Work Style - Great Place to Work Institute

More documents

Recommendations

Info

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

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

6 twsm — GPTW Special Issue 2010 In the summer of 2007 Friko Starc started taking random shots of his neighbors and passers-by at the corner between Clinton Street and Rivington Street in NYC. Soon his interest in street corners grew: wanting to capture how the most divergent dreams and priorities come together at crossroads everyday, Friko photographed thousands of strangers in this corner as well as in the following areas: Wall Street, Chinatown, Chelsea, and East Harlem. Twsm interviewed 100 companies (50 Best Large Workplaces and 50 Small and Medium-Sized Workplaces in Europe 2010) with the aim of analyzing three themes in this article written with 100 hands. The three themes 1 — How has your company involved employees in terms of developing new strategies, products, and services? Please provide actual examples. 2 — What ideas and suggestions submitted by your employees have specifically been implemented? What is the process for how these ideas have been evaluated and implemented by management? Were the results positive or negative? 3 — Balance between Men and Women: What percentage of your employees are men and women? Please describe an average “profile” of the men and women who work within your company. The qualitative nature of the relationship between management and employees. Great Place to Work ® Institute has been listening to employees and evaluating employers since 1980 in order to understand what makes a workplace great. We know that the foundation of every great workplace is trust between employees and management. Our employee survey, culture assessment tools, research, and advisory services have made us leaders in helping organizations build high-trust workplaces. We’re trust specialists In a great workplace, trust manifests itself in every relationship. In a high-trust environment, people cooperate and collaborate, leading to positive workplace interactions, higher profits, and greater productivity. Great Place to Work ® Institute’s employee-centered model has been recognized for more than 20 years as a clear, comprehensive representation of the importance of trust in creating great workplace relationships. 100 Companies, 100 Opinions One attitude: a high level quality relationship with the employees by Blake Esterday and Pia Colombo* We support your efforts to build trust The Great Place to Work ® Institute combines our expertise and proprietary tools to help you turn your workplace environment into a powerful source of competitive strength - while creating collaborative, successful relationships among people at all levels of your organization. The qualitative relationship between management and employees is shown in both the manager’s statements and the answers from the questionnaires submitted by employees. The responses of managers collected in this article offer a glimpse of the intentions of the various leaders towards creating a better organizational climate. What surprises us are not the statements. We know - from Cicerone to the present day - that whoever manages has the ability to pave all his vision with good intentions. What is surprising about the 100 Best Companies to Work for in Europe is the convergence between the enunciations and the facts directly observed by employees. Talk with 50 Best Large Workplaces in Europe 2010 By Blake Esterday Involving the team: an effective key word. Sabine Vreden, Corporate Communications for ING- DiBa AG Germany, talks about how the treatment of employees effects the entire organization:“We are convinced that we will only satisfy our customers and subsequently have a successful business with the best and, most importantly, with a satisfied staff. We provide our employees with all the means which are in our powers, so that they are able to develop and use their full potential.” Having a flat structure of management between the * Blake Esterday and Pia Colombo, The Work Style magazine editors.
Great Place to WorkGreece Athens www.greatplacetowork.gr T 0030 2106971098 Photographer Friko Starc has launched global advertising strategies for brands such as American Express, Puma, Intel, and Chivas Regal for instance. Before moving to NYC in 2000, Friko taught English in a Tibetan monastery, ran a small restaurant in Goa, started a beach baseball league in Brazil, gave windsurfing lessons in Aruba, and named a couple of Unilever products in Europe. bottom and top employees is important to Sandra Jasmins de Freitas, Marketing and Communication Manager for Cisco Systems Portugal: “Collaboration is a key word in Cisco and it is well represented by employees’ interaction among peers and with senior management. For example, “The Breakfast Party” is where CEO John Chambers gives employees the chance to ask him questions directly.” Justin Beddows, Communications Manager for Admiral Group UK says that communication is in fact the key to this collaboration: “We have a number of ways we consult our employees for their ideas and suggestions on developing new strategies, products and services. This forms part of our general communication strategy, which is always two-ways, transparent and consultative.” Communication is stated as a primary factor of company success also by Nadine Hoffmann, Product Manager for DIS AG Germany: “The most important reason for our good results is the fact that we listen to the needs of our employees and that we take every one of them seriously as an individual. The people in our company feel that this is not a marketing slogan, but that we really mean it.” Marco Scippa, Human Resources for Elica Italy talks about specific examples of how people get involved: “We involve our people regulary using our House Organ (Elica News), General meeting (when we have special events), and Face to Face meeting with our CEO and President (every two months).” On this point of involving employees, Anja Buechel, Communications for Hilti Switzerland offers a unique method in how to improve this goal: “The Continuous Improvement Process (CIP) is a team process, hosted by a moderator, which helps employees take a self-critical view of their work under their own responsibility, actively involves them in innovation and improvement processes and, in doing so, helps to establish new standards within the company.” Going to the very heart of the matter, Jesper Johansen, Director, People & Organisation for Novozymes A/S Denmark points out how employees can change company’s direction: “We are working on revitalizing our company values, and in that process, we have invited all employees to participate in workshops around the world, with the purpose of giving input to our new values.” In fact, Sinead Brady, Human Resources Manager for PepsiCo Ireland goes a step further by stating how employees become owners of the company: “All of the people management systems are designed to encourage employees to become involved and feel a greater sense of ownership in what is happening within the company in terms of new strategies, products and services.” The final word comes from Markus Beer, Project Manager Human Resources for SMA Solar Technology AG Germany, who shows the psychological side of improving the work environment: “An open style of communication continues to characterize SMA’s firm commitment to cooperative management. This participatory corporate culture is carried out on three levels: rational (with the mind), emotional (with the heart) and monetary (with the wallet).” Implementation of employee ideas When a company’s management faces a structural change, turning to employees for insight is beneficial, as presented by Connie Mählmann, Human Resources Director DACH & Benelux for Johnson & Johnson Germany: “A great example of giving decision-making to all levels in the organization is when J&J moved our office from Düsseldorf to Neuss. Our management team asked a group of employees to select and decide everything for the office.” Agreeing with the idea that solutions can lie in the hands of the employees, Diane Casteels, Human Resources Representative for FedEx Belgium states: “An employee identified an opportunity to save costs when it was not possible to deliver a shipment. This proposed solution is now in operation and has been found to be particularly useful.” By this approach, one department was directly affected in a positive way, says Anne Lesandré, Manager ➘ Page 8 7 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: Great Place to Work Netherlands Ams
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 and 30: Great Place to Work Polonia Warsaw
Page 31 and 32: Twsm is a unique international maga

Work Style - Great Place to Work Institute

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

Delete template?

Save as template?