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

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

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

Measuring your performance

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

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

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

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

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

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

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

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

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

Barriers to success

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

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

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

It doesn’t have to be this way.

Connecting to financial performance

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

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

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

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

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

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

Check out the report today.

Making plans for the year ahead? Consider taking your cues from list winners who were recognized for their great workplace cultures last year.

Lists like the Fortune 100 Best 카지노 커뮤니티 추천 to Work For® use Great Place To Work® data to identify companies that deliver exceptional experiences for their employees. As a result, these companies enjoy higher levels of productivity and performance — and their strategies offer lessons for any leader.

Here are five of the things we learned about what created award-winning culture last year.

Use these nuggets to guide your efforts in 2025 and don’t miss our deadlines for the many lists honoring the Best Workplaces in the year ahead.

1. Embrace AI to offer new opportunities across your workforce

Great companies, like those on the 2024 100 Best 카지노 커뮤니티 추천 to Work For list, are already using AI to connect employees to opportunities for learning and development. Libraries of skills are mapped to workers’ interests and then AI suggests learning modules or new roles that employees can pursue to achieve their goals.

카지노 커뮤니티 추천 like MetLife and DHL Express launched talent marketplace platforms, powerful tools that are reinventing career paths within their respective organizations. The result is higher levels of discretionary effort, with 86% of employees at the 100 Best saying people give extra effort at their company. 

See how these investments are creating immense long-term value for the 100 Best, with these companies offering nearly four times the rate of return compared to the Russell 1000. 

[Connect with leaders and learn from companies on the 2025 Fortune 100 Best 카지노 커뮤니티 추천 to Work For List at the For All Summit™ in Las Vegas April 8-10.]

2. Focus less on the fine print of your remote work policy, but double down on flexibility

Great Place To Work research shows that working from an office or from your living room isn’t what determines your experience at a company. Instead, how you are treated by leaders and colleagues defines the culture.

When looking at the Fortune Best Workplaces in New York™, Chicago, Texas, and the Bay Area, the data showed that winning companies were committed to making sure employees had a voice on remote work and more. Eight in 10 employees (81%) at companies on these lists agreed that management involved people in decisions that affect them, compared to only half of employees (51%) at a typical workplace.

“When we debate remote and hybrid work and its impact on workplace culture, we often ask the wrong questions,” says Michael C. Bush, CEO of Great Place To Work. “The Best Workplaces are constantly reevaluating efforts to meet the specific needs of their people. That’s what builds the trust that drives business performance.”

See how companies like Wegmans Food Markets and Crowe built listening strategies that deliver.

3. When thinking about fairness in the workplace, look at more than pay

When employees describe a workplace as unfair or toxic, leaders might first look at compensation. Fair pay is a critical part of the employee experience, but it’s not the only factor.

Fairness shows up in other experiences as well, especially recognition and visibility across the organization. Employees are 60% more likely to give extra effort if they believe their employer offers everyone a chance for special recognition for their work. Reporting fair pay only made them 30% more likely to go above and beyond.

These odds held true across all industries in 2024, and at companies who made the Fortune Best Workplaces by Industry lists, 90% of employees reported they would go above and beyond to get the job done.

That is 53% more than what Great Place To Work found at typical workplaces.

Learn more about how the Best Workplaces in every industry offered award-winning experiences in 2024.

4. Caring and empathetic leadership unlocks employee productivity

Poet Maya Angelou once said, “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

That’s true in every workplace, but at small and medium-sized businesses, the data is unequivocal. When employees feel that their leaders care about them, their productivity is unleashed. At the Fortune Best Small Workplaces™ and Fortune Best Medium Workplaces™, 95% of employees said managers showed a sincere interest in their lives. 

Does that level of care connect to business outcomes? Oh, yes.

Employees who reported a caring culture in 2024 were 70% more likely to feel people give extra effort at their company.

Learn more about the experiences shaping the 2024 Best Small and Medium Workplaces and how companies like WestPac Wealth Partners and Once Upon a Farm are caring for employees.

5. Meaningful work is a key driver of important HR metrics, from productivity to retention

If you only have the bandwidth to focus on one aspect of the employee experience, you might want to take a close look at purpose.

Meaningful work is an important driver of retention and well-being. It’s a crucial differentiator across all of the Best Workplaces Lists. For the Fortune Best Workplaces for Parents™ in 2024, 87% of parents said their work was meaningful compared to just 59% at a typical workplace.

For parents, meaningful work was an important driver of productivity in 2024, with working parents being 26% more likely to give extra effort if they reported their work was more than “just a job.”

For women, a sense of purpose made them 2.5 times more likely to want to stay with their organization.

How do you foster a sense of purpose for your employees? We wrote a report about it.

Get recognized in 2025

There are still lots of opportunities to earn recognition and make one of the Best Workplaces Lists this year. Check out upcoming application deadlines and get started with Great Place To Work® 카지노커뮤니티™ today.

Does your company need to offer remote work options to be competitive when recruiting top talent?

Great Place To Work® identified unique challenges and opportunities created by remote work depending on your industry. While industries like health care, retail, or manufacturing all have operational challenges in offering remote work, the data shows that flexibility can have real benefits for employees — and drive higher levels of engagement and retention.

But what does flexible work look like in practice, and how does the data match up with what companies at the Best Workplaces™ are doing?

Here are some examples of how companies across industries are embracing flexibility and creating a competitive advantage for their business.

Technology

Technology workers can easily adapt to remote work environments, and in the early days of the pandemic, many technology companies were quick to announce they would offer remote work indefinitely.

However, the data shows that remote work does create challenges for workplace culture. Compared with tech workers who work remotely, employees that work onsite at a tech company were more likely to say management has a clear vision for the company (21%) and more likely to say management keeps its promises (20%).

In-person workers were also 20% more likely to report having special and unique benefits, which proves that offering remote work, on its own, isn’t enough to create a highly competitive workplace culture.

Here some ways that technology companies can stand out from the pack as they navigate their future around remote work:

1. Ensure that remote employees can participate in company activities and have unique experiences tailored to them

At Cisco, enabling remote work means building new technology to optimize collaboration between in-person and offsite team members.

Some of the innovative new tools include a camera that focuses on a speaker as they move, AI transcription and translation tools, new whiteboard co-creation tools, headsets that filter out background noise, and more.

Beyond investing in tools to help employees connect, great workplaces also consider how to make sure remote employees feel connected to the wider organization. If you have a company celebration, how can you help every employee participate?

Virtual events should receive the same care and attention to detail that is paid to in-person activations.

2. Make an extra effort to get feedback from remote employees

If on-site employees are more likely to say that management keeps its promises, that might indicate leaders are communicating more effectively with these employees.

Listening can make a huge difference in how leaders build trust with employees, and tech companies with remote or hybrid employees should consider how their listening efforts might overlook workers who are not physically present.

When Adobe shifted to a hybrid work model in 2020, it turned its into a global human-centered experiment to uncover new ways of working. The project tested new ways for in-person and remote employees to collaborate, new processes for onboarding employees, and programs to help employees connect with each other. After each experiment, the team collected feedback from participants and made recommendations to the organization for new policies.

3. Retrain managers to build connection with remote employees.

Managing employees remotely requires a slightly different skillset, and great workplaces are offering their people leaders training to adapt to new models and workflows.

At Cisco, managers were trained on a new set of Collaboration Commitments, expectations and companywide values around how people work together and show up to work every day. New policies were introduced that empowered teams to set their own hybrid work policies that balanced the needs of team members and the realities of business operations.

Managers also received a “Hybrid Quick Start Guide” to help leaders navigate setting new team norms and rituals. Teams could also participate in workshops where they could work together to set new rules for how their team would work together.

Health care

While there are challenges to offering remote work in health care, the data shows that there are clear advantages for employees who have remote work options.

And HR leaders in health care see increasing flexibility as an inescapable reality for the future of the industry.

“We have to start thinking differently,” Gina Ebersole, assistant vice president of talent strategy at Main Line Health tells Great Place To Work. “What is the other choice? We can continue in our same model experiencing staffing shortages and keep fighting it, expecting it to go back to the way it was. But it’s not going to go back to the way it was.”

The data shows that employees who work remotely in health care are more likely to say they have special and unique benefits (24%) and more likely to say their manager understands what is important to them (22%).

Here’s how great workplaces in health care are solving challenges to overcome the challenges posed by in-person work restrictions and remain competitive in the search for top talent:

1. Find unique ways to recognize the service of on-site health care employees

Remote employees were 14% more likely than in-person employees to say that every employee is valued as a full member of the team. For health care companies, that means looking at efforts to recognize and reward the service of on-site employees.

At Atlantic Health System, leaders wanted an improved way to reward and recognize team members and in June of 2022, it launched a revamped platform for recognition called “CELEBRATE.”

The platform allows employees to recognize each other, and leaders can recognize team members with points that can be redeemed as gifts. However, what really sets apart Atlantic Health’s recognition platform is the way the tool was enabled across the workforce.

Monthly leadership training sessions were held to educate leaders about the tool, and a special celebration dinner recognized leaders who were highly engaged in recognizing their teams on the platform. To reach frontline employees, the company created printed materials including tent cards, flyers, and posters — and used QR codes so employees could easily access nomination forms on their phones.

For health care companies, recognition must consider the realities of the work environment, where employees don’t sit behind a computer screen. Just having a recognition program isn’t enough. How you enable the program makes the difference between a truly great workplace culture and the alternative.

2. Listen carefully to uncover the challenges that make remote work attractive to health care employees — and design benefits to address those issues

What do your employees value about the ability to work remotely? There might be other ways to solve for their specific needs without offering remote or hybrid work.

Employees might want flexibility to attend family events, balance childcare and work responsibilities, or better manage their work-life balance. How can your organization offer programs that address their concerns?

It starts with listening, and great workplaces in health care take surveys and listening sessions very seriously.

At Wellstar Health System, every team is asked to develop an action plan based on its annual Great Place To Work survey. A cross-function group of 15 frontline managers and one physician also offer feedback as part of the “Wellstar Trust Collaborative.”

Texas Health Resources touts its “Open Door, Empty Chair” practice as crucial for ensuring leaders spend time getting direct feedback from employees. Any time an employee wants to talk to their manager, or any leader, they can reach out for a meeting to share concerns.

Leaders also participated in a listening tour, doing rounds with staff to hear face-to-face from employees about their challenges, successes, and ideas for improvement.

3. Challenge norms and traditions to offer the maximum amount of flexibility to workers without compromising patient care and safety

Many roles in health care can’t be performed remotely, but there are other ways to offer flexibility.

At Atlantic Health System, flexible work arrangements allow team members to better accommodate their scheduling needs. Many team members can self-schedule, choosing shifts that work best for them. Team members can choose to work with favorite colleagues or they can prioritize times of the day, which allows them to manage childcare or at-home responsibilities.

At Texas Health Resources, every department leader of a remote team was asked to submit a plan for returning to the office in 2022. Leaders surveyed their teams to get input, creating a hybrid work policy built on employee feedback.

The best workplaces are listening to the specific needs of their employees, and questioning industry norms that no longer benefit workers or patients.

Finance

카지노 커뮤니티 추천 in the finance and insurance sector have been at the center of the remote work debate for years. Banks like Citigroup, Barclays, and HSBC made news in 2024 when they to report to the office full time rather than inspect home offices to meet federal regulations.

Others in the sector have been since 2023 or earlier.

But what does the data say about remote work in the finance industry? Interestingly, Great Place To Work found that employees who work in-person are 24% more likely to say management keeps them informed, and 22% more likely to feel like they make a difference at work, compared with remote employees.

They are also 21% more likely to say their manager cares about them — revealing that managers of remote workers in finance should take a closer look at their efforts to stay connected to employees.

Here’s how great workplaces are overcoming these challenges:

1. Increase efforts to communicate with remote employees

Offering remote or hybrid work isn’t what determines your workplace culture. Instead, how your values permeate your remote work policies and norms are what set great workplaces apart.

The data shows that remote employees have a weaker connection with leaders than in-person employees at a typical workplace in finance. Great workplaces outperform the typical workplace by embracing a wide range of communications tools.

At American Express, CEO Stephen J. Squeri hosts quarterly town halls to share updates and connect with employees. Business unit leaders also hold town halls for their organizations, host Ask Me Anything sessions on Slack, share video messages, and make themselves available for office hours.

2. Support managers in building relationships with remote workers

Great workplaces are invested in providing every employee, whether remote or in-person, with a great manager who is invested in their success. That often requires a significant investment in leadership training.

At Synchrony, the top 300 senior leaders at the company were enrolled in a training program to ensure that employees had a people leader that embodied the company’s values. Leaders were brought together for an event that lasted two and half days that included role playing, networking, training on inclusion and belonging, and wellness programming in partnership with Thrive Global.

At Nationwide, leaders can participate in a program called “Future Ready Leader” — a fully-remote offering where participants select a four-week learning program. Each session includes individual learning, engagement with peers and networking, and practice where leaders can apply their new knowledge to their current work. Nationwide also hosts monthly forums to help leaders share knowledge and grow skills to manage employees in a virtual environment.

3. Help remote workers find deeper meaning with their roles

Having meaningful work — or a sense of purpose — is a crucial aspect of the employee experience that drives higher levels of retention for employees.

At Nationwide, more than half of associates permanently work from home and over 35% have selected a hybrid work option. To ensure that employees still build a strong connection to the company and find meaning in their work, the insurance provider offers a variety of ways for associates to connect.

“MENTORwide” is an on-going mentorship program that connects employees for learning and networking. Any associate can be a mentor, mentee, or both. The program consists of three one-on-one conversations to be held within a 90-day span.

Employees can also connect through employee resource groups — at Nationwide, called “Associate Resource Groups.” These groups can help employees tap into the deeper values and goals of the business, such as with the Green Team, which is helping to create a more sustainable future for the company and the communities where Nationwide operates.

Get more industry insights

Check out the full “Return to Office Mandates and the Future of Work” report from Great Place To Work to learn how your industry is affected by remote work, with benchmarks for the employee experience across the U.S.

May 27, 2024, Oakland, Calif. — Flexibility is a key differentiator for employers, according to new research from Great Place To Work®, the global authority on workplace culture.

In a market survey of 4,400 U.S. employees, mandates were linked with higher turnover risk and higher rates of disengagement for employees. When employees were able to pick where they worked, they were:

• 3x more likely to want to stay with their organization
• 14x less likely to “quit and stay”
• More likely to report giving extra effort on the job
• More likely to have a good relationship with their manager
• More likely to say they have a psychologically and emotionally health work environment

These findings have been published in a new report: “Return-to-Office Mandates and the Future of Work.”

Despite the data, 7 in 10 U.S. employees report that their employer mandates where they work.

Where you work matters less than who you work for

At typical U.S. workplaces, employees see benefits when working remotely:

• 27% more likely to look forward to coming to work
• 19% more likely to say their workplace is psychologically and emotionally healthy
• Stronger relationships with managers

However, workplaces with high levels of trust are doing even better. The data shows that any company can create a workplace that employees love, even if they don’t offer remote work.

At typical U.S. workplaces, 64% of employees without mandates report having a psychologically and emotionally healthy work environment, compared to just 51% of employees with mandates. High-trust workplaces outperform both with 83% of employees saying their workplace is healthy.

Remote work by industry

In different industries, remote and flexible work poses different risks and opportunities. Great Place To Work identified different needs and recommendations based on the responses from workers in specific industries:

• Finance: Remote employees need help connecting with purpose and making their work meaningful. They are less likely than onsite employees to feel their manager cares about them.
• Tech: Remote employees are more likely to report a healthy work-life balance, but need more communication about the future of the company and their role in getting there. Onsite employees are more likely to have meaningful relationships with management, but are more susceptible to burnout.
• Health care: Remote employees are more likely to say their manager understands them, and that they feel valued as a full member of the team. Onsite employees need support to ensure they feel recognized for their work, and that management cares about their lives outside the workplace.
• Manufacturing & production: Hybrid employees are more likely than onsite employees to report they have fun at work, receive special recognition, and have a voice in decisions that affect them.

Flexibility and workplace culture

Can you be a great workplace without offering employees a choice over where they work? Great Place To Work research shows that remote work options are just one of the ways employers can meet the needs of their people.

Not every employee wants to work remotely, and many jobs don’t accommodate remote or hybrid work options. The Best Workplaces™ can find creative ways to meet their needs of employees:

1. Flexible scheduling
2. Four-day workweek
3. Generous PTO policies
4. Predictable schedules for hourly workers
5. Increased opportunities for part-time work

카지노 커뮤니티 추천 struggle to improve mental health

While more employees at typical U.S. companies report a healthy work-life balance, fair pay, and other important experiences, psychological and emotional health hasn’t improved since 2021.

Great Place To Work compared responses in 2023 to market survey data from 2021 and found:

• Employees reporting fair pay increased nine points
• Employees reporting work-life balance increased 13 points
• Employees reporting a psychologically and emotionally healthy workplace only improved two points.

The data shows that typical U.S. companies continue to struggle to support the mental well-being of employees, despite gains on other aspects of the employee experience.

Download the report.

About Great Place To Work

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

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

Purpose over profit.

It’s a phrase that’s become the rallying cry of so many businesses in recent years, as consumers demand better of the brands they buy from, and employees and job seekers demand better of their workplaces.

This has especially been the case since the pandemic started. Two-plus years of uncertainty, anxiety, fear, and isolation have put purpose and company culture even more top of mind. People want to buy from, and work with, companies that reflect their personal values.

And brands are certainly responding – companies like Patagonia, Lego, and Ben & Jerry’s have marketed themselves as synonymous with corporate responsibility. But the question remains: Does purpose at work really lead to better business results?

Answer: It depends.

The data behind purpose at work

To find out, Harvard Business School (HBS) used Great Place To Work®’s extensive database on employee engagement, to determine if all the resources companies put towards purpose are, in fact, driving better business results.

HBS used Great Place To Work’s sample of 429 U.S. companies, and more than 450,000 employee survey responses, to create a measure of corporate purpose. Employees were asked to agree or disagree with statements such as:

• “I find my work is meaningful.”
• “I feel good about the ways my company gives back to the community.”
• “I’m proud to tell others I work here.”

These employee surveys did not go into the type of purpose the company was pursuing (i.e., environmental, social justice, etc.), but merely whether the goal resonated with employees.

What they found might surprise those on the purpose bandwagon: A sense of purpose at work alone isn’t correlated with firm financial performance.

What is correlated, and is the key to unlocking purpose’s potential, is clarity.

The clarity factor

From the initial data set, HBS performed a factor analysis and identified two types of companies with purpose:

• High purpose-camaraderie organizations. These included high scores on statements such as “We are all in this together.”
• High purpose-clarity organizations. These included highs scores on statements such as “Management makes its expectations clear.”

When it came to better business performance, only one group stood out: high purpose-clarity.

In fact, the study found that when employees experienced a sense of purpose at work and believed their leaders set a clear direction and expectations (purpose + clarity), those companies outperformed the stock market, achieving returns 6.9% higher than the market.

Middle management makes the difference

The research also revealed that it wasn’t top executives playing the largest role here, but rather middle managers and professional workers. When those two groups experienced purpose and clarity, companies’ financial performance jumped even higher.

The report explains, “This last finding underscores the absolute importance of fostering an effective middle manager layer within firms: managers who buy into the vision of the company and can make daily decisions that guide the firm in the right direction.”

Purpose at work: making it matter

Purpose does matter. Employees want to believe they’re making a difference in some way and will work harder when they believe in the purpose of the company.

But a company’s purpose needs to be carefully implemented to ensure that middle managers within the organization are clear on it. They need to be fully bought-in and on board.

Otherwise, financial results won’t be impacted, and time will be wasted coming up with words that just don’t matter.

For the full story, .

You can measure purpose at work

Are your employees experiencing a sense of clarity and purpose at work? Get Certified™ with Great Place To Work and, through our research-backed Trust Index™ employee survey, learn how your company culture stacks up and how you can create more purpose. Learn more.

Where an employee works doesn’t matter as much as the influence they have over the decision of where they work.

That’s the biggest takeaway from a new report from Great Place To Work® titled “Return-to-Office Mandates and the Future of Work.” Great Place To Work surveyed 4,400 employees to capture the experience of employees at a typical U.S. workplace and discover how work location policies affect them.

Remote, hybrid, and onsite workers all have a worse experience when their employer mandates where they work. When employees are empowered to choose a policy that works best for their needs — either as an individual or as a team — their experience gets better.

Despite the data, seven in 10 U.S. employees report that their employer mandates where they work.

Flexibility is just one piece of the puzzle in creating a great workplace culture. From the data, Great Place To Work compared the experiences of employees at typical U.S. companies with Great Place To Work Certified™ companies, which have met a threshold of trust, pride, and camaraderie throughout the organization. These high-trust workplaces are creating more consistently positive experiences for employees, revealing how companies that can’t offer remote or hybrid work can offer experiences that employees value even more.

Download the report to see all the insights.

Stagnant well-being

Despite an improving employee experience overall, workers at a typical U.S. workplace still struggle with their mental and emotional health.

In surveys from 2021 to 2023, the typical employee experience has improved 15% across 17 different metrics. However, psychological and emotional health hasn’t improved, with only 55% of respondents saying they have a healthy work environment.

Remote work does have a positive impact on well-being, with remote workers being 27% more likely to look forward to coming to work than onsite colleagues, and 19% more likely to report a psychologically and emotionally healthy workplace.

Mandates pose risks

The survey shows that mandates — whether for a return to the office, remote work, or a hybrid format — pose risks for employee retention, productivity, and more.

Employees who can choose between remote, hybrid, and onsite work are three times more likely to want to stay at their company. If their team can set the policy, they are two times more likely to want to stay.

“Quit and stay” risk — the likelihood that an employee will become disengaged — also goes up with mandates. When individual employees can choose between remote, hybrid, or onsite work, they are 14 times less likely to “quit and stay.”

Managers struggle with mandates

When employees have a mandate about where they work, their relationships with their managers suffer.

Employees who report having a mandate are less likely to say their manager understands them, and less likely to say management cares about them. They are also less likely to say their manager creates a healthy work environment.

The gap demonstrates the clear need for companies that can’t be flexible around work location to invest in their middle management. Leaders will need support to strengthen relationships that are strained by mandates and inflexible work options.

Industry insights

Different industries face different variables when it comes to onsite, remote work, or a hybrid mix of the two. The kind of work employees do dictates different responsibilities for employers to create a best-in-class experience.

The report analyzes five different industries to understand how organizations should adapt to meet the expectations of their unique workforce. Workers in technology need more support around communication to ensure remote workers stay connected to management. Workers in health care need more recognition of their contributions, and creative solutions to meet their needs when remote work isn’t an option.

For all industries, the value of listening to employees with surveys and listening programs is extremely high. At the heart of the debate over return-to-office mandates is the desire for employees to have a say in policies that affect them.

When companies listen to employees — and take tangible, measurable action based on what they hear — employees are more likely to feel heard and appreciated. Those feelings have a real business impact. 카지노 커뮤니티 추천 that deliver a better employee experience see corresponding business benefits — including higher productivity and stronger stock market returns.

Download your copy of this report today!

Great Place To Work®’s insights into company culture and how to overcome common HR challenges have been shaped by thousands of hours of conversations, interviews, and focus groups with employees from various industries. With 30 years of research under our belt, we’ve gotten to the heart of what makes a workplace great.

But we also know that in today’s competitive, ever-changing world of work, it’s easy to forget — or even neglect — the employee experience.

The problem? Your employees haven’t forgotten about it, and poor company culture is a serious risk to your business’s innovation, productivity, and engagement.

If you’ve ever faced HR challenges like poor timing, limited budget, or limited leadership buy-in, know that you’re not alone.

Across industries, companies are facing roadblocks just like yours: 

• “I’m swamped, and I just don’t have the time right now.”
• “I’m all for it, but this would never fly in my industry.”
• “카지노 커뮤니티 랭킹 employees won’t get on board with this.”
• “We just had layoffs/leadership changes/a merger, so things need to settle first.”
• “My boss isn’t interested.”

Learn how to tackle these common obstacles head-on, with talking points and strategies to align your team and move forward with confidence.

Download your copy of this essential white paper on HR challenges today.

Report Authors:

• Why and how purpose at work triples employee retention 
• What it looks like when purpose drives innovation and employee resilience 
• Why purpose is essential for building the workforce of the future 
• The No. 1 component that ties a sense of purpose to profits   

Download your copy of this essential report on purpose at work today.