Inspiring

How the Most Caring 카지노 커뮤니티 추천 Increase Employee Volunteerism

2024-12-20T07:01:17-05:00

Here’s how the 2023 PEOPLE® 카지노 커뮤니티 추천 that Care increase volunteerism and connect company goals to a higher purpose — and how you can, too.

Caring is contagious.

When employees feel that their workplace cares about them, they extend that care to their colleagues and communities. For organizations on the 2023 PEOPLE® 카지노 커뮤니티 추천 that Care List, care is often a defining principle or value that they instill into every aspect of their business.

Volunteerism for 2023 PEOPLE® 카지노 커뮤니티 추천 that Care

“Being a caring company isn’t about winning a popularity contest,” says Michael C. Bush, CEO of Great Place To Work®. “These great companies use their power to build a better world for their employees and customers, and as a result they see stronger performance, more innovation, and higher profits.”

Those principles of care have a remarkable impact on volunteerism for the companies on this year’s list. Overwhelming majorities of employees participate in community impact programs and volunteer efforts.

At Cisco, No. 1 on this year’s list, 80% of its workforce participated in its Community Impact program in the 2021 fiscal year, with participation including volunteering, donations, and participating in local programs. Together, 62,000 Cisco employees generated more than $34 million in total donations and matching gifts.

To get this level of participation, Cisco frequently encourages employees to get involved. New hires are asked right away to consider their impact on their community and a new hire give-back program offers new employees a $15 credit to donate to a cause of their choice.

Later, employees continue to receive nudges towards volunteering and donating. Cisco’s intranet displays a personalized module that tracks participation in community impact programming. The dashboard shows participation for an employee’s team, and for the whole organization — using a little social pressure to create a community of giving.

Cisco employees volunteer at the Raleigh Branch of the Food Back of Central and Eastern North Carolina.

Employees are also guided into Cisco’s Community Impact Portal, a digital platform where they participate in variety of opportunities, all of which have definable positive value for the community.

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

Giving employees the opportunity

Many companies on the list offer their employees stipends or paid time off to volunteer or support a cause they believe in. The most caring companies take it one step further and organize multiple opportunities for employees to volunteer together.

At Bombas, No. 72 on the list, the giving team organizes 10 to 15 volunteering opportunities for employees every month. Examples of some of the activities include putting together items from the holiday wish lists of families in need, mentoring students on their résumés and interview skills, donating clothes, and more.

Bombas employees participate in a gardening event in partnership with Services for the Underserved.

“Many companies will claim to [have] a give-back mission of sorts, but this company not only makes decisions based on this mission but truly encourages employees to remain engaged and volunteering for the community,” shared one Bombas employee. “Some of my fondest memories at the company are through our giving events.”

Sponsoring leaders

For some companies, having employees serve on nonprofit boards is beneficial and so they find ways to reward employees who take on leadership duties in their communities.

CarMax, No. 76 on the list, offers employees a $1,000 grant when they serve on a nonprofit’s board of directors. In its 2022 fiscal year, the company paid $235,000 through the program and has since expanded the benefit to also provide the grant if an employee’s spouse, domestic partner, or child serves on a nonprofit board.

At CarMax, 88% of employees surveyed say they feel good about how the company invests and supports local communities.

CarMax employees build a playground in Richmond, Virginia.

The value of time

When companies do give time off to employees for volunteer activities, there are ways to maximize the effort to engage workers in community programs.

RSM US LLP, No. 4 on the list, offers a “Pursue Your Passion” program where employees can apply for the chance to pursue a passion project with financial support and time off from the firm.

This year, nine employees were awarded $10,000 each and nine days off. One employee used the grant to open a therapeutic horse-care and riding program for disabled children, young adults, and veterans on her parent’s farm in Michigan.

카지노 커뮤니티 추천 on the list also listened to their employees and found ways to support the work that they were already using vacation days to do.

At Dow, No. 88, employees who are passionate about disaster relief and service are able to volunteer with service partner Team Rubicon to assist in the wake of natural disasters for up to two weeks without using vacation days.

Volunteering lessons

For companies looking to improve employee participation in volunteer activities, the PEOPLE 카지노 커뮤니티 추천 That Care offer some helpful tips:

1. Get started during onboarding

Many companies match charitable donations or offer opportunities for employees to direct the disbursement of company funds to a cause they support. By asking new hires to participate in charitable giving, companies can reinforce their values and ensure that employees feel included in efforts to give back to the community from the start of their employee journey.

2. Take away the pressure of organizing volunteer activities

Many employees don’t have the time to find their own volunteer program, but that doesn’t mean they don’t want to participate. 카지노 커뮤니티 추천 that can help organize group volunteer activities see multiple benefits: higher levels of belonging and camaraderie, and higher volunteerism rates.

3. Find ways to support what employees are already doing

There’s a good chance your employees are already actively engaged in their communities. Rather than invent your own programs, ask how you can help the work they are already doing.

Partner with employee resource groups to identify the most important needs in local communities. If employees are serving on nonprofit boards or doing regular volunteer shifts, how can you celebrate and reward that service?

When employees give back to their communities, your business benefits. Employees feel better about their company and their work when they believe they contribute to making the world a better place.

Make the list

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

How Great Leaders Help Employees Connect to Purpose

2024-09-04T04:30:56-04:00

“Inspiring” — one of the nine high-trust leadership behaviors — is all about helping employees see how they fit into the bigger picture and how their work makes a difference.

What does it mean to be an inspiring leader?

It all comes back to purpose, says Michael C. Bush, CEO at Great Place To Work®.

“Help your workforce understand how their work relates to the company’s higher purpose and business success,” he advises.

On an individual basis, make sure employees understand the valuable role they play in achieving your organization’s goals. Does everyone have an opportunity to interact with the product, meet a customer, or witness how your company is changing the world?

Register for the next For All Summit™, April 8-10, to connect with leaders and experts from great workplaces around the world.

Meaningful work is a crucial part of the employee experience — and the No. 1 predictor of employee retention.

How tapping into purpose builds trust

Here’s how great workplaces are helping their employees connect with a mission that is bigger than themselves, and find deeper meaning in their work:

1. Use storytelling to highlight shared values

When companies live up to their values, that builds trust. Great workplaces invite employees to share their personal stories to reinforce shared beliefs and expectations.

Global biotechnology company AbbVie developed a set of five principles with input from employees around the world:

Transforming lives
Acting with integrity
Driving innovation
Embracing diversity & inclusion
Servicing the community

To engage employees, AbbVie launched a video series where company leaders and employees shared their personal connection to each principle.

Storytelling can also help connect employees to the bigger picture, ensuring that everyone in the organization understands how they contribute to a broader goal.

At Vertex Pharmaceuticals, a Bell Ringing ceremony is held to celebrate important milestones in the disease treatment development. At these ceremonies, a patient and their family join the organization to “ring the bell” honoring the progress made in treatment of their disease area.

Employees can see first-hand the impact of their work on patients living with debilitating illnesses, and the ceremony serves to connect employees with the deeper purpose of their work.

2. Meet employees where they are

Do your efforts to inspire employees use clear, accessible language? When employees read your mission statement, is it clear how they fit into the picture?

At Wegmans Food Markets, a commitment to transparent language is part of the secret sauce, as captured in its “W board” — a mission board on display at all of its locations.

“We work very hard to ensure the W board is relatable to every employee at all levels,” says Peggy Riley, vice president of employee communications and engagement at Wegmans. “We don’t have big, fancy, complicated words, or equations. Every single employee contributes to our success.”

Consider communication barriers such as language differences or access to communications technology. If you are trying to reach a frontline, deskless workforce, make sure your mission doesn’t only live on your intranet or in a company email newsletter.

By making the W board a physical representation of its values in every location, Wegmans ensures every employee, from a senior vice president to a cashier, interacts regularly with values and the mission of the company.

3. Share the metrics that matter

The mission becomes more real when there are numbers to show your impact.

Stryker, a biotechnology manufacturer, calculates how many patients it has impacted around the world using a methodology developed by a cross-functional team of experts at the company. The team calculated that it impacted over 130 million patients annually — a figure that fills employees with pride about their accomplishments.

This number is shared each year with all employees and published annually in Stryker’s comprehensive report. The company credits these efforts as one of the major reasons they see such high scores on pride in the company’s annual Trust Index™ Survey.

Of course, the metrics that often carry the most weight are business outcomes and the bottom line. Cisco publishes a Purpose Report each year and has made a clear connection between purpose and business success.

That’s how Cisco closed deals with 24 clients that weren’t asking for help with hardware or software, but came to the company for help turning diversity, equity, and inclusion into a business amplifier and accelerator.

4. Give every employee the chance to connect with their impact

Other workplaces focus on ensuring that every employee, regardless of role or tenure, has the opportunity to have an impact.

At Jackson Healthcare, employees are asked on their first day at the company about the kinds of service that would be most rewarding for them. The company then works hard to empower employees with the tools they need to get involved, both in their jobs and in their personal time.

The vice president of community impact invites every new hire to a one-on-one coffee chat to hear their story and discover ways to get them involved, when and how they want.

Employee resource groups also offer a unique opportunity to engage and inspire employees.

At Scripps Health, an employee-led sustainability council focuses on improving operations across areas including construction, energy, food, grounds, recycling, supply chain, transportation, and vendor partnerships. Panda Restaurant Group coordinates with its Panda Green Committee ERG to run a drive that recycled 500 pounds of electronic waste in 2022.

5. Train managers to lead with purpose

When researchers analyzed data to understand if purpose leads to higher company profits, they found that clear communication was a crucial ingredient. In particular, middle managers and professional workers within an organization played an outsized role in whether companies saw the benefits of embracing purpose.

For companies looking to inspire employees, the data shows the critical role that middle management and people leaders play as communicators and connectors. Great workplaces spend resources to make sure these leaders can help their teams connect to purpose.

At DHL Supply Chain, more than 9,000 frontline leaders were given communications training as part of a two-day program to help managers develop the skills to communicate strategy business priorities. Leaders who participated reported that this was the first time they considered their role in companywide communication, and that it helped them understand how to make topics across the business accessible and relevant to their teams.

How and Why CEOs on the 100 Best Build Trust

2024-04-15T07:00:51-04:00

Watch video from Fortune’s virtual roundtable to celebrate the 100 Best 카지노 커뮤니티 추천 to Work For® List for 2024.

What drives companies on the Fortune 100 Best 카지노 커뮤니티 추천 to Work For List to outperform the market by a factor of almost four?

In a word: trust.

CEOs from companies atop this year’s list joined a virtual roundtable with Fortune’s outgoing CEO Alan Murray and Great Place To Work® CEO Michael C. Bush to discuss how trust drives better outcomes for employees and for businesses.

Participating in the conversation:

Christopher J. Nassetta, president and CEO, Hilton
Penny Pennington, managing partner, Edward Jones
Ed Bastian, CEO, Delta Air Lines

Watch the full video to hear these remarkable leaders share.

Learn from the experts

Get strategies from the leaders in workplace culture at our For All™ Summit, May 7-9 in New Orleans.

strategies and insights for building award-winning workplace cultures.

How the World’s Best Workplaces Deliver Great Experiences All Around the Globe

2024-01-04T09:37:51-05:00

What makes your workplace culture translate to different continents and localities around the world?

That was the discussion in this Fortune Roundtable featuring Simon Vincent, EVP and president, Hilton EMEA, Mike Parra, incoming CEO for DHL Europe, and Véronique Molinari, business HR director, global operations at AbbVie. These leaders joined Tony Bond, EVP and chief diversity and innovation officer at Great Place To Work® to discuss what helps the biggest multinational companies create great workplaces for their workers all over the globe.

Join us May 7 to 9 to hear from more leaders at our company culture conference in New Orleans.

How Managers Can Help Frontline Employees Connect to Purpose

2023-06-01T07:00:06-04:00

When employees are connected to purpose, they give more effort and are less likely to leave the company.

When employees are connected to purpose, the business receives all kinds of benefits.

When employees say their work is meaningful, they are less likely to quit and more likely to give extra effort on the job. When employees feel valued and celebrated, they are more likely to participate in innovation and adapt quickly to new ideas.

And when employees connect with purpose, companies reap financial rewards.

What having purpose looks like

Purpose can be a difficult term to wrap arms around. Is it the company’s mission? Or an individual’s sense of having an impact?

“At a very high level, a sense of purpose is really tied into pride,” says Julian Lute, senior strategic advisor with Great Place To Work®. Do people feel their contribution is meaningful to the organization or the wider world?

Purpose is also about alignment.

“When people feel like they’re not aligned with the purpose, the mission, and that excitement, they feel excluded from innovation,” Lute says.

He gives the example of a hospital system, which might do a great job of celebrating doctors and nurses with appreciation days and storytelling campaigns, but neglects the administrative staff and medical billing professionals. What kind of message does it send to an employee when they work in the basement and are never celebrated for their contributions?

“You can have people who are central to an organization, whose work is on display and whose work executives are talking about, but they just aren’t getting that shine,” Lute says.

When an employee says their job isn’t meaningful, that doesn’t necessarily mean the work they do isn’t incredibly important. Without medical billing staff, hospitals can’t bring in money from insurers, but these workers often don’t feel their work is respected.

Making connections

Purpose starts with leaders, but employees can also be influenced by their fellow employees. If colleagues from other departments don’t connect your work with the overall mission of the organization, some workers can feel undervalued or overlooked.

Imagine a manufacturing plant where the corporate staff is always at odds with the production floor workers, Lute says. How can you help these two groups connect the dots between their work and the work of their colleagues?

When an employee says their job isn’t meaningful, that doesn’t necessarily mean the work they do isn’t incredibly important.

At DHL, getting employees to connect with one another has become an obsession, with the global logistics company launching a “passport” — a tool where employees can log interactions with other DHL employees on their journey.

“As you go through your journey, you’re collecting stamps of completion, you’re collecting awards of recognition within it,” explains Rick Jackson, executive vice president of engagement and enablement at Deutsche Post DHL Group on the “Better” podcast.

“You’ve got managers of our groups and countries signing it and leaving nice messages once they’ve finished a program to show how much they’ve achieved,” he says.

The passport then becomes a prompt for employees to share their stories with each other about their service at the company and how they share in the global mission.

Bringing purpose to frontline employees

Who are the employees most likely to struggle to connect with purpose?

“It’s the likely suspects,” Lute says, identifying three groups:

1. Frontline workers, including frontline managers

The reason? These employees are generally focused on execution of a specific business task. They’re customer-facing, dealing with issues in the moment. They don’t have the space to step back and see the big picture.

It’s crucial for frontline employees to be empowered to think on their feet and adapt to meet the needs of the customer. Lute gives the example of Wegmans, where frontline employees are given the authority to “serve the customer as they need to be served in that moment.”

If a customer needs help finding a product in another department, employees have the authority to leave their station and serve the customer. The magic comes from how leaders manage employees who take the initiative, which Lute describes as “not being in bean-counting mode.”

“What you really hear is, ‘I know what corporate says I’m supposed to do, but in this moment, I have to do it like this,’” Lute says. Leaders should recognize when these deviations from protocol are attempts to live up to a higher mission, such as providing excellent customer service.

2. Contract and temporary workers

These employees are often treated differently than other employees and feel less ownership over their contributions They might not attend company meeting or receive important company messages, even when they are doing something really important for your brand.

3. Hourly workers

At the typical U.S. organization, less than half (49%) of hourly workers report having meaningful work.

“When you’re hourly, you’re focused on the schedule,” Lute says. “You’re focused on just getting hours, earning money, and everything counts.”

What managers can do

In a new report from UKG, Sharlyn Lauby, author of HR Bartender, identified the challenges facing frontline managers and the support they need to succeed.

At the top of the list? Managers must become more effective communicators. Here's how Lute suggests managers can help communicate with their frontline workforce andx help them connect to the purpose of the organization:

1. Make time for sharing stories

“You have to become an expert storyteller,” Lute says. Leaders have to explain how the work of the individual employee contributes to the overall business.

Here’s how Jackson tells that story about frontline employees at DHL:

“If you’re in a warehouse and it may be in the middle of the night, and it’s cold and wet and you’re sorting the parcels around the network, you understand that if you don’t do your particular role, you’re part of a much bigger cog in the organization that, at the end of the day, is improving the lives of the customer.

You’re not just a picker or a packer. You’re not just a warehouse site worker, but you’re crucial in the supply chain.”

2. Create safe space for feedback

Lute acknowledges how hard this task can be for middle managers who face enormous pressure to meet their numbers. But it’s crucial that employees feel safe to ask questions and share what’s really happening in their daily routines.

His advice: “Acknowledge the failure.”

Employees can feel disconnected when goals and priorities change and a new initiative make their previous work less relevant.

“Most people work really hard every single day, and they want recognition for their hard work,” Lute says. Make sure that when you pivot, you continue to acknowledge the team’s work and sacrifice.

3. Be an advocate

Middle managers must understand their responsibility as someone who can remove barriers and solve problems for their frontline workers, Lute says.

He gives an example of a company where factory floor workers are asking for new shoes because the long hours on their feet are painful. When the frontline managers response is, “There’s nothing I can do about that,” workers don’t feel cared for by their organization.

“That’s when people start questioning whether or not your mission and your values actually make sense,” Lute says.

Workers are asking for support, not because they want free stuff, but because they care about their job. It’s a manager’s job to empower them to do their best work.

Become a purpose leader

Download our report about the power of purpose in the workplace, with essential tips for building trust and inspiring employees.

9 High-Trust Leadership Behaviors Everyone Should Model

2023-05-16T16:49:59-04:00

Every employee should take these behaviors to heart whether or not they are people leaders.

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

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

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

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

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

Leaders affect 70% of the employee experience, but the other 30% comes from our teammates, how we work with others, and the actual work that we’re doing. It takes everyone in an organization to create a great workplace for all.

Here’s where to begin:

1. Listening

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

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

True listening requires humility, vulnerability, and empathy.

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

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

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

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

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

2. Speaking

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

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

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

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

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

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

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

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

3. Thanking

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

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

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

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

4. Developing

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

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

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

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

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

5. Caring

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

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

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

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

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

6. Sharing

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

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

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

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

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

7. Celebrating

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

It’s important to be specific:

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

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

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

8. Inspiring

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

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

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

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

9. Hiring and welcoming

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

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

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

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

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

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

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

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

Become great

Ready to learn more about your employee experience? Benchmark your organization using 카지노커뮤니티™ and see how you stack against the very best.

How Purpose in the Workplace Offers North Star for HR Leaders

2022-12-14T07:25:20-05:00

Finding meaning in a job drives all kinds of important outcomes, from retention to bottom line success, according to Great Place To Work® research.

When you pull back the curtain on great workplaces — where leaders have built trust with employees and workers give extra to help the organization innovate and grow — the key ingredient is purpose.

In Great Place To Work research, the biggest indicator of whether an employee will stay in their job is whether they find their work meaningful. If they feel their day-to-day is not meaningful — if it’s “just a job” — they’re far less likely to want to stay with their company.

How do you create a sense of purpose for employees and what does it look like when employees are truly connected to meaningful work? That’s the focus of a new report from Great Place To Work: “The Power of Purpose in the Workplace.”

What are the benefits of purpose?

Employees who report that their work is more than “just a job” are two to six times more likely to stay with their organization long-term.

Only 52% of workers at average U.S. workplaces say they plan to stay at their company for a long time, according to a 2021 market survey of 14,000 global employees. Among the Fortune 100 Best 카지노 커뮤니티 추천 to Work For®, that number jumps to 86%.

Employees with meaningful work are also more likely to report being in a high state of well-being. Only 16% of employees at typical U.S. companies said they were in this highest state of wellness in a Johns Hopkins study of 14,000 people from 37 countries. For the 100 Best 카지노 커뮤니티 추천, that jumps to 58%. The biggest gaps in their experience? Purpose and connection.

The data is unequivocal on the need for meaningful work. Its presence is what sets apart the best workplaces regardless of geography or industry. When an employee says their work lacks meaning, it often indicates a gap in how different groups experience the workplace. Millennial workers are less likely to report that their work has special meaning, even when they work for great workplaces. In Great Place To Work research, only 79% of millennials report meaningful work compared to 90% of baby boomer workers.

Does purpose bring profit?

카지노 커뮤니티 추천 that embrace purpose have been shown to reap the financial rewards — if they have clear leadership. In a Harvard Business School study using Great Place To Work data, it wasn’t enough for employees to report meaningful work. The financial returns (beating the market by 6.9%) only came when employees also said, “management makes its expectations clear.”

Ready to dive in on connecting employees with meaningful work?

Download your copy of the report today.

Learn how to create an award-winning company culture. Subscribe to the Great Place to Work® company culture e-newsletter and join 100,000+ other leaders learning how to create a great place to work.

How Values-Based Leadership and Transparency Can Transform Culture

2022-10-31T13:20:29-04:00

Lessons from Cynt Marshall, CEO, Dallas Mavericks.

Cynt Marshall had retired after a remarkable tenure as president of AT&T. But when she received a request to come out of retirement and become CEO of the Dallas Mavericks, she leapt at the opportunity.

As the first and — so far — only Black woman to become CEO of an NBA team, Cynt led the Mavericks through a cultural transformation, setting the tone for diversity, equity, inclusion & belonging (DEIB) efforts across the entire league.

Ellen McGirt, senior editor at Fortune, sat down with Cynt to discuss her memoir “You’ve Been Chosen” and her inspiring journey.

In this video:

The four words Cynt lives by
How she has overcome overt and covert racism
Why she said no when AT&T offered her a position as an officer
How she integrates her executive career with family life

Purpose Offers Opportunity for High Attrition Industries

2022-09-18T06:00:15-04:00

With workers leaving behind unfulfilling roles, employers that commit to meaning at work will dominate the market.

In the extraordinary employment reshuffle of the past year and more, people aren’t just leaving jobs. They are leaving industries.

In data from McKinsey, 48% of sampled workers said they would leave their job, not for an industry competitor, but for an entirely different opportunity. The news is sobering for business leaders, even if the economy is heading toward a recession.

No business can succeed if all the best talent walks out the door.

Despite increased economic headwinds, workers still think they might quit their current role. In a July 2022 survey from Great Place To Work® of nearly 4,200 U.S. workers, 55% of workers across seven industries said they are open to leaving their jobs in the next six months.

What industries are at the highest risk for hemorrhaging talent?

According to the same survey, retail and hospitality industries have higher percentages of employees open to leaving their current job (64% and 62% of employees, respectively).

What keeps highly valued employees from leaving the organization? In a word, purpose.

Great Place To Work analyzed the best workplaces across 11 different industries, and meaningful work was a key driver of employee retention in every industry.

The outcome of finding purpose at work? Employees who say their work is more than “just a job” are two to six times more likely to stay with their company long-term.

No business can succeed if all the best talent walks out the door.

Employees at the typical health care organization experience the strongest sense of purpose out of the seven industries measured in our July market study, with 62% reporting meaningful work. The typical retail employee has the weakest connection to purpose, with only 38% reporting meaningful work.

Yet, meaningful work isn’t solely dictated by industry.

For employees at the average company on the Fortune Best Workplaces in Retail™ List, 108% more workers report meaningful work than the typical retail workplace, a difference of 41 percentage points. Even compared to the purpose-driven typical workplace in health care, 23% more employees at the Best Workplaces in Retail report meaningful work (17 points more).

What purpose looks like

Purpose has been shown to be a crucial element for retention across geographic areas and age demographics, too. So, what does it look like in practice?

For AbbVie, No. 2 on the Fortune Best Workplaces in BioPharma™ List for large companies, it isn’t any one thing.

“There are many small factors that lead to engaged employees who are passionate about their jobs,” says Tim Richmond, EVP and CHRO at AbbVie. “But there’s one element that should remain constant — staying true to your convictions.”

For AbbVie, those convictions include “supporting well-being, operating with integrity, driving innovation, transforming lives, serving our community, and embracing diversity and inclusion,” Richmond says.

At Wegmans Food Markets, the No. 1 large company on the Best Workplaces in Retail List, connecting employees with purpose starts with a mission board — what Wegmans calls its W board — which is on display at every workplace. The board communicates the company’s values, explaining what employees can do to contribute to the grocery chain’s overall mission, and the measures every employee can help impact.

“It’s truly lived every day,” says Peggy Riley, vice president of employee communications and engagement.

Brand values such as “Always help others” are constantly reinforced during an employee’s tenure. “We talk about everything on the W board very frequently and specifically, and we integrate it into training, into their performance plans, into everything,” Riley says.

It takes effort to ensure the brand’s mission is accessible to every employee. Language must be chosen carefully.

“We work very hard to ensure the W board is relatable to every employee at all levels,” says Riley. “We don’t have big, fancy, complicated words, or equations. Every single employee contributes to our success.”

Meaningful work is vital in every industry, but the benefits are particularly acute in the fields where McKinsey has identified high rates of employee departures, such as retail and manufacturing.

“There are many small factors that lead to engaged employees who are passionate about their jobs. But there’s one element that should remain constant — staying true to your convictions.” - Tim Richmond, EVP and CHRO, AbbVie

Purpose matters in every industry

In Great Place To Work research, only 38% of employees at an average retail company say their work has meaning. For companies that made the list of Best Workplaces in Retail for 2022, 79% of employees on average said their work was meaningful.

The gap between average and great is large for manufacturing firms, too, with 48% of employees at average companies saying they have meaning at work. For the best? Eighty-three percent.

Yet, no industry can rest easy when it comes to purpose.

Even organizations in health care — an industry with a visible and potent purpose — the average is far outstripped by great organizations. Only 62% of workers at average health care organizations reported meaningful work, compared to 90% at the best.

At KSLD Laser, No. 17 on the Fortune Best Workplaces in Manufacturing & Production™ List for small and medium-sized businesses, demo days offer a chance to show employees the impact of their work.

“Employees can see our products, and hold them, touch them, experience them,” says Amy Hilvers, director of HR for semiconductor laser producer.

The company also connects employees to purpose through its corporate social responsibility program.

“One of our products is a laser flashlight that has a very long beam — very useful to rescue and firefighters,” says Hilvers. “We donated some of our flashlights to firefighters and then received feedback and photos of them using the flashlights in actual rescues.”

Sharing those stories helped workers see how their work was helping to save lives.

The typical retail employee has the weakest connection to purpose, with only 38% reporting meaningful work ... Only 62% of workers at average health care organizations reported meaningful work, compared to 90% at the best.

Purpose requires context

On its own, purpose is not enough to prevent employee turnover. If an employee loves the mission, but feels underappreciated or even mistreated, they’re still likely to find the nearest exit.

Mission-driven industries like health care have more employees who report meaningful work, but struggle in other areas of workplace culture — such as fair pay and promotions. In health care, only 42% of employees at typical organizations report receiving fair pay for their work. Only 41% report fair promotion practices. At companies on the Fortune Best Workplaces in Health Care™ List, those numbers rise to 78% and 81%, respectively.

Fairness is a point of emphasis for companies like AbbVie.

“We know that there is always more to be done around pay equity,” says Richmond. “As stated in our 2021 ESG report, we conduct an annual pay equity analysis to ensure pay is equitable across genders and ethnicities among United States employees.”

The bottom line is that great workplaces can recruit from any industry. They beat out any average employee experience. For leaders worried about talent flocking to more enticing industries, the data shows that their worry is not misplaced — a great workplace culture can compete with anyone.

Improve employee retention and engagement with the latest insights from our data and research team. Subscribe to the Great Place To Work newsletter and learn how to create a great workplace culture.