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MICHAEL BURCHELL, Ed.D., is a corporate vice president with the Great Place to Work^® Institute and a partner in the Institute’s UAE affiliate. A sought-after speaker at conferences around the world, he has worked with senior leaders in positioning the workplace as a competitive business advantage.

JENNIFER ROBIN, Ph.D., is a research fellow at the Great Place to Work^® Institute. A former consultant with the Institute, she currently teaches in undergraduate, master’s, and professional programs at Bradley University.

The Great Place to Work^® Institute is a global research and consulting firm with forty affiliates around the world. The Institute produces the FORTUNE 100 Best Companies to Work For^® Annual List and the Best Small & Medium Companies to Work For in America lists, in addition to thirty-eight best companies lists internationally.

To learn more about the book, please visit www.thegreatworkplaceonline.com and www.greatplacetowork.com

De la contraportada

What Separates a GREAT COMPANY from a Merely Good One?

The Great Place to Work^® Institute produces the FORTUNE 100 Best Companies to Work For^® Annual List, which, year after year, features some of the most respected companies in the world—SAS, Starbucks, Cisco, Mattel, General Mills, American Express, and Four Seasons Hotel, to name a few.

In this highly-anticipated book, Institute insiders Jennifer Robin and Michael Burchell explore the concept of a great workplace and answer the fundamental question, “What is the business value of creating a great workplace?” The Great Workplace shows that, more than offering great pay and quirky perks, a great workplace is one where employees trust the people they work for, take pride in what they do, and enjoy the people they work with.

Drawing on decades of research, the authors explain how leaders and managers can create and reinforce the core values of trust, pride, and camaraderie with every communication, every decision, and every interaction. And they bring the definition of a great work-place alive with anecdotes, best practices, and quotes from employees working at some of the best workplaces, such as Google, Microsoft, Marriott International, FedEx, NetApp, Deloitte, and more.

If your company is struggling with the challenges of leveraging human capital, discover why some organizations have what it takes to be great—and what your company can learn from them.

De la solapa interior

What Separates a Great Company from a Merely Good One?

The Great Place to Work Institute produces the FORTUNE 100 Best Companies to Work For Annual List, which, year after year, features some of the most respected companies in the world SAS, Starbucks, Cisco, Mattel, General Mills, American Express, and Four Seasons Hotel, to name a few.

In this highly-anticipated book, Institute insiders Jennifer Robin and Michael Burchell explore the concept of a great workplace and answer the fundamental question, "What is the business value of creating a great workplace?" The Great Workplace shows that, more than offering great pay and quirky perks, a great workplace is one where employees trust the people they work for, take pride in what they do, and enjoy the people they work with.

Drawing on decades of research, the authors explain how leaders and managers can create and reinforce the core values of trust, pride, and camaraderie with every communication, every decision, and every interaction. And they bring the definition of a great workplace alive with anecdotes, best practices, and quotes from employees working at some of the best workplaces, such as Google, Microsoft, Marriott International, FedEx, NetApp, Deloitte, and more.

If your company is struggling with the challenges of leveraging human capital, discover why some organizations have what it takes to be great and what your company can learn from them.

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The Great Workplace

John Wiley & Sons

Chapter One

Ninety-five percent of my assets drive out the front gate every evening. It's my job to bring them back. —JIM GOODNIGHT, CEO AND FOUNDER OF SAS

What makes a great workplace? It's not what you do. It's how you do it.

If you are a leader, you must communicate, make decisions, and interact with people, just as leaders in all companies do. You may carry out your job description very well. But to be a leader in a great workplace, you need to not only execute your role but also instill certain beliefs in people as you are doing it. A great workplace is one where people trust the people they work for, take pride in what they do, and enjoy the people they work with. As a leader, you are the one to create and reinforce these beliefs with every communication, every decision, every interaction. To create a great workplace, you'll need to do your job differently. It requires a mindshift; it requires viewing your employees like Jim Goodnight suggests in the quote that opens this chapter. You'll need to do your job realizing that how you do what you do makes a world of difference to employees.

Consider the following quotes from employees in great workplaces: "We have the culture where people are willing to talk to each other, share what they know, and take the proactive step to get you in touch with the right person." "If you are a boss or a manager, you realize it's not about you. It's about empowering your people. And your voice doesn't carry any more weight than anyone else's. The only way this [management style] will work is by nurturing and nudging and helping set some vision." "Our company has growing pains like any company, but the people always come first. I truly know that I matter in this corporation, and that's what keeps me here."

What do people say about your company, division, or workgroup? Do they say it's a great place to work? If you don't yet have a great workplace, it can be. And if it is already a great workplace, you can hang on to it. This book will show you how. Not by handing over a list of initiatives or steps, but by orienting you to a different way of doing things. We won't tell you what to do, but we will tell you how to do it.

THE KNOWLEDGE BASE

The content of this book is based on years of research. Our company, the Great Place to Work Institute, has been studying great workplaces since its inception in 1991. But research began much earlier, in the early 1980s, when cofounder Robert Levering and Milton Moskowitz were approached by Addison-Wesley Publishing to write a book on the best places to work in America. When Robert and Milton set out to interview people in companies around the country in 1980, business outcomes were not a key consideration. Rather, Robert and Milton believed that treating people well was the right thing to do, and so they focused exclusively on the employee experience. Still, they expected to see a connection between the companies with the happiest employees and the companies with the healthiest bottom lines. They also anticipated that they would see consistent practices among the best workplaces, those that Robert and Milton deemed the 100 best in America. From those consistencies, they hoped they could discern a recipe for creating a great workplace that could be followed by any leader in any organization.

In their 1984 book, The 100 Best Companies to Work for in America, Levering and Moskowitz described the experience of employees at the 100 best workplaces among the hundreds they researched. The New York Times bestseller provided informative stories about all 100 companies, and highlighted several aspects they shared, including opportunities, pay and benefits, and openness. Themes began to emerge about the characteristics of great workplaces, but what made great workplaces that way weren't categories of practices or policies.

Turns out that the intuitively obvious prediction, that organizations with the most creative practices and the best bottom lines would be the ones employees raved about, was not universally true. Something was going on that transcended the policies and practices at the best companies to work for. It wasn't what they were doing, it was how their leaders were doing it. Specifically, the practices companies had and the money leaders spent on employees did not always lead to great workplaces; the relationships they built in the process did.

In Levering's 1988 book, A Great Place to Work: What Makes Some Employers So Good—And Most So Bad, he discussed great workplaces in terms of relationships and put forth the definition of a Great Place to Work that opened this chapter and that appears throughout this book. Specifically, he identified the relationships between employees and their leaders, between employees and their jobs, and between employees and each other as the indicators of a great place to work. Relationships at work matter, and in particular, the centrality of these three relationships influenced people's loyalty, commitment, and willingness to contribute to organizational goals and priorities. If leaders implemented practices and created programs and policies that contributed to these three relationships, employees had a great workplace experience. It mattered less what the programs, policies, and practices were, and more that they were done in a way that strengthened relationships. The Great Place to Work Model (see Figure 1.1) was developed during this time by the Institute's founders, Robert Levering and Amy Lyman. The Model was later formalized and today has five dimensions, which form the core chapters of this book: Credibility, Respect, Fairness (which, put together, comprise Trust); Pride; and Camaraderie.

In the late 1990s, FORTUNE magazine approached the Institute to develop an annual list of the best companies to work for in America. Now the FORTUNE 100 Best Companies to Work For® list is released every January in one of the magazine's best-selling issues. While the FORTUNE list tends to showcase the perks and benefits that employees in those companies enjoy, those perks are not the reason the companies made the list in the first place. They made the list because of their leaders' ability to create strong relationships. They made the list because of the five dimensions.

Not only have these five hallmarks stood the test of time, they are also applicable to companies regardless of size or geographic location. The idea of great workplaces and the practical Model quickly spread beyond the United States. Now, in over 40 countries around the world, the Great Place to Work Institute has shown that organizations and their employees thrive when these hallmarks are woven into actions on the part of their leaders.

All told, the Institute surveys 2 million people and gathers data on the cultures of nearly 6,000 companies worldwide every year. We evaluate companies for list membership using consistent methodology, whether the company is 60 people or 6,000, located in Brazil or India. In these evaluations, we assess two aspects of workplaces. The first aspect, weighted more heavily, is the employee experience. The Institute administers a survey called the Trust Index© to determine the consistency of trust, pride, and camaraderie in the workplace and to learn directly from employees what makes their workplace great.

The second aspect we evaluate for our best companies lists are the programs, policies, and practices leaders put in place for their employees. Using our Culture Audit©, trained evaluators assess each organization, and care is taken to calibrate ratings across the hundreds of companies that apply each year. From the Culture Audits, the Institute gathers thousands of best practices that, like the survey's employee comments, breathe life into the concepts of trust, pride, and camaraderie. These practices range from Boston Consulting Group's policy of giving seasoned veterans incentives to have lunch with new hires, to ACUITY's Gossip Lines, wherein CEO Ben Salzmann shares information and personal stories via blast voicemail.

The Institute holds several annual conferences around the world that bring leaders from the recognized organizations together to share their stories, and we maintain close ties with the list-makers, learning from them through site visits, interviews, and focus groups. As team members with the Institute, the two of us have at our fingertips scores of best practices and employee comments that help us help leaders build stronger relationships with their people. We use this wealth of information in our role as consultants, wherein we're hired by companies who want to improve the relationships in their organizations.

Over time, we've learned a thing or two about creating great workplaces, and this book is about sharing what we've learned with you. You'll find many examples of best practices from the best companies, practices that build the relationships of trust, pride, and camaraderie. Many of these practices were submitted by the companies themselves as part of their consideration for the list. In other cases, we've talked to employees and leaders specifically for this book; we asked them what they want you to know about creating and sustaining a great workplace. What is still astounding to us, after years working closely with the best, is that there is no end to the ways you can build relationships through your practices. Your practices will look different than many of those mentioned in this book, but as you create your great workplace, keep in mind three fundamental relationships.

THE THREE RELATIONSHIPS

People have a choice every day in how they mentally approach their work. Though most of us ultimately work for some blend of financial goals and personal fulfillment, we each choose how we think about our work. People can consider work a necessity or a blessing, a burden or an opportunity. While the choice is not as simplistic as that, putting it in stark terms does help you think more critically about how the decisions you make as a leader influence how your employees see their work.

We began asking people about how their workplace shaped their approach to work in 1980, when Levering and Moskowitz asked thousands of employees, "Is your organization a great place to work?" and "Why?" While the context in which people respond has changed quite a bit since then, their answers point to strikingly consistent experiences. Specifically, they believe their leaders to be credible, respectful, and fair—they trust them. They also take pride in what they do, and they share a sense of camaraderie with their coworkers. Without trust, pride, and camaraderie, any measure of business success is diminished.

Therein lies an important insight. Because the relationships you create matter, you are the critical difference between a very good company and a very great company. In the best companies, leaders at all levels have a strong commitment to creating strong ties between the employee and the organization. Indeed, enhancing trust, pride, and camaraderie in the workplace is the central task of effective leadership in today's organization.

Trust

It is often said that employees tend to join organizations, but leave their managers. While not a universal truth, it is often the case that employees look for new opportunities when they determine they have irreconcilable relationships with their supervisors. On the other hand, when an employee says and genuinely means, "I trust the people I work for," leaders, the employee, and the organization all benefit. Not only is the risk of turnover lessened, but the workflow is easier and more gratifying.

If you step back from your workplace and consider for a moment the people in your life whom you really trust and who trust you, you know that agreeing upon goals, communicating needs and issues, and relying upon them to follow through is easier and quicker. People in trusting relationships sometimes develop a shorthand way of communicating that helps to speed up information flow. Further, when a difficult issue comes up, the individuals in the relationship seek to preserve the relationship and give one another the benefit of the doubt. A similar pattern appears in trusting business relationships—we are not always second-guessing motives, and we can rely on other people to follow through on their commitments.

Trust also supports enhanced cooperation. When we trust one another in our teams, we are more likely to encourage mutual growth, seek the win-win, and resolve conflicts more constructively. We are more willing to give extra to get the job done. In all of these ways, the trust that a manager helps to foster with his or her team matters. Trust is the primary relationship.

This is evidenced by the nuanced way that employees we surveyed talked about trusting their leaders. Employees described three qualities that are necessary to their experience of trust, and these three qualities are the first three dimensions of the Great Place to Work Model. The first, Credibility, involves the sense that leaders give employees appropriate information, are competent to lead the organization, and that their actions match their words. The second, Respect, refers to the employees' beliefs that leaders support them personally and professionally, that they wish to collaborate with them on suggestions and decisions, and that leaders care about them as people and not just as employees. The final group of perceptions, Fairness, involves the belief that leaders create a level playing field, treating people equitably and impartially, and allowing them to voice concerns about decisions.

An example that speaks to all three qualities can be found in a story about Plante & Moran, a Michigan-based accounting firm and a list-maker since 1999. They proclaim that the company is "relatively jerk-free" right in the philosophy statement. The story behind the claim is that founding partner Frank Moran once told a fellow staff member that Plante & Moran doesn't hire jerks, hence leaving the organization jerk-free. But the staff member replied that we are all jerks at times. Frank conceded this point and settled for the statement that the company is "relatively jerk-free." In this simple statement, Plante & Moran communicates its goal to hire the best people (Credibility), its nurturing and understanding work environment (Respect), and its commitment to holding everyone to a similar standard (Fairness). All leaders set expectations for people, but Plante & Moran builds credibility, respect, and fairness in their approach. Each of these anchors of trust will be discussed later in the book.

Pride

The second of the three relationships found in great workplaces (and the fourth dimension of the Great Place to Work Model) is the relationship between the individual and his or her work. Essentially, people experience a great workplace when they feel as though they make a difference in their organization, that their work is meaningful. They are also proud of their team's accomplishments, and the contributions the organization makes to the community at large. Often, pride comes from the employee's sense that he or she contributes to the organization's values, the goods and services it produces, and the philanthropic contributions the organization makes to better their communities. While largely internalized, a healthy sense of pride can be bolstered by actions on the part of the organization.

Many of these actions will be discussed in the chapter on Pride, but for now, consider Recreation Equipment Inc. (REI). While best known as a nationwide retailer of quality outdoor gear and apparel, REI's employees know they are contributing to a higher goal. REI is committed to getting people active outdoors, increasing access to outdoor recreation, and reducing its own impact on the environment. Pictures of employees participating in outdoor activities are posted on the walls of every store, and employees are routinely involved in community outreach projects. While REI might attract individuals who already have an affinity for the outdoors, the opportunities REI offers employees capitalizes upon and multiplies this sense of pride.

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Excerpted from The Great Workplaceby Michael Burchell Jennifer Robin Copyright © 2011 by John Wiley & Sons, Ltd. Excerpted by permission of John Wiley & Sons. All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
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