Creative agency Brains has earned Great Place To Work 카지노커뮤니티 for seven consecutive years, with 92% of employees endorsing its culture. Spread across six states, it uses the Trust Index Survey to enhance recognition and community ties, ensuring a unified employee experience.

With 31,000 employees, Wellstar Health System is one of Georgia's largest. Recognized on multiple Best Workplaces℧ lists, Wellstar partners with Great Place To Work® to build trust through the Trust Index℧ Survey, actively listening to team members and acting on their feedback

A global SaaS company founded in 2008 and headquartered in Iowa, partners with Great Place To Work to ensure a consistent employee experience across 14 offices. Great Place To Work Certified in 10 countries, Workiva’s platform helps CFOs manage and file financial statements with the U.S. SEC.

Trek Bicycle uses Great Place To Work's Trust Index℧ Survey to turn employee feedback into insights, fostering a culture of trust. This approach tripled the company's size, increased profitability, and earned it a spot on the 100 Best 카지노 커뮤니티 추천 list.

WP Engine uses the Trust Index℧ Survey to hone its culture across 10 countries. Great Place To Work® Certified℧ since 2016, the survey helped identify key areas for improvement, like aligning communication with company strategy and enhancing diversity efforts.

The global tech company used Great Place To Work’s survey to improve the employee experience, driving higher retention and engagement.

When looking at its employee survey results in 2022, ECI Software Solutions saw it had a problem.

Employee exit surveys showed the company had a retention problem. “We saw we were losing people in the early stages within their first year,” says Andrew Pryor, CHRO at ECI Software Solutions.

Company leaders met with analysts from Great Place To Work®, the global authority on workplace culture, to understand why fewer employees were reporting a consistently positive experience at work. The company compared that exit survey data with scores on the Great Place To Work Trust Index℧ survey, which they conduct once a year. In that analysis, ECI saw that fewer employees reported having the resources and equipment they needed to succeed.

After more surveys and listening, leaders discovered the problem: an inconsistent onboarding experience.

ECI Software Solutions, like many others, had shifted strategies amid the COVID-19 pandemic. “We used to try to hire people in the city where we were located,” Pryor says. When the company started hiring remotely, it could access talent anywhere in the world.

“The vast majority of our employees are 100% remote,” Pryor says. Despite the benefits for employees, the increase in remote work created new challenges for employees joining the company.  

By surveying new hires about their experience, ECI leaders got a clear picture of what was going wrong: missing laptops, insufficient access to systems, a lack of communication from managers, and other missteps.

“The first surveys were brutal,” Pryor says. “Something like 60 to 70% of people said they didn’t have the necessary equipment, or their manager hadn’t checked in with them for regular one-to-one on their first day.”

Pryor reads these onboarding surveys every Friday, which are also shared with the chief technology officer and chief operations officer, and Pryor also shares them with the CEO. The results of ECI’s efforts to improve the onboarding experience have been unmistakable: More than 90% of the time, new hires have the equipment and access they need on their first day.

When something does go wrong, the survey results ensure leaders are immediately engaged on the issue. “I don't have to ask the question anymore,” Pryor says. IT teams are immediately sharing updates and investigating what went wrong to avoid future incidents.

The secret ingredient? Data.

“That which is measured gets attention,” Pryor says. A regular survey with results shared among key decision makers drives quick reactions and meaningful outcomes. When ECI Software Solutions participated in its Great Place To Work Trust Index survey the following year, they saw an 11-point increase on the number of employees who said they had the equipment and resources to do their job in 2023 compared to 2022.

Making connection a priority

With a large remote workforce, ECI Software Solutions has implemented a cadence of meetings to ensure new hires feel connected to their workplace and colleagues. 

All employees should have a one-on-one with their manager every two weeks. For new hires, the cadence is more frequent.

“We suggest managers have virtual lunch with the employees on the first day,” Pryor says. “That’s part of that template.” After that, ECI says new hires should have a one-on-one with their leader every day for the first couple of weeks, every other day for weeks three and four, and every week until their leader feels an employee is ready move to bi-weekly cadence.  

The impact of these policies shows up in the surveys, in comments from employees who notice when managers go the extra mile to make a connection. Pryor gives one example of a comment he saw in a survey: “It was 6 p.m. in the country where my boss lives, but I ate my lunch and my boss ate a sandwich, too, just so it would feel like we were together.”

Virtual meetings are a requisite part of ECI’s flexible workplace culture.

“We have a requirement that employees are on camera,” Pryor says. While some may abhor the fatigue created by Microsoft Teams video chat meetings, face-to-face video communication is vital for ECI employees. “You miss the nonverbal cues,” Pryor says about audio-only interactions. Employees are also more likely to stay engaged when they are on camera, ensuring meeting time is put to good use.

Even after onboarding, ECI tries to get employees to connect with colleagues around the world. A new program called Employee Connections gets employees to sign up for 30-minute conversations with a coworker over Teams. Employees are randomly matched in pairs and given some feeder questions to get the conversation going.

“We’re trying to launch this new way of just having people reach out to each other,” Pryor says. While the world can feel small when you work from home, ECI thinks it can expand the employee experience when colleagues can connect with each other from across the world.

Onboarding impacts turnover

Why should you make onboarding efforts a top priority? For ECI Software Solutions, the experience was showing up in employee retention data.

“You cannot recover from a bad first day,” Pryor says. “If you track turnover in the first six months, you can almost go straight back and say: Did the person have a bad first day or a bad onboarding?”

ECI also ties onboarding to productivity and financial performance. “The faster you can get an employee to productivity, the larger the impact that’s going to have on financial performance of the company,” Pryor says. “The sooner we can get someone up to productivity, the faster we can move, which is why everything needs to be there their first day.”

This clear connection to business performance is why Great Place To Work Trust Index survey scores are a key metric that the company tracks as part of its annual goals.

“Being Great Place To Work Certified℧ is one of our corporate goals,” Pryor says. Each department is asked to focus on improving one or two statements where they have an opportunity to grow, based on the data for their individual team.

“It’s like drinking from a firehose,” Pryor says. “You can’t fix everything … it’s about incremental progress.” That focus has led to impressive results, with ECI Software Solutions becoming Great Place To Work Certified in every country where it operates and has the required minimum of 10 employees — currently the U.S., U.K., Canada, Australia, the Netherlands, and Belgium.

Lessons for others

Here’s Pryor’s advice for other companies looking to improve their employee experience:

1. Start with the data

“The first thing we did was we started looking at exit surveys,” Pryor says. Every exit survey is read by Pryor, the CEO, the president of the company, and the executive overseeing the division that the employee has left. Crucially, exit surveys are not made confidential.

When looking at their Trust Index Survey results, the leadership team at ECI set corporate goals by identifying the statements that were the highest impact and needed the most improvement. For the prior year, improving the number of employees who agreed that “I am given the resources and tools to do my job” was one of ECI Software Solution’s corporate goals.

From that goal, ECI built many activities. “There are tons of to-do’s,” Pryor says, from retraining leaders to evaluating processes for collecting employee feedback.

Additionally, every division leader identifies more of these statements that they want their teams to focus on improving.

2. Make your data visible

When you give leaders the data, they will respond, Pryor says. “You really have to be willing to make all of that very public.”

When sharing challenging data, he has a bit of advice: “Don’t share bad news over email.”

“Email is the place to share data — but if I have something that’s negative or going to be perceived that way, I schedule a meeting where we’re on camera,” Pryor says.

3. Bring in experts

One valuable piece of the experience for Pryor is his relationship with Great Place To Work’s culture coaches — analysts who can help assess survey data based on their deep experience working with companies on the Fortune 100 Best 카지노 커뮤니티 추천 to Work For® List.

“I love the fact that once a year, we sit down with the Great Place To Work consultants and they give us their 100% impartial feedback,” Pryor says.

Benchmark your workplace

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Among the many challenges facing CEOs today, one thing is for sure— investing in employees reaps benefits for the workforce and the bottom line.

The retail industry, like so many others, is undergoing significant transformation. From changing consumer expectations to evolving market dynamics, all retailers face new challenges, including staffing shortages and high employee turnover rates. In the AlixPartners Disruption Index released in January 2023, 85% of surveyed retail CEOs challenges around knowing which disruptive technological, societal, or economic challenge to address first.

Despite this shifting landscape, the retail sector is experiencing growth. The critical factor for that success, according to the 2023 Fortune Best Workplaces by Industry study of more than 1.3 million employees (27,000 from the retail sector), is employee experience.

카지노 커뮤니티 추천 that show they prioritize people tend to outperform across all culture and business metrics across industries. But employee experience—the overall quality of interactions, relationships, and support that employees receive from their organization, with significant impact on employee well-being, fairness, and purpose—is especially tied to retail success. In fact, companies on the 2023 Fortune Best Workplaces in Retail list are 52% better than their peers and outperform companies in any industry (not just retail) by 35%, including the highly competitive industries of professional services and technology by 25% and 27%, respectively.

A connection to purpose

Though pay and benefits generally have a big impact on employee experience and retention for workers in the retail industry, doing “meaningful work” also plays a major role. According to Great Place To Work®, eight out of 10 employees at winning retail workplaces report their work is meaningful compared with just four out of 10 at typical retail workplaces.

“Purposeful employees feel a sense of pride in collective accomplishment,” says Sarah Lewis-Kulin, vice president, global recognition, at Great Place To Work. “They want to work at their current companies for a long time and feel like they make a difference.”

Indeed, according to Great Place To Work research, creating a sense of purpose in retail environments makes retention 76% more likely and drives discretionary effort. Additionally, 70% more employees on the Best Workplaces in Retail list say they give extra to get the job done, compared with typical companies.

Wegmans Food Markets—the 107-year-old grocery chain based in Rochester, N.Y., which ranked No. 1 on the Fortune Best Workplaces in Retail list—found in a July 2023 employee survey that 95% of employees feel connected to the family company’s mission “to help people live healthier, better lives through exceptional food.”

“We are united in delivering on this mission together, and recognize it takes all 53,000 employees to succeed,” says Peggy Riley, vice president of employee communications and engagement. “On employees’ first days at Wegmans, we take time to explain our mission, values, and the integral role they play in our success. We explain how every individual’s work and role at Wegmans helps us collectively deliver on our mission.”

One-on-one connections

At Wegmans, managers have created a cadence of one-to-one connections with each of their employees. These listening channels—with options for in-person, digital, named, and anonymous communication—ensure that every employee has a comfortable place to share ideas, which managers sometimes implement right away.

Workers also complete a digital “People Profile,” that includes what’s important to them inside and outside of work. “By encouraging employees to share their passions, we learn what they love to do and help connect that to their work at Wegmans, making their work even more meaningful and enjoyable,” says Riley.

Wegmans’s commitment to connecting work with employee passion and purpose is working. According to Riley, almost 10% of the company’s 53,000 employees have more than 20 years of service.

“카지노 커뮤니티 추천 that are seeking to make improvements sometimes focus just on tangible programs and practices,” says Lewis-Kulin. “But you really want to understand the deeper dynamics that are driving experience. Those are based on trust. Best Workplaces in Retail leaders take time to get to know employees as individuals with lives and talents and commitments outside of work. Then they make room for people to contribute those ideas and talents within the workplace.”

Authenticity and trust

Relative to other industries, retail companies tend to be places where people feel like they can be themselves at work, according to Great Place To Work. Eighty-five percent of employees at Best Workplaces in Retail companies report working in an agile environment, with adaptable colleagues who are open to change, compared to only 58% at a typical organization.

At Wegmans, in addition to the employee-manager relationship to support the needs of each employee, companywide channels are established to prioritize employee feedback and concerns. The “Ask Bob” program helps to transform employee ideas into action, where any employee can send a suggestion or comment to Bob Farr, senior vice president of store operations, and receive a personalized response from him. Farr responds to about 1,200 Ask Bob ideas a year. These exchanges with an executive leader embody Wegmans’s emphasis on sincere, direct connections between managers and employees.

“These companies do what they say they’re going to do; values aren’t just hanging on the walls. Wegmans has customers begging it to open stores in their areas. You only get that when you have employees who are passionate about the company.”

— Sarah Lewis-Kulin, VP, Global Recognition, Great Place To Work

In addition, employee advocates at each Wegmans location act as champions of culture and support for employees.

“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 Riley. “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.”

When employee performance challenges arise, Wegmans’s employee advocates advise and coach both employees and managers.

“Rather than reporting to a store manager or anyone in the employee’s chain of command, advocates report to a HR director, who in turn reports to our vice president of store operations HR,” says Riley. “This structure preserves impartiality and builds confidence with employees that advocates represent them fairly.”

Advocates also offer support when an employee faces personal challenges away from work, adds Riley. By building ongoing, one-to-one relationships with employees at their stores, advocates become a trusted ally to help their people navigate uncertainty and connect employees with Wegmans’s many available programs and resources.

When organizations invest in becoming great places to work for all, the benefits ripple out, from employees to the broader community and society. Through their commitments to employees’ growth, well-being, and sense of purpose, retailers like Wegmans are setting the standard for a thriving work environment that can positively impact the lives of everyone involved. In a rapidly changing retail landscape, this focus on employee experience sets these companies apart in their industries while also providing valuable insights into the crucial role employee well-being plays in overall business success.

“These companies do what they say they’re going to do; values aren’t just hanging on the walls,” says Lewis-Kulin. “Wegmans has customers begging it to open stores in their areas. You only get that when you have employees who are passionate about the company.”

This article was created in partnership with FORTUNE Brand Studio.

Get more insights

Learn more strategies from our workplace culture experts at our For All℧ Summit, April 8-10, 2025 in Las Vegas, NV. 

Impressive progress meant the company became Certified℧ for the first time with 77% of employees saying the carmaker is a great place to work.

At most companies, annual employee survey results don’t change dramatically from year to year.

So, when a company sees dramatic improvement, you have to ask: What secrets have they uncovered about work in 2023?

One such company is Nissan Group U.S. The automaker became Great Place To Work® Certified℧ after impressive leaps forward on their most recent survey compared with their first survey in 2021. In 2023, 77% of employees say Nissan is a great workplace.

“Employees are truly the heart of our business,” says Jeremie Papin, chairperson for Nissan, Americas. “Their voice shapes our culture. Their purpose strengthens our communities.”

Taking time to listen

Nissan prides itself in having an open-door culture, where employees are invited to talk to leadership via phone, text, email, or in-person.

“It is important to be genuinely interested in listening to people and being open to receiving feedback, both positive experiences and areas that require improvement,” says Laura Gillespie, director of talent management, Americas, for Nissan.

Getting feedback from employees requires a multifaceted approach with different tools and tactics to reach different types of workers. A message sent to a worker in a corporate office might not make it to an employee on the factory floor.

“We don’t rely solely on surveys for success,” says Gillespie. “We believe in adapting to different situations and audiences and maintaining proximity with our teams.”

At the executive level, monthly Management Information Exchange (MIE) sessions and small circle meetings ensure that top leaders have the resources and information they need to communicate effectively with their teams.

Papin and the executive team host “Ask Us Anything” sessions and executive leaders hold small roundtable sessions or conduct skip-level meetings (a 1:1 with someone who’s a level or more above your direct manager) to ensure they hear from a range of employees. The commitment to get employee feedback starts with Papin, but all leaders in the company have embraced the practice. Most leaders hold monthly or quarterly town hall meetings where employees can ask questions in an open forum.

At Nissan’s manufacturing sites, leaders shift their tactics. 

Employees still have one-on-ones, skip-level meetings, and intimate conversations with leaders to surface issues facing the organization. In addition, these leaders and HR representatives walk the factory floor regularly and hold focus groups with employees.

Save the date: Attend our annual company culture conference May 7-9, 2024

Building the feedback loop

It’s easy for leaders to lose sight of what impacts the daily experience of individual contributors. In a poll from Ipsos and GE, 40% of entry-level employees said top leadership . While 85% of top leaders said they effectively communicated the company’s values, only 62% of junior employees agreed.

The gap is an indicator of just how hard it is to effectively listen.

“True listening requires humility, vulnerability, and empathy,” writes Michael C. Bush, CEO of Great Place To Work. It’s the most important of the nine high-trust leadership behaviors that Great Place To Work’s research has shown have a dramatic impact on employee experience, and in turn, business performance.

“You may have a lot of opinions, but to be a for-all, inclusive leader, you must put those opinions aside,” Bush says. “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?”

Nissan recommends HR pros build feedback loops to shortcut the structural barriers that keep some employees from ever finding an attentive ear.

“It is essential to work closely with the communications team to develop a robust strategy based on transparency,” Gillespie says. “To facilitate this, we recommend establishing feedback mechanisms and creating opportunities for staff teams to connect with senior leaders of the organization. This enables them to receive firsthand feedback on what is happening in the company.”

Focusing on inclusion

Even if you have a robust employee listening program, some employees might not feel safe raising an issue with their management team. That’s why Nissan also thinks about its diversity, equity & inclusion strategy when thinking about listening efforts.

“Inclusivity is key,” says Papin. “Every employee must feel that they have a connection to their workplace and feel safe to be themselves at work.”

A key tool Nissan uses to improve feedback from underrepresented voices is its employee resources groups — or as Nissan calls them, Business Synergy Teams (BSTs).

For Papin, the ability to connect multiple Nissan locations via virtual meetings allows BSTs to be great connectors. “Through the BSTs, you can connect with others at Nissan with whom you may have never come into contact otherwise,” he says.

These efforts are bearing fruit, with an 11-percentage point gain in the share of employees who say their workplace is psychologically and emotionally safe on Nissan’s most recent survey.

Papin wants to capitalize on the momentum, and he’s putting his focus on transparency and building trust with employees.

“I think we need to continue to increase our transparency in leadership communications, whether the news is positive or challenging,” he says. “Leaders need to continue to allow work flexibility, recognize employee successes, and lead proactive conversations about growth and development.”

His advice for other leaders looking to improve employee engagement is to start by looking in the mirror.

“It may seem trite, but it truly must start at the top,” he says. “Executive leadership must be genuine and transparent and hold their teams accountable to do the same.”

Business results

Nissan is already seeing clear results from its efforts to listen and connect with employees.

For a start, more employees say they want to stay long-term with the company — an increase of 10 percentage points from its 2021 survey. Eighty-three percent of employees are proud of where they work, a crucial driver of employees to recommend their workplace to others.

For Papin, the rewards are seen in higher levels of productivity and engagement across the organization.

“카지노 커뮤니티 랭킹 team has seen some of the highest percentage success sharing payouts in their careers over the last two years as a result of their efforts,” he says. “Now that vehicle production has begun to increase, employees are excited to see Nissan and INFINITI gaining market share.”

“Instead of ‘quiet quitting,’ I see active engagement and enthusiasm that is very contagious.”

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Discover what employees value about working at your company, and how you can boost retention rates and increase productivity and performance with Great Place To Work 카지노커뮤니티℧.

How IDOC used 카지노커뮤니티 in its recruitment marketing and put its employer brand on the map.

It’s hard to recruit new talent — especially when your employer brand is not well-known.

That was the challenge health care company IDOC faced as they set out to grow their small team of 30 employees.

Connecticut-based IDOC is an alliance of independent optometrists providing specialized services and consulting, personal account management, member-exclusive vendor discounts and rebates, continuing education and peer-to-peer networking to its 3,000+ members.

Back in 2019, IDOC knew it needed to grow its staff. So, it started developing a talent acquisition strategy, led by a two-person HR team of Jill Johnson, vice-president of people strategy & operations, and Nella Gonzalez, people operations manager.

But then COVID-19 hit and put any growth plans on hold.

During the pandemic, the company remained committed to its people and core values. Despite the financial hardship cause by various shutdowns, IDOC was able to retain all of its people and avoid layoffs. 

Adversity and hardship brought out the best in IDOC and its people.  In fact, during the spring of 2020, at the height of the pandemic crisis, IDOC’s employee pulse survey revealed some of the highest employee engagement scores.

But the pandemic wasn’t the only factor changing the 2020 workplace. During the civil unrest in response to the murder of George Floyd, IDOC’s team realized they needed to do more to address diversity, equity, and inclusion in the workplace. 

In the fall of 2020, CEO Dave Brown signed the . Shortly thereafter, the company diversified its board of directors by bringing on three new members, effectively adding two persons of color and two women to the board.

These quick responses reflected IDOC’s core values of “people first, always” and “better together” — values that are very much appealing to job seekers who are demanding more from their employers.

Recruiting problem: “Not many people know the IDOC brand”

And yet, despite IDOC’s values-led culture and 20-year history, attracting new talent was a challenge, especially in today’s competitive labor market. The organization’s small size and humble attitude was making it practically invisible to the growing talent market.

“IDOC is a small organization,” explains Nella. “Not many people knew who we were.”

Jill and Nella knew that the same candidates they wanted were being lured in by bigger name companies that were also recruiting post-pandemic. With the recruiting field turned into a clear employees’ market, they wondered,  how could IDOC stand out from the crowd? 

The solution: “The Certified badge put us on the map”

In 2021, IDOC decided to pursue Great Place To Work 카지노커뮤니티℧, piggybacking on the strong work they had done for their staff in response to COVID-19 and in their DEI efforts.

Once Certified℧, and with a goal of hiring 21 new employees in 2021, the marketing team got to work on promoting the news. In addition to adding the badge to their website and other branded materials, they also created a video interview with Jill and Dave about what 카지노커뮤니티 means to them, which was then posted on IDOC’s careers page.

“Almost every single candidate said they saw the badge, and they knew what that meant.”

They also promoted their 카지노커뮤니티 achievement at their annual 500+ member event, and in their quarterly publication, which goes out to their 3,000+ network of doctors.

Soon, applicants who had previously worked for much larger organizations were rolling in.

“Having that badge put us on the map,” says Nella. “Because we are recruiting the candidates that are looking at big companies. We have attracted them to IDOC from 5,000+ employee organizations.”“Almost every single candidate said they went to the career site, they saw the badge, and they knew what that meant,” says Jill. “They watched the video and that’s what really gave them the impetus to apply. Because in this market, employees have choice. Candidates have choice.”

The result: “I didn’t know what I was missing”

IDOC has now nearly doubled its employee base, growing from around 30 employees to 57 today. But more importantly, they’ve established themselves as an employer of choice.

Many of IDOC’s candidates said they were leaving their former roles because of bad company culture, or because their employer had failed to address employee needs due to the shift in how we work post-COVID.

"90% of our new hires said that Great Place To Work 카지노커뮤니티℧ was the key deciding factor in selecting IDOC.”

That catalyst set them off on a job hunt, and IDOC’s 카지노커뮤니티 badge and video drew them in.

“Every single new hire that we brought on has said to me, ‘I have never worked for a company that has the culture that IDOC has,” says Nella. “[They say] ‘I didn’t know what I was missing.’”

Ready to get Certified?

What’s your recruitment marketing strategy? Get Certified today and put your employer brand on the map. Prove to top talent that you genuinely offer a great employee experience.

Bestop has been a leader in Jeep and truck accessories for more than 60 years. The Colorado-based company has grown tremendously over that time, with multiple acquisitions, seven popular brands, more than 500 employees and leadership changes.

For any company, scaling comes with growing gains. The smartest companies find the time during growth to assess how employees are doing to ensure culture remains strong.

The Challenge - Get a Baseline on Employee Experience

For Bestop employees, especially those that had been with the beloved brand for decades, change can be unsettling. While morale has always been palpably high, CEO John Larson sensed a subtle change in company vibe about a year ago and wanted to make sure that employees were still feeling connected to each other and the brand.

He tasked Melanie Anders, Director of HR, and the marketing team to help him get a pulse on employees’ workplace experience.

The Solution - Use Detailed Trust Index Survey Results to Pinpoint Issues

When Haley Van Es joined Bestop as a marketing communications specialist, one of her first initiatives was to follow up on the request from the CEO. She made it her goal to put together a plan that would not only measure employee happiness, but also capture insights to inform the company’s internal communications plan.

Her director recently saw the Fortune 100 Best 카지노 커뮤니티 추천 to Work For® and suggested she start there.

When Haley reached out to Great Place To Work^®, she was impressed with how Emprising could break down the data of the Trust Index℧ employee survey. She says, “Overall, we knew we had an incredibly happy base of employees, so just a top-level score wasn’t going to help inform our direction or improve our workplace. When I saw how we could look granularly at the data to really pinpoint issues to find out whether, for example, people feel listened to or if managers play favorites, I was sold.”

When Bestop's Trust Index survey results came in, Haley was ecstatic. In addition to earning Great Place To Work 카지노커뮤니티℧, with 89% of employees saying that Bestop is a great workplace, Haley and the executive team had actionable insights to help the company navigate the path forward.

They scheduled an all-company meeting and shared the results with the entire team. Haley notes, “In that meeting, where the executives walked us through the survey results, employees were so proud. It was powerful for employees to hear the results directly from the executive team. They didn’t hold any data back. They were fully transparent and open to feedback, which is so important.”

Outcomes - Pride & Employee Engagement

"Great Place To Work helped reset us as an employee-first company. While employees never doubted our intentions, we lost our way in a few areas and Great Place To Work brought us back to center,” Haley said.

As an example, she shared that the survey results showed that employees didn’t think that the company offered training and development to further their careers.

CEO John Larson, realizing that this was simply an oversight in defining a policy, immediately sent out an all-company email letting employees know they should feel comfortable requesting to attend courses or conferences and the company valued their interest in further development.

카지노커뮤니티 also has helped Bestop further develop its brand. John says, “Being able to display the badge on our website and in collateral is great. People want to work with companies that treat their employees well. People really take pride in this brand and we’re so happy to let the world know that we’re a great place to work.”