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How Leaders Build aGreat Place to Work
B Ke in Kennemer Principal & Fo nder The People Gro p™By Kevin Kennemer, Principal & Founder, The People Group™
Presentation Objectives
• Questions to Ask Yourself• Questions to Ask Yourself• The State of the American Workplace• Observations about People• Observations about People• Common Myths of Great Places to Work
B fit f G t Pl t W k• Benefits of a Great Places to Work• 12 Best Practices of Great Places to Work
Q & A• Q & A
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Copyright © 2000-2012. The People Group, LLC. All Rights Reserved Worldwide.
Questions to Ask Yourself…
• Is there a gravitational pull of qualified• Is there a gravitational pull of qualified applicants towards your company?
• Do you retain your best talent?• Do you retain your best talent?• Is positive energy circulating within your
lt ?culture?• Do employees trust company leaders?
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It is really uncomplicated…
THE OBSCURE we eventually see,
THE COMPLETELY OBVIOUSTHE COMPLETELY OBVIOUStakes longer.takes longer.
Edward R MurrowThe POWER of P3 7
Edward R. MurrowAmerican Broadcaster
The State of the American Workplace
The State of the American Workplace
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VIDEO: This IS NOT a Great Place to Work
7 Realities of Today’s Workplace
According to research by WinningAccording to research by Winning Workplaces…1. Fear-based management philosophy2 Root of considerable burdens on2. Root of considerable burdens on
employees and families3. Trust and respect is breaking down4 < 40% employees believe or trust senior
REALITY OF TODAY’S AMERICAN
4. < 40% employees believe or trust senior management
5. Employees feel little control6 T b t k d f ilWORKPLACE6. Torn between work and family7. Two thirds regularly experience high
levels of stress on job
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Ob ti b t P lObservations about People
Observations about People
• Employees prefer a great workEmployees prefer a great work environment
• Leaders prefer a great work environment too
• Quality of work i t/ i henvironment/experience has
major impact on life• majority of waking hours at• majority of waking hours at
work• distress at work = stress at
13home
Observations about People
• Employees desire to look f d t i t kforward to going to work every day
• The Sunday Blues is ybecoming an epidemic
• Question: What happens on Mondays from 9am to 11am?Mondays from 9am to 11am?
• No one enjoys coming home from work feeling frustratedand discouraged fromand discouraged from work/life
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The Great Place to Work Movement
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Common Myths of Great Workplaces
• Pay the highest salaries• Pay the highest salaries• Provide best and most
benefits/perksbenefits/perks• Company must first be highly
fit bl b f b iprofitable before becoming a great workplace
• HR creates the corporate culture
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B fit f G t Pl t W kBenefits of Great Places to Work
Benefits of a Great Places to Work
• Higher productivityHigher productivity• Higher profitability• Better customer satisfaction• Better customer satisfaction• Lower staff turnover
• On average 50 percent lower than• On average, 50 percent lower than competitors (Great Place to Work Institute)
• Greater number of applications for ppeach open position
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More Benefits…
• Attract higher quality talent• Attract higher quality talent• Less resistance to change
L h lth t• Lower health care costs• Lower workers’
compensation costs• Lower absenteeism rates• Higher levels of
cooperation19
cooperation
Even More Benefits…
• Higher quality g q yproducts/services
• Increased innovation and i k kirisk taking
• Employee-Customer-Profit ChainChain• Increase in Employee
Satisfaction = Increase in C S i f iCustomer Satisfaction = Higher Profitability
• (Harvard Business Review)
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The Financial Benefits
Graphic Credit: Great Place to Work Institute
The Financial Benefits
Graphic Credit: Great Place to Work Institute
Here’s the good news…
ANY ORGANIZATIONcan create a
GREAT PLACE TO WORK
The POWER of P3 23
12 Best Practices of Great Places to Work
12 Best Practices of Great Places to Work
#1 Strong commitment from gCEO• Company culture flows down
ffrom the top• Top down, not bottom up
#2 Attitude and behavior of#2 Attitude and behavior of leadership is key variable• Adopt and model behavior• Adopt and model behavior• How management relates to its
employees makes the difference
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Zappos CEO Tony Hsieh
12 Best Practices of Great Places to Work
#3 High level of trust between gemployees and management
#4 Leaders build trust by…• Sharing information broadly, including
finances, good and bad news• Being accessible to employees• Willingness to answer hard questions• Delivering on promises• Showing recognition and appreciation g g pp
towards employees• Demonstrating personal concern
towards employees
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p y
Don’t lose it once you’ve got it
TRUSTi d li t dit th tis a delicate commodity that
must bemust be EARNED DAILY.
Robert LeveringC F d
The POWER of P3 28
Co-FounderGreat Place to Work Institute
12 Best Practices of Great Places to Work
#5 Hire for attitude, train for#5 Hire for attitude, train for skill
#6 Managers are mentors and gcommunicators – not “bosses”
#7 It’s not about management – it’s about leadership
#8 Provide a sense of familyand belonging
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12 Best Practices of Great Places to Work
#9 Overall sense company has a special p y pculture
#10 Management shows a sincere interest in employees as people
#11 Make work fun, motivate, keep people focused and attain clear targets
#12 Maintains flexible work environment
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