12 Aspects of a Great Place to Work (Aspects 7-12)


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Last week I wrote about the first six aspects of a Great Place to Work. Below I have the remaining six aspects.

“7. Define clear and specific expectations for what success looks like in any given job. Then, treat employees as adults by giving them as much autonomy as possible to choose when they work, where they do their work, and how best to get it accomplished.”

If you have read any of my blogs for the past year or two, you know I am 100% on board with this approach and the whole ROWE movement.

“8. Institute two-way performance reviews, so that employees not only receive regular feedback about how they’re doing, in ways that support their growth, but are also given the opportunity to provide feedback to their supervisors, anonymously if they so choose, to avoid recrimination.”

I like this idea and he mentions employees can provide feedback anonymously. However, what I have seen is employees can be extremely uncomfortable giving their boss constructive feedback. There are companies that have the culture to do this, however I have worked with many companies where the employees are afraid to give that negative feedback for fear of repercussions. This is generally not so much an evaluation tool problem but a culture problem, where there needs to be a culture of openness and honesty.

“9. Hold leaders and managers accountable for treating all employees with respect and care, all of the time, and encourage them to regularly recognize those they supervise for the positive contributions they make.”

Doesn’t it seem a little sad that this needs to be an aspect of a Great Place to Work and not just a given for all places to work?

“10. Create policies that encourage employees to set aside time to focus without interruption on their most important priorities, including long-term projects and more strategic and creative thinking. Ideally, give them a designated amount of time to pursue projects they’re especially passionate about and which have the potential to add value to the company.”

This is another area where I have seen truly great companies differentiate themselves. They actually allow and encourage their employees to work on pet projects and brainstorm new and creative approaches to products and services offered.

“11. Provide employees with ongoing opportunities and incentives to learn, develop and grow, both in establishing new job-specific hard skills, as well as softer skills that serve them well as individuals, and as managers and leaders.”

I recently completed a survey of about 1,300 Indiana employees. We asked them if they had changed jobs in the past 2-3 years, what was the reason for leaving. One of the top reasons is they were not given training and development for the long-term. Companies cannot lose sight of the importance of training employees for the long-term and providing them defined career paths.

“12. Stand for something beyond simply increasing profits. Create products or provide services or serve causes that clearly add value in the world, making it possible for employees to derive a sense of meaning from their work, and to feel good about the companies for which they work.

Most employees want to feel they are part of something greater than themselves, especially the younger generation entering the workforce. It is no longer just about how much money a company can make but what kind of impact they can have on the community around them.

Now that you have seen the 12, which of these aspects does your company have?

Republished with author's permission from original post.

Chris Woolard
Chris is responsible for the sale, design, implementation, account management, and consulting for his clients' employee and customer assessment programs. As the manager of program-related activities, his involvement focuses on study design, exploratory research, questionnaire development, client reports and presentations, finalization of all program deliverables, and meeting other unique client needs and requirements. He is currently focusing his skills primarily on employee loyalty consulting and is considered Walker's employee loyalty expert.


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