Just what
makes a workplace great?
The
answer is more elusive than you might think, given that more people are versed
in the dysfunctional work environment than in the truly exceptional workplace.
Fortunately, the research consultancy that produces Fortune Magazine's 100 Best
Companies to Work For rankings - the Great Place to Work Institute - knows a
thing or two about what builds trust and engagement among workers.
What stands
out on this year's list, published last week - software provider SAS took top
place - is that many of the firms picked represent 'female-friendly'
workplaces. Groups not typically found in the highest ranks, such as minorities
and women, tend to be more visible in these environments. Furthermore, these
organisations bend and adapt to their employee base - they do not ask their
staff to conform to the corporate 'way'.
So what
else is key to their success?
Among
other things, their work-life policies are stigma-free.
Take one
firm's well-intentioned policy. A part-time partnership track was carved out,
allowing top performers to assume more responsibility while simultaneously
cutting down hours. The problem? Only women took advantage of the benefit. The
result was that, companywide, part-time partners found they were not taken all
that seriously.
The best
workplaces offer work-life accommodations that all employees are encouraged to
use - top-down and bottom-up - including sabbaticals, compressed work weeks,
remote working and job sharing. It is
understood at leading companies that the wide adoption of benefits long
considered mainly for women helps the workforce at large.
Top-ranking
firms also have zero tolerance for unfairness.
In their
new book, The Great Workplace, Dr Michael Burchell and Dr Jennifer Robin note
the strong message sent by SC Johnson, a company that institutes real
consequences for unfair treatment. If the consumer products company sees
prejudiced judgment, it handles the problem swiftly by not tolerating such
behaviour at all.
In
addition, top firms that truly care about fairness provide an appeals process
that allows grievances to be addressed.
Dr
Burchell and Dr Robin point out this best practice at American Express, where
the office of the ombudsman acts as 'a confidential and neutral resource where
employees can seek guidance without fear of retribution'.
Taking a
stand on equitable treatment can be particularly important for women, some of
whom have sounded their grievances only to be ignored, sidelined or even fired.
Industries dominated by males can take a page from this book, and recognise
that filing complaints about unfair treatment often results in a more harrowing
experience than the initial harassment or abuse.
Last but
not least, firms that provide the best workplaces acknowledge the power of the
unspoken.
Kraft, a
company acknowledged for its diversity policies, understands that not all
success criteria are spelt out for new employees. Its Jump Start programme
offers new staff an orientation in the unwritten rules and strategies for
succeeding in the corporate culture. The programme is designed to help collapse
the learning curve in terms of how to build influence, find mentors and
maintain strong relationships.
Other
companies could benefit from adopting this practice, helping those not in the
key power constituency by sharing the secret rules of the game.
In the
end, employer and
employee need only follow a simple formula: Commit to my long-term success, I
commit to yours.
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