The Five Insights Nobody Knows About Best Places To Work For
Employees are the most valuable asset possessed by a business. It is easy for a company’s most valuable asset to lose motivation when they only get a fixed income in exchange for their efforts.
It is human instinct that when someone cares about us, we recognize and value them in return; for businesses of all sizes. It is most critical for large corporations because their employees are more likely to be overlooked by top management for appreciation when it is due.
Employees today want a place to work that feels like a second home; it is a place where they love to turn up every day and where they can learn new skills and grow. Most importantly, it is a place where their contributions are recognized and appreciated. The experts make the following six recommendations to create the best places to work for.
Ensure Psychological Safety and Innovation/Openness to New Ideas
In addition to job satisfaction, the best places to work are places where employees have a sense of fulfillment. Many CEOs and founders today say that they founded their businesses with people in mind. A healthy culture, they contend, is just as crucial as a sound balance sheet. Their advantages significantly outweigh the basic pay.
Employees must feel that they receive frequent feedback and have a channel to share their thoughts and feedback. Employees must also think that someone is interested in their ideas, which means that managers should not merely gather suggestions and do nothing with them.
Priorities should be clear to know what they are aiming for and the needs to get there. In addition, meaningful acknowledgment from multiple levels within a corporation needs to get employees motivated.
Allow your employees to build their careers within your company. Do encourage them to speak out when there are voids in your business or when their enthusiasm can lead to new ideas. If you allow your employees’ natural abilities and skills to drive their career choices, you will have an entire organization of motivated and loyal workers.
Prioritize Employee Sentiment over Employee Engagement
People can be thoroughly engaged and yet still hate the company—and their performance will reflect it. They have continuance and normative commitment rather than affective commitment. Myer and Allen (2002) discovered that the three types of commitment and job satisfaction, job participation, and commitment to the occupation are connected yet distinct from one another.
The most positive associations with organizations are attendance, productivity, and organizational citizenship behavior—other employee-relevant associations such as anxiety and work-family conflict, connect with affective commitment. Affective commitment means you are both engaged and have high sentiment/good feelings and love for the company.
The normative commitment was linked to positive results as well, but not as significantly. Continuance commitment was not related to these outcomes or was negatively associated with them in the rare case associates between the two. As such, organizations should aim for an affective commitment from employees over the other two types of commitment that have little or no effect on employee performance and loyalty.
Break Down Silos and Tear Down Obstacles
Most employees wish to work in an environment that encourages them to help each other rather than point fingers or look for scapegoats. As such, the best corporations to work for are places where they can freely ask for help and learn from their failures in a safe setting with leadership support. When disagreements develop, employees should expect the matter to work out appropriately and without any bias.
Employees should feel they have all of the tools they need to do their jobs properly. They should get the impression that their workload is fair, that they have help in coping with stress, that the resources and equipment available are adequate, and that they have a clear roadmap for achieving team/ organizational goals and objectives.
Respect Should Be an Integral Part of the Company Culture
The most effective leaders ensure that all employees are treated respectfully at all times. According to a new study headed by Louis Carter, founder of Best Practice Institute, getting respect fosters a most loved workplace, which leads to greater employee productivity and other benefits.
Leaders must not pass judgment and should remember that their employees’ work significantly impacts their performance. As such, respect should be emphasized as a critical part of the company culture and promoted as being essential in the company’s success.
Leaders Should Live the Behaviors They Want To See in Employees
Managers have a significant influence on employees who think their supervisor is great and are nearly ten times more likely to be engaged than those who have ill feelings towards their boss or perceive their managers as not so great.
Adopt the behaviors you want to see in your employees. When employees see their leader acting responsibly and taking extra initiative, they are more likely to mirror such behaviors than merely being told to do so.
Benefits and Compensation No Longer Make A Company A Great Place to Work For
No matter how much they love their jobs, employees will always look forward to the weekend. However, if a company’s employees are forcing themselves to turn up at work on Mondays with a cloud of dread hanging over their heads, it should ring alarm bells for the leadership.
Sure, compensation and perks lured them in, but until you make your organization a pleasant place to work, they will not fulfill their full potential (or stay long). So, what is it that motivates employees?
The desire to be valued is a common factor across all demographics. In a company that employees love working for, 94 percent of people say they would work harder for their boss, with 59 percent saying they would work four times harder and deliver the desired results.
Another key factor driving employee motivation and performance was the ‘people factor’. When employees see their organization as a community where everyone helps each other, they are more likely to be motivated in their jobs and perform better.
There are various ways to evaluate a workplace, but one that stimulates employees’ enthusiasm and encourages them to use their talents qualifies as the best corporations to work for. What they do and who they work for or with is what inspires workers more than anything else. They work for reasons other than the usual ones.
They desire to develop, cultivate and use their skills and knowledge in ways that allow them to generate high-quality results consistently. It is how today’s workforce defines the best places to work for.
Founder and CEO of Best Practice Institute, partner to Newsweek on America’s Most Loved Workplaces, and the author of more than 10 books on best practices in leadership and management, including Change Champion’s Field Guide, In Great Company, and Best Practices in Talent Management. Thought leaders and executives voted him as one of Global Gurus Top 10 Organizational Culture thinkers worldwide, and his feedback and benchmarking software has won HR Tech’s top product of the year award. Louis has been featured in Forbes, Investors Business Daily, Newsweek, MSNBC, Fast Company, and interviewed widely. For more information on Carter’s story see, “Meet the Fixer” and GoSolo.