nurses, nurse practitioners, and doctors who offer acute care, screenings, immunizations, and more.

2. Get innovative ideas from your employee resource groups

Employee resource groups (ERGs) are important sources of information for organizations, and can be helpful partners when trying to roll out a new program.

Some companies will create employee councils to focus on well-being. At Wellstar Health System, an Atlanta-based hospital group ranked No. 96 on the 100 Best, well-being efforts are driven by a cabinet of clinical, executive, and operations leaders to develop strategies.

ERGs can also ensure every employee has meaningful work, and can access professional development resources. At Dow, No. 79 on the list, ERGs are tasked with promoting well-being as one of the company’s many measurable goals that determine success. Dow’s Women’s Inclusion Network successfully advocated for stronger parental leave policies, with new parents now having 16 weeks of paid leave regardless of gender.  

3. Align benefits to the needs employees share with you

What makes a successful well-being benefit? The only metric that should matter is how employees feel about it.

PwC, No. 22 on the 100 Best list, increased support for health care services for nonbinary and transgender employees after hearing from its workforce about how meaningful that support would be. Now the company covers up to $75,000 of medical costs for specific procedures related to gender-affirming care.

“Because of the stress of transitioning, emotionally and physically, the financial support from an employer makes a huge difference,” shares DeAnne Aussem, well-being leader for U.S. and Mexico.

What will have the biggest impact will depend on the specific needs of your people. Employee surveys and other listening programs are crucial to collect feedback.

4. Connect well-being to business performance — and make leaders accountable

At Accenture, No. 7 on the 100 Best, of overall business success. The professional services leader believes that when employees are healthy, with meaningful work and strong connections to colleagues, they are more productive.

Importantly, Accenture measures outcomes carefully.

“We’re committed to putting scientific rigor behind what we do—making sure the tools, support, and efforts we provide are equitable, holistic, and delivering desired outcomes,” says Dr. Tamarah Duperval-Brownlee, chief health officer at Accenture.

“Understanding (from anonymized data) trends around how utilization of health and well-being benefits influences metrics, like attrition and engagement, can help inform whether we’re moving in the right direction and the impact we’re delivering for our people.”

5. Take action to influence the big picture

An individual’s well-being is affected by more than their workplace. World events and personal tragedies impact every employee in your organization.

The 100 Best acknowledge this reality, in both group settings and in one-on-one interactions. At Cisco, No. 2 on the 100 Best, two-way communication doesn’t just happen when the company has good news to celebrate. Employee communications channels provide accurate, unfiltered information and offer empathy when employees are facing a dark time.

Cisco also holds “Cisco Check Ins,” 90-minute virtual events where leaders respond to employee concerns and get honest feedback on what is and isn’t working. More than eight in 10 (86%) said that these check-ins were “an excellent use of time” and that “leaders provided clear answers to questions.”

“Love how the leadership team started with situational awareness about what is going on in the world, how it impacts employees, and how we can help,” shared one employee in a survey.

At Wegmans Food Markets, No. 6 and the highest-ranked retail company on the 100 Best list, a regular cadence of one-on-one meetings with managers is a crucial listening channel that improves well-being. Employees also have access to an employee advocate, individuals that serve at each Wegmans store as someone employees can turn to for support.

“Since the role originated in 1986, it has evolved from a traditional HR staffing function to one of advocacy, support, and caring for our people,” says Peggy Riley, vice president of employee communications and engagement. “Advocates provide confidential, exclusive, dedicated support, and many locations have two full-time advocates to support their people. They offer an objective point of view and provide a safe space for our people to seek guidance to find resources and development opportunities, resolve personal and professional issues, access benefits, and more.”

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On this episode of the Better podcast, we delve into how and why Ric Campo and Keith Oden, CEO and president, respectively, of Camden Property Trust have made care a business imperative.

They discuss how prioritizing a culture of care has led to their company's success, which stands in stark contrast to their previous experience of working in a "pirate ship" culture, where competition and self-interest were rewarded.

They’ve proven that a caring culture leads to better performance as employees are more engaged, productive, and committed to the company's success.

They also discussed their approach to workplace flexibility in an industry where flexibility hasn't been the norm.

On how working in a “pirate ship” culture influenced their leadership philosophy when they started Camden:

Campo: 카지노 커뮤니티 랭킹 company culture was what Keith and I coined a "pirate ship” culture, and there wasn't a lot of collaboration in that culture. On a pirate ship, the way you move up is either somebody gets killed in the battle or you kill them yourself, and then you move up into the pirate ship. The higher you go, the more you get to share in the treasure.

So we sat down and said, let's figure out how to create a company that we want to work for a long time and where people would want to work for a long time — a collegial, family oriented place.

We've had a few anti-mentors where we learned what not to do, and we modeled what we wanted to do based on what we knew they would never have done. We've had a few of those in our business career and they've sort of shaped our view of how you create a winning culture and team where people actually care about each other.

On how care impacts the bottom line:

Campo: It's an absolute prerequisite for outperforming competitors. And the reason is that when people care about what they're doing and they care about their job, they do better and they work harder and smarter.

You can say care, but care has to start as a leadership quality. You have to say, we care and we're going to show care every single day in everything we do and every decision we make is filtered through: Is it fair? Is it just? Is it reasonable?

If you take Camden's total rate of return on our stock price over the last 20 years, we're in the top quartile of our peer group. And that outperformance is because when it's snowing in Washington D.C. or Denver, I've got maintenance people digging people's cars out on off hours because they care. That drives resident satisfaction, that drives shareholder satisfaction through high return.

On enforcing care among leaders:

Oden: The tenure of our senior leadership is truly extraordinary — 90% of our senior VPs have been with the company for 18 or more years. If you go down to the next level, our VP level, 90% of our vice presidents have been with Camden for 13 years or more.

When you have that kind of tenure, it has to be a part of your journey because you cannot progress in this company otherwise. If you're a leasing consultant and you don't care, you're never going to become an assistant manager. If you're an assistant manager and you don't care, you're never going to be a community manager. It's sort of self-enforcing at almost every level of the organization.

On how the Great Place To Work Trust Index™ survey helped build culture after not making the 100 Best List initially:

Oden: We took that information, we went back to all of our folks and said, okay, here's the result — the good, bad, and the ugly. And based on the results of this survey, we're going to make these concrete changes to our current approaches, policies, and procedures.

It resonated in a way with our folks, not just the survey, but the fact that we returned and reported. We said, here are the results, here's where we need to improve. How can you help us in our journey to make this happen?

Fast forward — the survey results come back the next year, they go up exponentially across the board, and we debut on the list at No. 50 and the rest of it has been a refinement of that process.

On giving people flexible work options in an industry where employees historically have to be onsite:

Oden: One of the things that we were already headed down the trail on prior to COVID was how do we provide more opportunities for advancement at the site level. The business model hadn't changed much in 100 years in multifamily property management.  

We were going down trails to solve this problem before COVID, and the solution ended up being creating entirely new roles that didn't exist before. We created 40 purely remote jobs. We also have, at the corporate office, about 30% who are 100% remote positions. The rest of our folks are hybrid, which I think is where a lot of people have landed.

Campo: I was worried early on that the hybrid folks would get burned out or the fully remote people — because they're used to being onsite all the time and now they're remote — I was worried that we'd have higher turnover, but we've had lower turnover in those areas than we had with onsite positions.

The key is being intentional in making sure that you have events in and around where full-time remote people can go to get a taste of culture at an event that gives them a little shot of comradery.

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I often get asked what it takes to create a great workplace. The short answer: trust.

High-trust cultures help employees thrive, which fuels company performance in all areas — from referrals and retention to productivity and revenue. 

It’s impossible to create a great workplace for all employees without trust. That’s what our 30 years of research about company culture has told us. And that’s why our survey that measures employee experience is called the Trust Index™.

Trust is woven into our daily interactions at work, just as it is outside of work among family and friends. It’s built on many moments — moments that our research has broken down into nine behaviors that can build or break trust. It’s a list I keep on my desk and check-in on how I’m doing as a leader.

Every leader should work on and improve these behaviors; if you’re not a people leader, you might be thinking, “What does this have to do with me?”

Leaders affect , but the other 30% comes from our teammates, how we work with others, and the actual work that we’re doing. It takes everyone in an organization to create a great workplace for all.  

Here’s where to begin: 

1. Listening

This is the most important behavior of all and what I focus on the most. If you’re not a great listener, you can’t model the other behaviors well.  

Listening is not just making sure you’ve accurately heard the words coming out of someone’s mouth. It’s also not just waiting for someone to stop talking so you can speak. It is choosing to empty your mind and set aside your opinions while someone else is talking.

True listening requires humility, vulnerability, and empathy.  

You may have a lot of opinions, but to be a for-all, inclusive leader, you must put those opinions aside. If you’re having a conversation and you’re not willing to consider other points of view, what’s the point of having the conversation at all? Letting go of your assumptions can be described as a meditative mindset, and that’s what makes a great listener.

How do you know you’re doing it right? You’ll find yourself asking questions because you’re learning something from the person you’re talking to. People will tell you that you’re a great listener because it’s rare to have a conversation with someone who’s deeply listening.  

Listening might sound reactive, but it should be proactive. Make yourself available and seek out chances to listen.

Think about who you haven’t heard from lately — and then go ask them questions with a learning mindset. Schedule informal meetings like brown-bag lunches and Q&A sessions. Use surveys and focus groups to regularly elicit employee opinions — and follow up with feedback and action.  

"Listening is not just making sure you’ve accurately heard the words coming out of someone’s mouth. It’s also not just waiting for someone to stop talking so you can speak. It is choosing to empty your mind and set aside your opinions while someone else is talking."

2. Speaking

This is what we do all day. But there are many layers to what might seem like a straight-forward behavior. 

Speaking is about clarity, frequency, transparency, and sharing information fully in a variety of ways. That includes regularly sharing company news with employees through all your channels — video, intranet, email, print, etc. Be sure to share that news (both the facts and feelings around it) internally before you do externally.

It’s not just about what you share, but who you share it with. Be mindful of those who haven’t heard a message and need to know what information is being shared.  

Speaking is more than what you say and who you say it to, it is how you share information. Communicate thoughtfully and with care, and in easy-to-understand styles. Set up regular meetings to discuss what’s happening and personally share news to encourage a culture of transparency as much as possible.

Lastly, speaking is an opportunity to communicate how a person’s job — and how doing their job well — is essential for your organization to achieve its purpose. 

Consider your receptionist, for example — a role that is often overlooked. Whenever you speak with them, reiterate, emphasize, and clarify how important their job is. When someone walks in a building or contacts a receptionist on the phone, that’s a connection to the brand. In a few seconds, a caller or visitor either feels cared for, important, and listened to, or they don't.

Speaking is the ability to talk to every warehouse worker, every receptionist, every salesperson, every executive, every teammate in a way that they feel that doing their job is important for the organization to achieve its purpose. And if you’re not sure what someone does, this is your opportunity to build trust by getting to know them.

"Speaking is more than what you say and who you say it to, it is how you share information."

3. Thanking

If you’re listening to people in the way that I described earlier, you’ll learn things about them. That helps you thank your colleagues in ways that are personally meaningful. Acts of gratitude let people know you’re listening in a way that shows they’re important and essential.

Create a culture of appreciation by recognizing good work and extra effort frequently.

Opportunities to do this are endless: Encourage peer recognition, present employee awards, write personal notes, appreciate mistakes as learning opportunities, and recognize employees who demonstrate company values in person and in front of others.

Creating a culture of thanking will positively affect people’s sense of value and willingness to do their best work because they feel seen.

4. Developing

Listening and speaking helps you learn how someone can further develop personally and professionally.

It’s your job to help employees grow as people, not just performers. Nurture their talents and interests through courses (job- and non-job-related), tuition reimbursement, and personalized development plans and training, for example. Connect employees with mentors and inform them of internal job postings.

Try and give feedback in a way that’s measurable, so they know they’re improving, and with a sense of care, so they’re open to what you have to say. 

When people know you care — even if they don’t always like hearing where they need to improve — they’ll take it as a gift. Everybody wants to get better. Yes, they know it leads to more money, more compensation, and more responsibility in the company. But, at a base level, they want to know they’re making a difference.  

"It’s your job to help employees grow as people, not just performers."

5. Caring

This is the secret weapon. Great work happens when people care. And people care about their work when they experience being cared for. That shows up when you take time to understand and listen to people’s experiences, inside and outside of work.  

Support their personal lives by discussing options for flextime and personal leave policies. Help them cope with family and personal crises as they arise, and organize support through sick leave or monetary donations. Encourage work-life balance and remind them to take time off to recharge.  

Do you know what makes an employee check an algorithm two or three times, or proofread an email six or seven times? It’s because they care about the purpose of the organization, they care for others, and they feel cared for.

Caring is what unlocks people, and it is key to maximizing a human’s potential.  

"Great work happens when people care. And people care about their work when they experience being cared for."

6. Sharing

Distributing profits, compensation, bonuses, and incentive plans fairly creates an equitable workplace. If you’re building trust for all, every employee needs to share in the company’s success and understanding how their performance relates to compensation.

Equitable and inclusive sharing also shows up in philanthropic activities. If you’re organizing community activities like a cleanup at a local school, or picking up plastic off a beach or park, make sure that everybody has the opportunity to participate.

If you’re doing those things between eight to five, what about the night shift worker? Make sure you’re truly inclusive in terms of sharing opportunities for people, as well as the resources of the organization.  

Equity does not equal sameness. A picnic for the day shift doesn’t also have to be a picnic for the night shift. What is the purpose of the picnic? To bring people together, to show them their value, and create opportunities for them to interact in informal ways with their leaders.

So how can you create this same experience for this night shift without recreating the same event?

7. Celebrating

The most important things to celebrate are the values of the organization and how people help the organization achieve its purpose.  

It’s important to be specific:

“We want to thank John for the work he did in helping a customer through a sticky problem. We wanted John to do that in seven minutes, but John took 20 minutes because the customer needed it at that time. At our company, we’re willing to do whatever is required to make the customer’s problem our problem, and we’re willing to do what’s required to solve it. I also know that John was late for getting to a soccer practice for his kid. I hope John doesn't have to do that again, but I want to appreciate the fact that he did that for us.”

If you find yourself celebrating, recognizing, and rewarding the same person, communicate to everyone what it takes to be celebrated and recognized so they don’t feel there’s bias or favoritism. They’ll know if they work hard in some measurable way, they too will get celebrated, recognized, and rewarded one day.

"The most important things to celebrate are the values of the organization and how people help the organization achieve its purpose."  

8. Inspiring

You don’t have to be a great public speaker to inspire people. You can inspire people with the questions you ask and the way you listen.

You can inspire them by reaffirming the difference your organization makes in the world and why the work is important. Help your workforce understand how their work relates to the company’s higher purpose and business success.

You can do this by telling customer or client stories, sharing the vision of where the company is headed, pointing out behaviors that exemplify company values, reinforcing company values, stressing your company’s contribution to your industry or society, and showing links between employee efforts and achieving your goals.

"You don’t have to be a great public speaker to inspire people. You can inspire people with the questions you ask and the way you listen."

9. Hiring and welcoming

When someone joins your organization, you should make sure that they know you were expecting them — and that you couldn’t wait for them to get here.

You need to make sure that they have a workplace, can access the systems they need to connect with their work and their colleagues, and have the equipment to be successful. Their laptop is ready, their uniform is ready, their steel-toed boots are ready, their safety goggles are ready.

This goes beyond hiring; it’s what we call welcoming. You can email or send new hires a note in the mail before they start, announce them to other employees in advance, take them to lunch their first week, and help them get integrated into your culture.

When a person joins an organization that has shown that they’ve been thinking about them for a few weeks before they started, they will go home and say, “It was a great experience today. They expected me, my name badge was ready. Everybody was kind, and they seemed to know who I was and what I was going to do.” These actions build trust on their first day.

If someone gets to work and those things aren’t true, trust dips a bit. Self-confidence drops. They wonder if you really want them there, or if they’re an afterthought.

And the worst case — they feel like they’re just an employee and not a person who’s important, because if they were important, they would’ve had a much different experience when they arrived. 

Whether or not you manage people at work, I encourage you to put this wheel of nine high-trust behaviors in a place where you will see it every day.

Trust takes work and conscious effort. And it’s required to create a great place to work for all.

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