High-trust leadership

Business Agility: The 8 Ways Great Workplaces Adapt and Thrive

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

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

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

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

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

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

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

What is business agility?

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

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

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

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

Why business agility matters for workplaces today

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

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

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

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

What drives business agility in the workplace?

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

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

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

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

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

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

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

2. Psychological safety that allows everyone to take smart risks

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

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

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

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

3. High levels of cooperation across teams and between departments

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

7. A commitment to lifting up local communities

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

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

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

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

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

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

Improve your business agility through our employee engagement software

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

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

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

Developing Your Future Leaders & Leadership Pipelines

2025-04-25T12:20:09-04:00

Learn how to identify and develop potential leaders, create effective training programs, and build a robust leadership pipeline for your organization’s success.

A company’s success depends not just on what you do, but on who leads those efforts.

Developing a strong pipeline of future leaders isn’t merely good HR — it’s essential for ensuring business continuity, driving company success, and creating a workplace where everyone has the opportunity to advance.

Leaders at great organizations help talent grow and develop. They know that employees perform best when the organization is invested in their future. They also know that it’s important to identify and nurture the next generation of leaders who will take the reins behind them.

What is a leadership pipeline?

A leadership pipeline is a structured approach to preparing employees for leadership roles.

For organizations, it ensures they maintain a strong leadership succession — incoming leaders are already familiar with the business, eliminating the time and costs of external recruitment.

For employees, a pipeline ensures they have a consistent experience with leaders across the organization, even as those leaders may change. It also demonstrates that the company has a vested interest in employees’ professional growth and development.

A successful leadership pipeline will include the following:

Succession planning: Determine how you will identify internal talent for potential leadership positions.
Career progression planning: Create a clear pathway for potential new leaders that sets out the skills, experiences, and competencies needed to advance into senior roles.
Leadership training: This could include workshops, seminars, and hands-on practice. Ensure it covers more than just business management — it should also teach soft skills like communication and team building that enhance leadership effectiveness.
Mentorship: Encourage emerging leaders to shadow and be coached by more experienced executives. Regular one-on-ones can help new leaders identify their strengths and weaknesses.
360-degree feedback: Gather regular feedback from supervisors, peers, direct reports, and even clients to help new leaders identify their blind spots.

How to identify potential future leaders in your organization

Looking for new leaders is much more than just seeking out your top performers. While performance is important, there are many other key leadership traits, such as adaptability, problem-solving, and initiative.

Similarly, your potential leaders might not be the most vocal employees. Consider their actions, such as humility and compassion — not just their words.

At Great Place To Work®, we’ve identified nine high-trust behaviors that take leaders from good to great:

Listening: Considering others’ points of view, asking questions, and being open to feedback
Speaking: Sharing information clearly, transparently, and regularly
Thanking: Showing sincere appreciation for good work and extra effort
Developing: Nurturing employees’ talents and interests
Caring: Taking the time to listen and understand employees’ personal experiences
Sharing: Distributing compensation, incentives, and opportunities fairly
Celebrating: Recognizing those who exemplify your company’s values
Inspiring: Explaining the purpose behind the work your team does, and why it matters
Hiring and welcoming: Greeting new employees warmly and setting them up to succeed from day one

Hotel chain Marriott International wants to ensure that every employee, regardless of role, feels empowered to be a leader. It has also redefined its concept of leadership into three characteristics: curiosity, courage, and connection.

Similarly, technology company Accenture looks at three key traits in its leaders: compassion, learning, and humility, with an overarching focus on building trust and connection in its workforce.

Recognizing leadership potential beyond job titles

Employees at all levels of the business can and should be considered as candidates for future leadership positions.

For example, middle managers serve as a connection point between the company’s overall vision and their direct reports’ daily work.

Frontline leaders whose teams interact with customers need to demonstrate many of the high-trust leadership behaviors, such as listening and caring — in both good and bad situations.

Maybe an entry-level employee takes initiative to troubleshoot an inefficient process, or a mid-level employee takes a struggling colleague under their wing, acting as a sponsor and helping them to feel safe, seen, and understood.

How to develop future leaders through training and mentorship

Provide structured leadership training programs

Great leaders aren’t born — they’re made. With the right tools and training, anyone can hone their leadership skills. The key is to offer employees that opportunity.

A structured leadership training program could consist of workshops, executive coaching, and leadership simulations. But most importantly, it should equip employees with both business and people skills.

Training should also be tailored to employees at different stages in their leadership journey — those just starting may need basics like speaking with confidence and giving feedback, while those ready for more responsibility might need strategic thinking and conflict resolution.

The role of mentorship and coaching in leadership development

Mentors are one of the most valuable tools for training new leaders, since they can say, “I remember when I faced that same problem,” and share what worked (and what didn’t).

But perhaps most importantly, mentorship programs create personal connections that keep talented people engaged. When employees see that someone cares about their growth, they're more likely to stay committed to the organization.

For example, at Camden Property Trust, newly hired employees are paired with mentors as part of their onboarding, demonstrating the company’s commitment to employee growth from their first day.

Mentorship programs that are designed to increase diverse representation in leadership have also had an impact on ensuring that everyone has an opportunity for growth. Cisco, No. 3 on the World’s Best Workplaces List, runs a program called “Jump” to help aspiring women leaders grow into new roles. Program participants are 1.4 times as likely as non-participants to get promoted, impacting Cisco’s stated goal of closing the gender gap across leadership roles.

Use feedback to accelerate leadership growth

The best feedback for growing leaders is specific and timely. Instead of vague comments like "you need to be more assertive," try something like, "In yesterday's meeting, when you backed up your proposal with clear data, the team really responded well."

Make feedback a regular habit, not just a once-a-year event during performance reviews. Quick check-ins create a culture where growth is part of everyday work.

Also, encourage new leaders to proactively seek feedback. Simple questions like, “What’s one thing I could have done better in that situation?” can open doors to insights they might never get otherwise.

Building a culture of continuous learning for leadership development

Great leaders have a growth mindset. They value curiosity and know the importance of staying ahead of changes rather than scrambling to catch up. They know that an innovative mentality is one of the key elements of company culture.

There are simple ways to nurture a mindset of continuous learning. Encourage questions and avoid quick answers. Set aside a small budget for books or courses. Create opportunities for people to share with their colleagues what they've learned.

“Be a lifetime learner,” said Diane Cafritz, executive vice president and chief innovation and people officer at CarMax. “The role that I have now, I had no functional expertise when I was put in that role … I had to learn all of it. And what I realized about myself was, I am at my best when I’m learning.”

Embrace inclusive leadership development

Leaders can be found anywhere. More than that, they should be found from anywhere and everywhere.

Great leaders don’t necessarily need a certain education or even a certain type of experience. Rather, employees at all levels of the business and from varied backgrounds can show leadership potential. Some important questions to ask about your leadership pipeline are, “Is our candidate pool of potential leaders representative of our employee population when it comes to background and diversity?” and, “Are there any perspectives that we’re missing in leadership that would drive our organization forward?”

Seeking out these emerging leaders can also lead to a stronger.

The key to a sustainable leadership pipeline

Developing future leaders is an investment in your long-term business success. Consider ways that you can actively build your own leadership pipeline through training, mentorship, and inclusive leadership practices.

You can also use Great Place To Work’s employee experience survey to identify and develop strong leaders. By measuring workplace culture, you gain visibility into which leaders motivate performance versus which create barriers. This insight allows you to develop leadership pipelines that don’t just fill positions, but truly transform your workplace.

Summit Recap: How Great Workplaces Focus on People Amid Uncertainty in the Market

2025-04-10T18:00:14-04:00

Top leaders from Edward Jones, World Wide Technology, Marriott International, and others spoke about the path forward despite whipsawing results on the stock market.

The stock market and the impact of tariffs have been top of mind for many business leaders this week.

The markets were down April 3, with the S&P 500 losing more than 4% over the course of the day due to concerns over tariffs and their impact on global trade. When a 90-day pause was announced on many of those tariffs, markets soared with the S&P 500 gaining more than 9%, and then sank again.

What are leaders to make of this kind of volatility?

For the CEOs speaking at the For All Summit, the answer comes down to people.

Consider Edward Jones, with 54,000 employees helping 9 million customers make a sound financial plan. Penny Pennington, managing partner of Edward Jones, shared her assessment of a turbulent market, including the four “worst words” you can hear in the investment world: “This time it’s different.”

Having led seven generations of clients through volatility, crises, and geopolitical turmoil, Pennington sees a crisis that is urgent, but very familiar. “A good plan is better than a bad prediction every time,” she shared with Summit attendees.

For Edward Jones, that good plan is investing in people. It starts with purpose, which Pennington identifies as clearly articulated values that guide the organization. Those values inform culture, which guides strategy and empowers execution. “When all of that comes together, it creates an enduring institution,” she says.

Great Place To Work research supports this, where high-trust companies not only outperform their peers during economic downturns, but see outsized market performance that continues well into the future.

Empowering employees to excel

Great workplaces know that empowered employees deliver exceptional experiences for customers.

For leaders like Jim Kavanaugh, co-founder and CEO at World Wide Technology, the experience customers and partners have working with his employees is a source of deep pride. “The amount of feedback I get from our partners on how much they enjoy working with our employees is amazing,” he says.

^{Jim Kavanaugh, CEO of World Wide Technology speaks at the For All Summit.}

At the heart of their strategy are their values – principles that guide the organization through all the disruption happening in the technology sector. “The one thing that I think is a constant are your values and your culture,” he says. “If you have a really strong set of values that you commit to, it’s amazing how that culture helps navigate through challenging times … and present opportunities.

One of those values? The importance of everyone to embrace a growth mindset and pursue lifelong learning. “You need to learn how to embrace constructive input,” Kavanaugh advises, a lesson he learned as an Olympic soccer player. “You don’t get better as a player if you think you all have the answers.”

The rise of AI demands agility

One of the things driving the rapid change and disruption in the marketplace is the rise of generative AI. Company values are crucial touchstones for how this technology can be used to innovate and uplevel the impact of every employee.

Leaders like Anthony Capuano, president and CEO of Marriott International, are looking for efficiencies that increase human capacity.

“All of us have had that unfortunate day of travel,” he shared as an example. The flights were delayed. The weather was miserable. Luggage was lost. The potential of AI to allow a desk clerk at a hotel to quickly check-in a traveler and have 120 seconds of extra capacity to offer a warm welcome make all the difference.

“We’re using AI everywhere,” he shared. “We want to use it to create capacity for better more impactful human interactions.”

Pennington puts it another way: “Automate the ordinary to humanize the extraordinary.”

“카지노 커뮤니티 랭킹 business is a people business,” she says. “It’s a business built on trust.” That trust enables people to grow and develop, from adopting new AI tools to exploring new ways of serving customers.

How great workplaces build a better world

The impact of workplace culture isn’t confined to the marketplace. How employees feel about their work follows them home, a sacred responsibility that leaders like John Pearson, CEO of DHL Express take very seriously.

^{Leaders from DHL join Michael C Bush, CEO at Great Place To Work at the For All Summit in Las Vegas.}

“The biggest part of my job is to send people home happier than they arrived in the morning,” he shared from the mainstage at Summit. The reason why? “When people leave work unhappy, they take it out on the people they find at home.”

For Pearson, creating a great workplace is his way of preventing domestic violence, alcoholism, and child neglect. And an organization at the scale of DHL, with operations in 220 countries, the impact is enormous.

“I like to think people are right in the middle of everything we do,” he says. His aspiration: Be a great place to work, not for some or for many, but for all.

That doesn’t mean it’s an easy task, but it’s an essential part of DHL’s business strategy: People plus quality equals growth.

The hard road of collaboration

The closing keynote featured Jon M. Chu, Hollywood director behind hit films like “Crazy Rich Asians” and “Wicked.”

His final message to attendees was about the real work required to create a truly inclusive and collaborative workplace.

“When I started working on studio films, it was really hard to work with an editor,” he shared. “I just wanted to do it myself.” However, collaboration is what is required to create a truly great workplace that is more than the sum of its parts.

^{Hollywood director Jon M. Chu speaks with Ellen McGirt at the For All Summit in Las Vegas.}

Great Place To Work® research found that the likelihood that employees will give extra effort at work jumps 720% when they feel they have a cooperative, collaborative workplace, according to a survey of 1.3 million employees.

The secret to collaboration? Chu says it is all about communication. “I’m not just a storyteller when I release my movie,” he says. “I’m a storyteller at every step of the process.”

And it’s still hard to open the door to collaboration and let outsiders into the process. “People start to run you over,” Chu says. However, he believes this difficult, demanding collaboration is the future of great work.

“If you have a great place to work, but the final result isn’t what you wanted, I don’t know if that is where I want to work,” he says. “You have to create great things.”

When you do great work, you earn the next opportunity, and open the door wider for others to come behind you and build a better world.

The For All Summit will return to Las Vegas in 2026! Get early tickets now.

4 Global Workplace Trends Shaping Employee Experiences in 2025

2025-03-24T07:11:10-04:00

Do workplace trends in the U.S. match the trends found in other parts of the world?

For leaders at multinational companies like those honored on the Fortune World’s Best Workplaces™ list, a global perspective is required for success. Great Place To Work’s network of offices all around the world share data-backed insight into the drivers of workplace culture from Singapore to Argentina.

With over 20 million employees surveyed annually, decades of research on the culture drivers of business performance show that the employee experience affects bottom line results, no matter what country you live in.

However, some workplace challenges are confined to geographic borders. For leaders with responsibilities on multiple continents, there’s one question that must be answered: What workplace trends are affecting workers in every workplace all around the world?

4 global trends to watch

These are four trends that experts at Great Place To Work® shared as deserving your undivided attention:

1. Artificial intelligence transformation and employee anxiety

The impact of AI on the workplace is top of mind for leaders all over the world.

Only 51% of employees globally said they were excited to use AI to improve their work and only 45% believe their company will use AI in a way that benefits them, per a global survey from Great Place To Work.

This friction is a problem for leaders who need to rapidly adapt to the latest technology that is transforming their market.

“In Southeast Asia (SEA), the rapid adoption of AI and automation is transforming the workplace,” says Evelyn Kwek, managing director, Great Place To Work ASEAN and Great Place To Work Australia & New Zealand. Countries like Thailand are pushing forward with the expectation of significant economic benefits.

What’s holding back progress? “A shortage of AI talent and the need for reskilling,” Kwek says. As an example, she points to Indonesia with a large, unskilled workforce of 280 million people who will need training to take part in the new AI economy. “Many job roles are at risk of disruption, highlighting the urgency for workforce development,” she says.

^{Leaders joined Great Place To Work to celebrate the Best Workplaces in Germany.}

In Europe, AI technology is helping to improve HR practices and functions, including onboarding and employee management.

“Automation in HR is expected to grow, simplifying tasks and reducing administrative burdens, which allows HR professionals to focus on strategic initiatives,” says Seema Shah, director of consulting at Great Place To Work’s U.K. office.

Europeans are also worried about the impact of AI on their jobs. “HR will also be dealing with the effects of AI on employees,” Shah says. “For example, fears that AI may replace them, and the need to equip employees with the skills to use new technologies.”

Employees need to hear form leaders about how AI will affect them, says Renan González Nieto, CEOfor Great Place To Work Mexico, Caribbean & Central America.

"While AI enhances efficiency, organizations must reinforce what technology cannot replace — empathy, human connection, and ethical leadership — to maintain a thriving culture," he says.

2. Leadership is a crucial business driver

Leadership plays a critical role in driving culture outcomes that contribute to business performance.

Transparent leadership make a big difference for companies in the U.K., Shah says. “It’s important for leadership to be authentic in their leadership style as well as compassionate,” she says.

Leadership is a defining factor in workplace culture in Southeast Asia, too. “Strong leadership is increasingly seen as critical to sustaining a high-trust workplace,” Kwek says. “Employees value leaders who demonstrate integrity, foster open two-way communication, collaborate with staff, and show genuine care for their well-being.”

^{Celebrating the Best Workplaces in Singapore with Great Place To Work.}

Research from Great Place To Work in Singapore shows that employees who have high confidence in their leaders consistently report a more positive workplace experience. “This remains true even in times of uncertainty, reinforcing the pivotal role leadership plays in maintaining a resilient and engaged workforce,” Kwek adds.

3. Declining well-being contributes to lower levels of trust

Well-being has declined globally post-pandemic according to Gallup, a trend which matches similar movement in the U.S. found by researchers from Johns Hopkins University and Great Place To Work.

Couple this with the global decline in trust in employers, as found in Edelman’s 2025 Trust Barometer, and the picture becomes clear: Lower levels of well-being and trust are contributing to lower engagement for workers all over the world.

"Trust levels have declined significantly in Mexico and globally, making it harder to attract and retain talent," Nieto says. "This is evident as the Employer Net Promoter Score (eNPS) has dropped in many organizations, showing fewer employees willing to recommend their workplace."

In research from the United Kingdom, frontline managers in particular face higher levels of burnout.

“Frontline managers, who are trapped between growing pressures from leaders and managing an increasingly stressed workforce, report the lowest levels of wellbeing in the U.K. workforce,” Shah says.

The solution? “A great workplace will take a holistic view to well-being,” Shah says. In particular, supporting the squeezed frontline manager so they in turn can model healthy behaviors and set the tone for their teams.”

For employees all over the world, well-being is a key factor in whether they will stay with an organization or seek new opportunities elsewhere.

"Employees now prioritize safe, respectful, and supportive workplaces," Nieto says of Central America and the Caribbean. "카지노 커뮤니티 추천 that fail to address mental health and emotional security risk lower productivity, higher turnover, and difficulty in attracting talent."

4. Gen Z’s rising influence on the global workforce

“It is a reality that multiple generations coexist in the same workplace,” says Jorge E. Garcia, marketing and communications director for Great Place To Work Argentina. “For human capital teams, this presents a challenge, as creating a positive and inclusive employee experience is complex — especially in areas such as benefits, onboarding, and more.”

^{Celebrating the Best Workplaces in Argentina with Great Place To Work.}

Demographic changes in Southeast Asia require a new approach to talent management, Kwek says.

“By 2025, Gen Z and Millennials will make up the majority of Southeast Asia’s workforce, with Gen Z alone comprising nearly a third globally,” she explains. “As their demographic advantage peaks by 2045, Gen Zs digital expertise, adaptability, and entrepreneurial mindset will play a pivotal role in driving innovation and economic growth.”

For companies operating in countries with a large Gen Z population, employers are increasingly focused on engaging this demographic.

“We have seen that successful organizations adapt by evolving how they communicate and collaborate,” Kwek says. “Leaders must recognize that past approaches may not resonate with this generation while also managing the diverse expectations of a multi-generational workforce.”

Garcia’s advice? Get better at listening to employees so you can personalize their experience to meet their specific needs — and employee surveys are a great place to start.

“It is essential not to assume what employees are experiencing within the organization or draw conclusions based on informal conversations,” Garcia says. He offers some best practices to ensure your survey builds trust:

Ensure survey responses are confidential and protected. “Employees should feel safe to share their experiences honestly and without fear of retaliation,” he says.
Communicate clearly about your survey. Explain why the survey is being conducted, it’s business purpose, and how results will be used, he says.
Take timely action based on feedback. Make sure employees can see the impact of their participation in the survey with quick action based on survey results. If something cannot be implemented, be sure to communicate that decision clearly.

Workplace culture can be a powerful differentiator in an increasingly competitive market for global talent. As new generations enter the workforce, leaders need to update their expectations to find success.

“In fast-growing markets like Vietnam and Indonesia, engaging Gen Zs effectively goes beyond competitive pay,” Kwek says. Instead, employee recognition, transparent communication and meaningful work are building stronger connections between employees and the companies they work for.

“Adapting to Gen Z expectations isn’t just about retention — it’s a competitive advantage,” Kwek says.

Benchmark your workplace culture and tie your results to business performance with Great Place To Work®. Get started with 카지노커뮤니티™.

Leadership That Works: Give Managers the Data To Succeed

2025-03-20T12:13:51-04:00

Great leadership isn’t about holding a title—it’s about driving engagement, performance, and trust. Yet, many managers struggle to translate employee feedback into meaningful action. Manager Access in the Trust Index Survey gives leaders the insights they need to take accountability for their teams and create a thriving workplace.

Manager Access in the Trust Index™ Survey provides real-time insights that empower leaders to take ownership of their teams’ experience, drive positive change, and build a thriving workplace.

According to Gallup, managers influence 70% of the employee experience, yet research shows that 75% of HR leaders say their managers feel overwhelmed. Without the right tools, leadership effectiveness suffers, and so does business performance.

Manager Access helps solve this challenge by giving leaders targeted insights—not overwhelming data—so they can:

Make informed decisions based on real employee feedback
Identify opportunities for growth and track improvements
Create accountability for engagement, retention and performance

How Manager Access transforms leadership effectiveness

Without clear insights, even the most capable managers struggle to improve team engagement. Manager Access bridges this gap by providing tailored survey results to leaders at every level.

This means:

Department leaders get relevant insights on their teams’ experiences—without jeopardizing confidentiality
Managers can track key performance indicators (KPIs) like engagement, retention and productivity
Actionable reporting helps leaders develop data-driven strategies to improve culture and performance

“Effective leadership is about creating a high-performing, engaged and purpose-driven team,” says Julian Lute, insights & innovation strategist at Great Place To Work®. “Effective leaders don’t just manage people—they inspire them.”

What makes Manager Access so powerful?

Great culture doesn’t happen by accident. Leadership is defined by actions and impact, not just by their title.

Manager Access is more than just a reporting tool—it’s a strategic solution that drives measurable improvements in leadership effectiveness. Here’s how:

1. Clearer leadership accountability

Managers are responsible for engagement, retention, and team development. Manager Access gives them the visibility and accountability to lead effectively.

Helps leaders model trust-building behaviors like listening, thanking, and developing employees
Encourages transparent, constructive feedback between managers and teams
Creates measurable goals and action plans for continuous improvement

2. Smarter decision-making with data-driven insights

Managers receive survey results specific to their teams, allowing them to:

Pinpoint strengths and areas for improvement
Compare their department’s performance to company-wide benchmarks
Track progress over time and measure leadership impact

“You can’t improve what you don’t measure,” explains Julian Lute.

3. Higher employee engagement & performance

By giving managers targeted insights, organizations create a culture where employees feel valued, heard, and supported.

Leaders can identify and address engagement gaps before they become retention risks
Managers develop actionable strategies to improve communication and trust
Teams experience a more consistent, positive workplace culture.

Leaders must take ownership of engagement —Manager Access ensures they have the data to do so.

Real companies, real impact

Trek Bicycle: creating leadership ownership with data

By breaking down employee survey data to a granular level, Trek Bicycles fostered a sense of ownership among its leaders. Drawing on insights from the Trust Index Survey, Trek could benchmark against similar divisions and share best practices to drive improvements.

John Burke, CEO at Trek, calls this “The Montgomery Principle”—a nod to their warehouse manager who realized that making the organization great was everyone’s responsibility.

The result?

24% improvement in manager communication across the organization
Leaders used survey data to drive meaningful conversations with their teams
Manager Access became a key tool for accountability, with every leader having a Great Place To Work objective in their OKRs

“Every key manager at Trek has a Great Place To Work objective as part of their OKRs,” says Burke. “It forces managers to have conversations with their team on how we can make Trek a great place to work.”

Wellstar Health System measure & improve high-trust culture

Wellstar Health Systems took action to support their leaders in taking ownership of the business by actively listening to their people and responding to feedback.

To do this, Wellstar leaders rely heavily on feedback from the Trust Index Survey, particularly the Manager Access feature, to ensure that they are creating an environment where trust is at the forefront.

The results speak directly to the employee experience:

Wellstar used survey data to build leadership trust through actionable data, helping leaders see the direct impact of their actions
73% of leaders increased or maintained high trust scores, with an average increase of 21 points
Employee engagement shot up, with notable gains in respect and connection across the board

“Data from the Great Place To Work Trust Index survey is the most powerful point to drive home [to our leaders] why culture is important,” says Samantha Ros, Director of Team Member Engagement.

How WP Engine made strategic, high-impact culture decisions

By reviewing the Trust Index data, WP Engine was able to find a solution to the challenge of cascading information from leadership to ensure employees felt aligned with the company strategy and how it related to them.

The outcome?

Unified feedback from 1,300 employees across 10 countries, enabling informed decision making.
Implementing regular meetings with all people managers to improve transparency and alignment of company goals
A more transparent and connected workplace where everyone feels a sense of direction

“This is an insight that could only come from the data collected by the Trust Index,” says Annette Alexander, the Chief People Officer. “There was a disconnect between how we thought we were performing versus the employees’ actual experience — we needed the data to highlight this gap for us.

Create leadership accountability with Manager Access

Leadership isn’t about titles or power—it’s about accountability and impact. Manager Access helps leaders take ownership of their team’s experience and turn insights into meaningful action.

Customers: Want to give your leaders the data they need to take action? Get in touch with your CSM today to activate Manager Access and begin witnessing the impact on engagement and performance.

Once manager access has been enabled, organizations can invite managers to view their results in the platform and review responses of the survey.

Not already a customer of Great Place To Work? Start using manager access to improve leadership and enhance team performance at your company today. Talk to someone on our team.

Report: How To Boost Employee Trust in AI

2025-03-03T07:00:30-05:00

Here are the behaviors and practices that great companies are using to engage employees in AI transformation.

The rise of AI technology offers immense opportunity for business leaders — but with opportunity comes risk.

Almost 90% of leaders anticipate that deploying AI will drive revenue growth in the next three years, per McKinsey. However, businesses have a poor track record of achieving the transformation required to realize those opportunities.

Nearly 70% of corporate transformations fail, McKinsey says. That means your odds of being an AI success story are lower than you think.

Great Place To Work’s research shows that failing to train your workforce on AI tools is a big mistake. When employees say they receive training and development, they are 20% more likely to be engaged AI adopters, per a 2024 survey of 190,000 employees.

Other experiences that build trust in AI? Involving employees in the decision-making process and ensuring that every employee gets a fair share of company profits. When employees say they have a voice in decisions that affect them and that they are fairly compensated for the value they bring to the organization, they are 20% and 60% more likely, respectively, to adapt to AI quickly.

The practices that create and promote those experiences are the focus of a new report, titled, “Winning the AI Race: Strategies that Drive AI Adoption, Employee Performance, and Financial Growth.”

The report explores key challenges for AI transformation and how great workplace cultures are building trust and boosting agility for employees. The report shares:

Key mistakes that undermine trust in AI initiatives
Leadership behaviors that build trust in AI at great workplaces
Examples from award-winning companies like the Fortune 100 Best 카지노 커뮤니티 추천 to Work For®

Download your copy of the report today.

Addressing the skills gap

Jobs are changing. By 2030, 70% of the skills used in most jobs will change, according to LinkedIn. Since 2022, there has been a 140% increase in the pace at which LinkedIn members add new skills to their profiles. In the U.S., nearly 20% of workers hired today have job titles that didn’t exist in 2000.

The catalyst? AI.

However, leaders make a mistake when they focus only on adding new talent rather than investing in training the employees already on their payroll.

In the first place, you might not have an accurate picture of how AI is already being used by employees. C-suite leaders estimate that only 4% of their employees use generative AI for at least 30% of their work, McKinsey reports. When you ask employees, the share of those who say they use AI for at least 30% of tasks is three times higher.

What’s more, training your employees on AI is a market inefficiency that offers a real competitive advantage. Per a Microsoft report, only 39% of people globally who use AI at work have gotten AI training from their company.

Examples from companies like Adobe, KPMG, Rocket Mortgage, DHL Express, Bank of America, ServiceNow, Slalom, Cadence, Hilton, and more reveal a proven playbook for HR and C-suite leaders rolling out AI technology in the workplace.

Learn directly from the best about their AI strategies at the For All Summit™ in Las Vegas, April 8-10.

A proven track record of business performance

This approach to AI has bigger implications for your company, too.

The findings in the report are built upon Great Place To Work’s 30+ years of studying the workplace, research used to create the Great Place To Work Model.

At the heart of the model is trust — a measure of the consistent experience of employees with their leaders, their colleagues, and the overall organization. In every industry, all around the world, companies that have higher scores in this model see stronger business performance.

The companies with the highest scores, those that make the Fortune 100 Best 카지노 커뮤니티 추천 to Work For® List, outperform the market by nearly four times the average. 카지노 커뮤니티 추천 that invest in trust have stronger performance during economic downturns, and report higher levels of innovation.

The level of trust in your organization is a crucial indicator of AI performance.

“Trust tells workers their employer will use AI in a way that will make their workplace experience better and more equitable,” says Michael C. Bush, CEO of Great Place To Work. “Consumers will look to see where people work to decide if they can trust their favorite brands. You can trust how a company uses AI if you know their employees trust them.”

What you can do to build trust

For leaders who are looking to build trust with employees amid the change and uncertainty of the AI era, the report has three recommendations:

1. Embrace transparency. Communicate how you expect jobs to change, what roles will be eliminated, and what roles might be added. Be clear when new roles will not necessarily be filled by those whose roles are eliminated.

2. Commit to developing your workforce. Invest in employees with skills training that allows them to compete for new opportunities within your company and grow their value in the labor market.

3. Build a magnetic, indispensable culture. Strive to offer employees an experience that makes them want to stay long-term and grow alongside the business. New AI technology offers the potential to unlock a new way of doing business, but the tactics that will succeed follow the same principles that have allowed great workplaces to weather market disruptions and global crises for the last 50 years.

Leaders have a choice. The data proves that trust-obsessed companies will dramatically outperform the competition. Great workplaces are going to win the AI race — period.

Download the report today.

8 Key Elements of Company Culture with Inspiring Examples

2025-02-26T04:31:06-05:00

The secret to attracting and holding onto the world’s best talent isn’t about the work perks — it’s about relationships.

It can be hard to define, but you know it when you see it: a great company culture. One where employees feel seen and heard, where management is transparent, and where teams are proud and excited to work together.

Too often, company culture is presented as flashy perks: free lunches, unlimited time off, and dog-friendly offices, but the substance of a strong culture lies not in these amenities, but rather in how employees are valued, trusted, and encouraged to develop both professionally and personally.

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While perks and benefits are certainly great to have, and can help employees to feel supported and appreciated, they merely sit on the surface.

A great corporate culture goes much deeper: It involves open communication, mutual respect, shared goals, and a commitment to employee growth and development.

Why does a good company culture matter?

A great company culture makes for a stronger company overall.

In fact, when we compared the annual returns of the Fortune 100 Best 카지노 커뮤니티 추천 to Work For® against the Russell 3000 Index® (the broadest benchmark index for U.S. stocks), we found that these companies had a cumulative return of 1,709% since 1998 — compared to a 526% return for the Russell index alone during the same time period.

Strong organizational culture is also closely correlated with employee engagement, retention, innovation, and even customer service. For example, our research has found that employees at Great Place To Work Certified™ workplaces (where company culture is prioritized) are 34% more likely to believe their company’s customer service is excellent.

Achieving Great Place To Work 카지노커뮤니티™ shows that your company values its people and is committed to building a high-performing company culture that drives business success.

By thoughtfully investing time and effort into these eight areas, and drawing inspiration from successful company culture examples, you can show your people that you care about them, improve employee experience, and put your company on a path to creating a great culture.

An example of great workplace culture

At technology company UKG, culture begins on day one, with a warm welcome that shows new employees they’re joining an organization that cares. Pat Wadors, UKG’s chief people officer, describes it as “getting human” — showing employees that you’re ready to support their workplace journey with a positive first impression and helping them to feel connected with their new colleagues.

Other ways that UKG creates a positive company culture is by being adaptable and transparent and by prioritizing “who you are” over titles.

“카지노 커뮤니티 랭킹 titles will change over time, but what an individual brings to the table every day matters,” says Wadors.

Employee recognition, mentorship programs, mental health support, and social justice initiatives are all ways that the Best Workplaces™ demonstrate their company cultures. Check out these company culture examples for inspiration.

The 8 elements of great company culture

There are numerous things you can do to improve your organization’s culture. 카지노 커뮤니티 랭킹 data shows that great workplaces focus on these eight elements of company culture:

1. Credibility

Employees at great workplaces find their people managers and leaders to be more credible: According to our research, 83% of employees at the 100 Best 카지노 커뮤니티 추천 said management’s actions match its words, versus 42% of employees at the average workplace.

Trustworthy, credible, and personable managers have a significant positive impact on:

Employee retention
Overall workplace satisfaction
Employees’ willingness to recommend their company
Motivation to give extra effort at work

When employees say managers are honest and ethical, they’re five times more likely to want to work there for a long time, and 11 times more likely to think the workplace is great.

2. Respect

We all know this: You need to show people respect to earn respect in return. Respect can take many forms, but the best workplaces regularly show respect by recognizing employees’ efforts, seeking employees’ input, and caring for employees as people with lives outside of work.

For example, many of the 100 Best 카지노 커뮤니티 추천 trust their employees to work flexible hours and from remote places. This workplace flexibility makes employees more dedicated and engaged because they feel respected and trusted to meet their business goals in a way that works for their life.

Many companies today even offer unlimited paid vacation and let employees work from anywhere; strong employee relationships prevent people from abusing the policy.

3. Fairness

Humans place a high value on fairness. 카지노 커뮤니티 추천 where employees feel like everyone is getting a fair opportunity consistently report more positive employee experiences.

Fairness is an area that great workplaces excel at, as our workplace study revealed. When rating equal compensation and recognition, employees score these companies 37 to 42 percentage points higher than the national average.

Employees at these companies also report issues with favoritism and politicking far less often. On employee surveys, these companies score 38 percentage points higher when asking their people about these experiences.

Surprisingly, fair pay isn’t the factor that most impacts employees’ overall workplace satisfaction and intent to stay. Other, less tangible aspects of the workplace, such as pride and strong leadership, play a much larger role.

Employees say that being paid fairly for their work makes them twice as likely to think their workplace is great. But when employees are proud of their work, they are 20 times more likely to say it’s a great workplace.

4. Pride

Employees who have pride in their workplace believe in the company and what it stands for, from what it produces, to how it operates, to how it engages with the local community.

There are three levels of workplace pride:

Pride in your job and the work
Pride in the team
Pride in the company and its reputation

Pride is much more than a pat on the back. When employees feel proud of their workplace, they are more engaged: According to our data, they are 2 times more likely to want to stay with the organization for a long time and 6 times more likely to endorse their workplace to others.

Ideally, employees feel pride in all three areas, but this isn’t always the case — and that could be a problem. That’s because workplace pride needs to be reinforced over time, through consistent actions, no matter the circumstances.

For example, at the 100 Best 카지노 커뮤니티 추천 employees express a sense of winning together when times are good — and sticking together even when times are tough.

5. Belonging

Belonging in the workplace is an employee’s sense that they are accepted and valued by the organization. This goes beyond feeling appreciated for what they do, and into feeling appreciated for who they are.

Every company says it values employees. The 100 Best 카지노 커뮤니티 추천 don’t just say it; they show it. They celebrate employee accomplishments, they ensure new employees feel welcomed from day one, and they embrace the diversity and individualism of their employees.

For example, at the Best Workplaces, we’ve see things like parental leave practices becoming more inclusive, and employee resource groups being empowered to guide business decisions.

The result? Employees who feel a sense of belonging are 3 times more likely to look forward to coming to work and 5 times more likely to want to stay at the company for a long time.

카지노 커뮤니티 랭킹 research also shows that workplaces that are consistently great for all employees grow revenue 3 times faster than less-inclusive organizations.

6. Effective leadership

Leadership can make or break a team. A great leader will inspire, motivate, and drive innovation. A bad one will demoralize, kill productivity, and push employees to walk out the door.

The Great Place To Work leadership effectiveness index measures business leaders in four areas. How much management:

aligns their words and actions
avoids favoritism
demonstrates competency, honesty, and approachability
shows genuine interest in employees as people

Effective leadership is more than hitting company targets. It is fostering a team mentality that ensures everyone is working together and to their best of abilities. That environment will then help to hit those necessary targets.

카지노 커뮤니티 랭킹 research on effective leaders has found that they:

Seek out ideas from team members and involve them in decision-making
Recognize and celebrate employees and support their professional development
Demonstrate competence and honesty so that they can earn employees’ trust

The good thing is that people don’t need to be born as great leaders. A great leader can be created. The Best Workplaces invest in leadership development, identifying employees with leadership potential, and helping them to learn the skills and qualities needed to succeed — and thereby creating a pipeline of future leaders.

7. Values

Your company’s core values are your guiding star: the beliefs and principles that shape who you are, what you do, and why you do it.

The best workplaces lead with shared values rather than rules and policies. That’s because when rules are the guiding force, rather than an organization’s values, trust isn’t at the core of the employer-employee relationship. Shared values can engage and empower, which in turn boosts innovation, creativity, and productivity.

8. Innovation

When managers create a safe environment to express ideas and make suggestions, employees are 31 times (!) more likely to think their workplace is a breeding ground for innovation. Workplaces that have innovative cultures inspire employee loyalty, confidence, and willingness to give extra.

Employees at innovative companies are:

4 times more likely to say they’re proud to tell others they work there
9 times more likely to think their company is a great place to work
4 times more likely to give extra to get the job done

What is a toxic company culture?

If your current culture isn’t strong, you’re on a slippery slope into toxicity.

A toxic company culture is one plagued by negativity, where employees don’t feel engaged at best, or don’t feel safe at worst. There could be gossiping, backstabbing, bad habits and a general feeling of mistrust.

And while that may sound like a big jump, it’s not really — a mediocre corporate culture, where employees and leaders are merely going through the motions, can easily descend into something far more sinister. Things like a lack of values, ineffective leadership, and no sense of belonging can kill employee trust and morale.

On the other hand, employees that experience a healthy culture are more likely to give significantly higher levels of discretionary effort, reports Workhuman.

How to use employee surveys to improve company culture

By thoughtfully investing time and effort into these eight areas, you can show your people that you care about them, improve employee experience, and put your company on a path to creating a great culture.

To ensure you’re on the right track, conduct regular pulse surveys to get employee feedback on how they are feeling about their work, their workplace overall, and their place within it.

MetLife’s Patricia Porter on How To Solve the AI Upskilling Challenge

2025-02-17T14:53:36-05:00

The vice president and global head of talent acquisition and internal mobility will speak at the For All Summit in Las Vegas, April 8-10.

AI technology is at the heart of the skills gap facing business leaders in the years ahead. It’s also a powerful solution to quickly upskill your workforce.

Patricia Porter, vice president, global head of talent acquisition and internal mobility at MetLife, sees a skills-based strategy as “essential for retaining and attracting top talent.” This requires talent leaders to redesign jobs within the organization.

AI tools, like an internal talent marketplace, can provide a radically different experience for employees. Porter and other leaders will share lessons learned from adopting a skills-based talent strategy and launching AI-powered talent development tools at the For All Summit™ in Las Vegas, April 8-10.

We spoke with Porter for our “How I Got Here” series where we learn about winning HR strategies and career lessons from top leaders at some of the best companies in the world.

Here’s what Porter shared:

What’s your daily routine or morning ritual to start the workday on the right note?

Porter: For me, the morning is a sacred time — a period when I can prepare myself both physically and mentally to face whatever challenges lie ahead. The first thing I do each morning is to pick up my devices. This might sound counterintuitive to some who suggest avoiding screens right after waking up, but for me, it’s an efficient way to catch up with any urgent communications or important updates I might have missed overnight. This step ensures that I am informed and ready to tackle the day’s demands.

Exercise is a cornerstone of my morning routine. Typically, I begin with cycling. The rhythmic pedaling and outdoor environment help clear my mind. It’s a period where I can think freely, away from the distractions and stresses of daily life. Starting the day with exercise and hydration has a profound impact on my mental well-being.

What was the turning point that sent you down the path to your current role and work? Any advice you would give to your younger self?

Porter: [Working] in Germany was undeniably the turning point in my career. It was an opportunity to think beyond HR and immerse myself in the multifaceted world of business operations. The experience enriched my understanding of strategic planning, legal compliance, facilities management, and more. It was a journey that balanced my core role with new projects, ultimately expanding my skill set into strategy and transformation.

This defining moment not only broadened my horizons but also instilled in me the importance of stepping out of one’s comfort zone and embracing new challenges. It was a testament to the power of continuous learning and growth, shaping me into the professional I am today.

Hear from Porter and other leaders from great workplaces at the For All Summit in Las Vegas April 8-10!

What’s the biggest workplace or HR challenge facing leaders in the year ahead? What should be top of mind?

Porter: As HR leaders navigate the complexities of the year ahead, they must address several key challenges. Foremost among these is the evolving political environment, which may heighten the need for enhanced wellness and mental health support for employees.

Additionally, the rapid advancement of AI and technology continues to reshape the workforce, necessitating strategic adaptations to leverage these tools effectively. Moreover, the focus on career development and upskilling has never been more critical; implementing skill-based strategies will be essential for retaining and attracting top talent in a competitive market.

How is AI changing how you do your work? Any big lessons or takeaways?

Porter: The advent of AI has revolutionized the way we perceive and conduct work. The ability to automate processes and streamline routine tasks has transformed our operational efficiency. The integration of Copilot assistance has further augmented our capabilities, enabling us to reallocate resources to more strategic, value-driven endeavors.

By introducing new platforms into our technology stack, we have successfully optimized workflows, enhancing productivity and innovation.

What’s the No. 1 thing that companies are not paying enough attention to when it comes to AI and/or workplace culture?

Porter: Many companies are still in the process of learning or exploring how AI will impact their standard routines and business practices. There is a growing recognition of the need for more experimentation with AI to truly understand its potential. By pushing the boundaries of what is possible, organizations can discover new ways to improve their operations.

It is only through such experimental approaches that the full benefits of AI can be realized. Embracing this innovative mindset will pave the way for significant advancements in various industries.

What is your favorite piece of career advice you’ve ever received? Why?

Porter: One of the best pieces of career advice I've ever received is to “always be curious and never stop learning.” This advice has been invaluable because it emphasizes the importance of continuous growth and adaptability in one’s career.

In today’s fast-paced and ever-changing work environment, staying curious and committed to learning new skills and knowledge can open up numerous opportunities and keep you ahead of the curve. It encourages a mindset of exploration and innovation, which can lead to personal and professional development.

What book or podcast would you recommend to our community of leaders trying to build better workplaces and companies?

Porter: One book that I highly recommend for leaders looking to build better workplaces and companies is “Leaders Eat Last” by Simon Sinek. Sinek explores how great leaders prioritize the well-being of their team members, which in turn fosters loyalty, innovation, and success.

If you could wave a magic wand and change one thing about how workplaces operate in the world today, what would it be?

Porter: If I could wave a magic wand and change one thing about how workplaces operate today, it would be to infuse them with a sense of genuine empathy and understanding, sprinkled with a dash of joy. Imagine a workplace where every individual feels truly heard, valued, and supported, and where laughter and smiles are as common as meetings and emails.

5 Company Celebrations That Strengthen Workplace Culture

2025-02-15T13:07:09-05:00

Celebrating — one of the nine high-trust leadership behaviors — is how leaders create a workplace where employees feel connected to one another.

What you celebrate as an organization can send a powerful message to employees.

Does it feel like the company cares when someone hits their 10-year work anniversary with the organization? How do employees acknowledge and honor each other’s lives outside of work, from birthdays to weddings?

When you celebrate, you are expressing your values.

“The most important things to celebrate are the values of the organization and how people help the organization achieve its purpose,” says Michael C. Bush, CEO of Great Place To Work®.

Great workplaces reinforce their values and expected behaviors when honoring employees for their contributions. When behaviors are celebrated and properly incentivized, a company transforms its workplace.

Plus, employees want their workplace to be fun, an experience which is the No. 1 driver of well-being for every generation, from Gen Z to Baby Boomers. That doesn’t mean that companies should put a ping-pong table in every office. Instead, it suggests that employees are looking for connection.

“Unfortunately, the research shows that many people don’t have a friend at work, but for those who do, they’re more likely to stay with an organization,” shared Jen Fisher, chief well-being officer at Deloitte in an appearance on the “Better” podcast. “They’re more engaged, their work product is better, because we are meant to connect with other human beings.”

Great workplaces use celebrations to build connection between co-workers, where everyone is invested in collective success. Here are five things you should celebrate to build trust with employees:

1. A healthy variety of milestones and anniversaries

It should be standard practice to celebrate anniversaries and personal achievements, but the celebration itself can be regionalized or even personalized.

At NVIDIA, teams around the world celebrate tailor celebrations for new hires, retirements, baby showers, and more to local tastes. In Germany, teams might go for beer and sausages. Canadians don’t pass up the opportunity for drinks al fresco in the summer. In China, employees follow the Lunar New Year custom of exchanging gifts in lucky red envelopes.

Great workplaces also celebrate collective achievement, like when NVIDIA’s Durham engineering site celebrated its 25th anniversary. The company hosted an open-house with more than 500 employees, both past and present, celebrating with their families.

By honoring both current and former employees, NVIDIA sent a powerful message about the work of the company, its respect for employees, and the deep meaning everyone involved takes from their efforts.

[카지노커뮤니티 Nation Day on Oct. 16, 2024 is a great opportunity to celebrate your company's great culture. Don’t miss it! Get inspired from how companies celebrated last year.]

2. Shared company values

Celebrations are crucial for employee well-being, with Great Place To Work® research showing that fun is the No. 1 driver of well-being for every generation. That could be why some great companies are throwing a party to highlight their commitment to employee well-being.

At DHL Express in Europe, a four-day event brings together more than 3,000 employees from every country in Europe to participate in well-being activities. Attendees can participate in soccer and cheerleading competitions, or take part in yoga, kayaking, or rock climbing programs.

Well-being is not the only value companies want to celebrate.

At Deloitte, the consulting firm emphasizes its commitment to local communities by celebrating a nationwide day of service each year it calls “Impact Day.” Tens of thousands of Deloitte employees volunteer at more than 1,000 local community projects.

When bringing employees together, carefully consider your purpose and how a party or festival can reinforce your core values as an organization. You can also celebrate your culture and the value your employees bring to the workplace every day, as Great Place To Work Certified™ companies do on 카지노커뮤니티 Nation Day. Or, use social media to engage employees and celebrate achievements like making a Best Workplaces™ list.

For example, NVIDIA celebrated being named No. 3 among the Fortune 100 Best Workplaces to Work For® in 2024:

3. Belonging and inclusion

Employee resource groups (ERGs) can program celebrations that honor the unique traditions and gifts of different cultures. Celebrating these cultures helps strengthen the bonds between employees, ensuring higher levels of inclusion and camaraderie across the organization.

At NVIDIA, there are nine ERGs that serve to increase awareness of different demographics in the workplace, from Asian and Pacific Islanders to women in technology. The ERG for Black employees, the “Black NVIDIAN Network,” hosted in-person and virtual events to celebrate Black innovation, culture, and leadership. “Women in Technology” celebrated Women’s History Month with skill-building sessions and workshops.

Great workplaces can partner with ERGs to offer fun moments for connection, too. At Visa, ERGs partnered with the return-to-office team to host ice cream socials where employees could connect and learn about the different ERGs at the company.

4. Innovation and progress

Great workplaces work hard to ensure people are celebrated for trying new ways of doing business. Events that focus on innovation reinforce company values around learning and growth, and allow team members from across the organization to connect and deepen relationships.

Atlantic Health System showcases compelling new research from faculty and team members at its medical centers during its annual “Research Day,” now in its 25th year.

At American Express, a two-day hackathon called “GrowthHack” brings technology and product teams together to collaborate on new ideas. More than 1,300 participants across 205 teams participated in the 2022 event, competing for three grand prizes.

Other business units at American Express host their own pitch competitions, à la “Shark Tank,” bringing people together for fun collaborative events that develop business acumen and potentially identify new projects worth pursuing.

5. Individual excellence

What unique skills and talents on your team deserve their own special celebration?

At Nugget Market, an inter-store competition known as “Bag-Off” lets associates compete for the title of “Best Bagger.” Winners go on to represent the company at the National Grocers Associate Best Bagger Championship.

Last fall, the entire company was invited out to an airfield for a Top-Gun themed party with parades, costumes, fighter jets, and more.

The grocery chain based in Davis, California, takes pains to make the event as inclusive as possible, inviting warehouse and kitchen teams to join the party, even if they don’t have baggers on their teams participating in the competition.

Before rounding up your employees for your own bagging competition, consider what skills might make more sense for employees in your industry. A Bag-Off is nicely aligned with a grocery retailer, but there might be other competitions that perfectly align with your organization.

Benchmark your culture

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 Trek, ServiceNow, PwC and More Are Solving 2025’s Top Workplace Challenges

2025-02-10T15:28:22-05:00

Learn how the Fortune 100 Best 카지노 커뮤니티 추천 to Work For have 86% of their workforce ready to give extra effort on the job, compared to just 59% at a typical workplace.

How do you know your workforce is giving their best effort? You need employees willing to dig deep and solve the challenges facing businesses in 2025.

What predicts if employees will give extra effort? Trust.

“Trust is the currency of work today,” writes Michael C. Bush, CEO of Great Place To Work®.

카지노 커뮤니티 추천 that build trust with employees are creating healthier and more profitable workplaces, with the very best earning a spot on the Fortune 100 Best 카지노 커뮤니티 추천 to Work For® List. These companies have faster growth on key productivity metrics like revenue per employee, and they outperform the stock market by nearly four times.

At the 100 Best, 86% are willing to give extra effort compared to just 59% at a typical workplace.

What are these companies doing that results in their market dominance? You can ask them directly at the For All Summit™ in Las Vegas on April 8-10, where you’ll learn their top tips, strategies, and lessons learned during three days of jam-packed sessions and panels. There’s no better place to hear from leaders who have been in your shoes — and cracked the code that drove their company to the top of the Fortune 100 Best 카지노 커뮤니티 추천 to Work For.

^{Michael C. Bush, CEO, Great Place To Work, announces the 2025 For All Summit in Las Vegas, April 8–10.}

Have a specific challenge you are working on, like your return-to-office policy or empowering your workforce with AI? You can build your network and connect one-on-one with a Braindate on the topic of your choice.

1. Low engagement leads to turnover risk, lower overall performance

The days of the “Great Resignation” are long gone, but that doesn’t mean your company won’t face severe turnover challenges.

Employee engagement has hit a 10-year low in the U.S., according to Gallup. Two in three professionals feel stuck in their careers, according to Glassdoor. According to a Monster poll, 93% of workers plan to look for a new job in 2025.

Offering a magnetic, attractive workplace culture is a competitive advantage you can’t overlook. Just ask Trek Bicycle, where finding the right people for the right seats became a winning talent strategy that grew the business from a couple $100 million in revenue to about $2 billion.

CEO John Burke credits the tools offered by Great Place To Work for driving that financial growth. “If you take a look at the key metrics at Trek, one of them is ‘what is your Great Place To Work score?’” he shared at the For All Summit in 2022. “The easiest way to see if you have a leadership problem is a low Great Place To Work score.”

^{John Burke, CEO, Trek Bicycles, speaks at the For All Summit in 2022.}

Now, Burke returns to Summit for the Executive Leadership Experience, a special masterclass with CEOs to explore the strategies Trek used to grow its performance and develop leaders that build a high-performance culture.

Attendees can ask questions and learn how Trek transformed leadership across the company, becoming one of the Fortune 100 Best 카지노 커뮤니티 추천 to Work For in the U.S. in 2023.

2. Without AI-powered tools, closing the skills gap remains an uphill battle

To keep up with the changing landscape created by new technology, nearly 44% of the average worker’s skills need to be updated, according to the World Economic Forum. The best workplaces are turning to AI-powered platforms and resources to ensure every employee has access to relevant and effective training.

ServiceNow’s learning platform — “frED” — helps employees map their career path, set goals and identify skills gaps. Within the first four weeks of launch, more than 65% of employees used the program.

Leaders from ServiceNow, PwC, and MetLife will join a panel discussion at the For All Summit to share the inside scoop on how AI can improve the employee experience. If your HR team is worried about falling behind in the AI race, this is your chance to hear directly from companies that have adopted a skills-based talent strategy.

Panelist Kimberly Jones, talent strategy and people experience leader at PwC, explained the opportunity for your company this way on the “Better” podcast:

“We have 75,000 people, and what tends to happen is, you know who you've worked with in the past and you tend to want to go back to those people because that’s who you know.”

“But there might be 74,500 other people that you don't know who might also be really great to work with — and so you’re using technology that is not based on who you know, but on skills needed for an opportunity.”

^{PwC employees gather for generative AI training as part of an upskilling initiative.}

However, AI tools must be used intentionally to create a workplace culture that offers better outcomes for people. In a keynote at Summit, Dr. Joy Buolamwini, MIT researcher and founder of the Algorithmic Justice League, will share insights into her work to ensure AI technology is inclusive, and tips for how business leaders can use AI to create a more equitable future for all.

“When I think about the ways in which AI systems are used to determine who has access to health care and insurance, who gets a particular organ, in my mind ... there are already many ways in which the integration of AI systems lead to real and immediate harms. We don’t have to have super-intelligent beings for that,” she shared in an interview with NPR about her book, “Unmasking AI.”

Her message: “We have an opportunity to lead on preventing AI harms.” Her session will help leaders to consider strategies that create better outcomes for employees and customers.

3. Rising fear of discrimination challenges belonging

Globally, fears about discrimination surged 10 points between 2021 and 2025, according to the 2025 Edelman Trust Barometer.

In the U.S., the increase is 11 points higher over that period. This elevated concern about discrimination means that fewer employees feel they can bring their full selves to the workplace. They might feel less safe and have less faith in their organization to promote or pay fairly.

What does it take to create a workplace where an outsider can find their place and achieve great things in 2025? That’s what Jon M. Chu, Hollywood director of films like “Wicked” and “Crazy Rich Asians,” will dive into at Summit.

Great Place To Work research shows that the experience of key employee groups has a profound impact on a company’s financial performance during an economic downturn. You can learn how to break down barriers and ensure that every employee, no matter their role, background, or job level, can have a great experience at the For All Summit.

One tool at your disposal: employee resource groups (ERGs), which can become powerful business units in their own right. Learn how to connect your ERG programming to essential business outcomes and performance goals as part of the ERG Experience at Summit.

The new ‘business as usual’

Your business will succeed in 2025 if your people succeed.

Join us at the For All Summit and connect with leaders in your industry who understand the challenges you face and can share the wisdom of their experience. With groundbreaking sessions and exclusive Braindates, this is the ultimate opportunity for networking with leaders at companies from the 100 Best and industry experts.

There’s a new way to do business in 2025 — and leaders at some of the biggest companies in the world are sharing the secret recipe for long-term business success in Las Vegas from April 8-10. Get your tickets today.