Work Style - Great Place to Work Institute

More documents

Recommendations

Info

$Microsoft PowerPoint - Presentaci\363n XPC Desayuno RSE para web$

$Microsoft PowerPoint - Presentaci\363n SC Johnson - Great Place to ...$

30 twsm — GPTW Special Issue 2010 everyone on the first-name basis; bar executive dining rooms and executive perks for high-level people. • Devote attention and resources to creating as pleasant a workplace environment as possible; hire good architects. • Encourage its employees to be active in community service by giving money to organizations in which employees participate. • Help employees save by matching the funds they save. What’s new? By Robert Levering* and Palle Ellemann The biggest global economic recession since the 1930s has produced dozens of new management books talking about “the new rules of the game” and the new world order of business. In this environment, it is perhaps instructive to look at what can be learned from the recently announced lists of the Best Workplaces in 17 countries in Europe, as well the list of the 100 Best Workplaces in Europe. Actually we see no signs of a new world order from these lists. In fact, many of the same companies we saw last year and the year before continue on the lists. In the top 10 of the two lists only one company out of 20 is new on the European lists. The results in the Trust Index® (the employee survey) are even better compared to last year and the 100 Best Workplaces in Europe have – again this year – on average managed to grow the business with double digits (15%). One of the main reasons for why the Best Workplaces continue being so successful in creating great workplaces and great businesses is exactly consistency. Consistency and reliability are some of the main drivers for trust and this is more true than ever before. When we analyze the data from almost 300,000 European surveys this year, we see that the two statements related to employees’ perception of managers reliability are the two statements with the strongest correla- • Try not to lay off people without first making an effort to place them in other jobs either within the company or elsewhere. • Care enough about the health of its employees to provide physical fitness centers and regular exercise and medical programs. • Expand the skills of its people through training programs and reimbursement or tuition from outside courses. By the time we completed our research we had gained a better understanding of the difference between the traditional employer/employee relationship, which is often adversarial, and the kinds of practices we encountered on our journey. We feel that the “100 Best” may be part of the first wave in a major change that will affect for the better the way all of us think of our jobs and conduct our business. It can be argued that both conventional managerial techniques and the tion to the employees’ perception of a great place to work. In other words, that managers “walk the talk” is the single most important issue for employees these days. This is not surprising taking the insecurity of the market into consideration. People have been looking at their managers and leaders to see if the good intentions in the value systems written on the website and the strategy plans presented at the town hall meetings would hold true when times get tough. The good news for leaders is that a crisis situation is a golden opportunity to show leadership in action, because if you as a leader “pass the test” under such stress and pressure from stock market and other stakeholders, then the employee response tends to be positive. This seems to be the reason why the scores of the Best continue to improve during these times – their leaders have been tested and proven to follow through on what they say. So the news is not that everything has changed and the Best Workplaces in Europe have earned their recognition, because they have been the first-movers to make changes. On the contrary, the Best Workplaces are good at doing exactly what they said yesterday and the day before. • * Robert Levering, Co-Founder of Great Place to Work ® Institute innovative practices described in this book enhance productivity and create a healthy economy. But the “100 Best” offer an added benefit of such high value that it’s difficult to place on the same scale: a working life for thousands of people really worth living and worth looking forward to every day. • The Work Style magazine contents, spring 2010. Allan Hall underlines the importance of keeping things steady, and knowing how to sail through rough waters. Some (people) have had to face ‘hot’ issues that are difficult to overcome. Think Tiger Woods, for instance. A keen analysis from Roger Abrams gives us analogies with corporate crises. The movie Up In the Air, starring George Clooney, provides Aneil and Karen Mishra with the opportunity to analyze how being downsized can be the first step to a positive change. Barack Obama has changed the approach to problem-solving on the part of governments. Paolo Valentino outlines the “method” of this change, which is based on systematic fact-checking, a strong consultant network, and the involvement of a restricted group of ‘followers’ during the decisionmaking phase. As per usual, we have a number of enthralling stories about people. There’s our special edition on NYC and interviews with Erik Buell and Ben Southall, as well as a fascinating article on São Paulo (with a guide attached) edited by Bahar Puraligil. All of these are examples of the dynamism of people around the world. Fabian Uzaraga tells us about the most beautiful work environments with the help of Alain De Botton, author of The Architecture of Happiness. Then we have a test on colors conducted by Usa Today, a wide selection of books, and a whole section dedicated to work places. Don’t forget to check out our ‘To Be Cool’ pages which have been redesigned with the help of Demetra, a young stylist whom we are sure you will like.
Twsm is a unique international magazine focused on “work style.” It is a solid and innovative source; both a trend follower and a style guide in the business world, including sections dedicated to art, design and fashion. High level content is offered to readers by contributions from international institutions and experts. Included in the magazine, readers will find “The Work Cities Guide.” The insert is an important guide not only for people who travel for work, but also for people who live in the world’s largest financial centers of the world. Key Information Frequency published 3 times a year Circulation >30.000 copies Distribution in 38 countries Est. total readers 100.000 per issue Primary target Top Managers, HR Directors, Strategic and Organizational Consultants, Head Hunters, Universities. #1 — 2009 Spring/Summer A worldwide observatory on work style changes #2 — 2009 Autumn/Winter The Work Style magazine by Mirko Nesurini* Sections Our magazine has eight sections which are edited by specific experts: Research and Ideas (research and new trends edited by accademic collaborators), HR Management (experts in the sector), Organization (HR directors), Trends (head hunters), To Be Cool (fashion specialists), Books, Environment, and Workplaces (architects). Advertising Always interested in the latest trends, our reader: • is a curious and open-minded person, constantly looking for innovative insights in order to improve relational and professional skills; • considers the corporate culture as a crucial factor and is sensitive towards values such as trust between managers and employees, reciprocal respect and corporate pride; #3 — 2010 Spring The Work Style magazine The Work Style magazine • has high purchasing power and works in the Human Resources community, Top Management, Consultancy, Strategy and Organization or belongs to outstanding Universities, covering a high influential position in the business world. Worldwide Distribution As of April 2, 2010 The Work Style Magazine will also be available at newsstands Europe-wide and in the USA. Subscription Annual subscription (4 issues shipping included): Europe 30 euro, rest of the world 58 euro. Please visit our website to subscribe online. Next issue, end of June 2010. • * Mirko Nesurini, Chairman of The Work Style Magazine. www.theworkstylemagazine.com Work City Guide Turin — 1.2009 Work City Guide São Paulo — 1.2010 31 twsm — GPTW Special Issue 2010
Page 1 and 2: Work Style A worldwide observatory
Page 3 and 4: In the next pages, you may find all
Page 5 and 6: Great Place to Work Netherlands Ams
Page 7 and 8: Great Place to WorkGreece Athens ww
Page 9 and 10: Great Place to Work Germany Cologne
Page 11 and 12: 50 Best Small and Medium-sized Work
Page 13 and 14: The Great Place To Work ® Institut
Page 15 and 16: lish 103 issues that are crammed wi
Page 17 and 18: The Special Awards Great Place to W
Page 19 and 20: Great Place to Work UK London www.g
Page 21 and 22: Great Place to Work Belgium Leuven
Page 23 and 24: The potential of corporate social r
Page 25 and 26: selves at every company on our list
Page 27 and 28: Great Place to Work France Paris ww
Page 29: Great Place to Work Polonia Warsaw

Work Style - Great Place to Work Institute

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?