17 Rules Successful Companies Use to Attract and Keep Top Talent: Why Engaged Employees Are Your Greatest Sustainable Advantage by David Russo

Author:David Russo [Russo, David]
Language: eng
Format: epub, pdf
Tags: Human Resources & Personnel Management, Industrial relations, Labor & Industrial Relations, Skills, Leadership, Political Science, Supervision of employees, Personnel management, Business & Economics
ISBN: 9780137146703
Publisher: FT Press
Published: 2010-01-15T05:00:00+00:00

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17 RULES SUCCESSFUL COMPANIES USE TO ATTRACT AND KEEP TOP TALENT

been done on how to foster trust, and on the detriments and draw-backs of a workplace that lacks trust.

The Great Place to Work Institute was founded in San Francisco in 1991 by Robert Levering and Amy Lyman. The work of the institute springs from decades of research that Robert Levering and Milton Moskowitz first published in their 1984 book The 100 Best Companies to Work for in America. Not long ago, the Great Place to Work Institute put forth consensus attributes of great places to work. The institute says that the first element that makes a great place to work is that the work itself is interesting and challenging. Second, there is a high level of camaraderie in the workplace. And third, an overarching, high level of trust operates in the workplace at all times.

The Great Place to Work Institute defines trust in two ways. First, there is the trust that management displays. This is the trust that management has in its people. This trust is expressed through the day-to-day behavior of management, and that behavior must be a model for ptg6011863

what management expects of its employees to 1) behave in high quality ways, 2) work hard on behalf of the company, 3) produce goods and services at highest quality, 4) maintain honest relations with clients and customers and each other, and 5) provide input and ideas that propel the company forward to achieve competitive advantage. That my sound a little dry and academic, so let me put it to you plainly: A “great-place environment” is dependent on the entirely novel idea that leaders and managers should treat their employees as if they are all big boys and big girls who have brains. They should treat their employees as capable and worthy. They should treat them as though they are members of a team, rather than hired hands. Too simple a concept to be effective? Read on.

It’s not that hard to foster this kind of workplace culture, because it is not about policies and protocols, but human behavior. Let me give you an example. When workers are trained at the Four Seasons Hotels, one central tenet of that training—one of the foundations by which all their on-the-job behavior should be judged—is this motto or slogan: We are ladies and gentlemen serving ladies and gentleman.

From the Library of ALESSANDRO CAROLLO

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