Great Multinational Workplaces – Part 2

Cont… Mercer research has found that respect is the most important non-financial factor that drives employee engagement and motivation. Work-life balance, relationships with coworkers and great leadership are also much more important to employees than pay.

A group of happy business people clapping in a meeting

CEO of Snagajob, who won the 2011 workplace award for small companies, says that ongoing cultural activities are most important. Recruiting for cultural fit and hosting annual office Olympics are both examples of cultural cultivation in this company.

The Great Place to Work Institute has released its 2012 ratings for the best places to work among multinationals and CNN Money highlights the top 25 with at least one example of best practice each.

The software company SAS took first place this year and one of the reasons is the communication and transparency in the company. The CEO hosts monthly unscripted breakfast meetings that are open to all employees and any topic is open for discussion. Google moved from fourth place to second and their coaching/mentoring programs are likely one of the reasons. Google’s senior leaders act as “Gurus,” offering confidential career coaching sessions to employees and 900 Google engineers have participated in the “EngAdvisors” program, gathering advice and support from senior Google engineers on everything from conflict resolution to work-life balance.

Executives at fourth-place winner NetApp host monthly employee orientation sessions called TOASTs: Training On All Special Things. At Kimberly-Clark, new employees receive a welcome letter, a symbolic company key, an informational letter and an email from a coworker providing help and guidance.

How else do top multinationals show employees that they genuinely care? Marriott managers help workers with issues like banking, car loans and retirement plans; every employee at Gore-Tex has a personal sponsor and advocate; PepsiCo encourages workers to add personal life goals to their performance objectives, things like losing weight or eating better.

Many of the leading great workplaces also feed greater sense of purpose in workers: Microsoft sponsors DigiGirlz events to help high school girls learn about technology careers; Monsanto holds a sustainable agriculture contest in which teams from all over the company create projects and win grants for nonprofits to implement plans that have economic, environmental and social benefits; over 80 percent of employees at insulin treatment manufacturer Novo Nordisk voluntarily work to raise diabetes awareness.

Do you know hour your employees would rate your workplace?

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  1. Great Multinational Workplaces – Part 1 | Wealth Dynamics Unlimited - 30 March, 2015

    […] In order to be eligible for a great workplace rating, multinationals had to have at least 5,000 employees and employ 40 percent of their workers outside the parent company’s country. They also had to win regional best workplace lists because consistency of culture is important. The prize couldn’t go to what employees reported as best practices at the moment but that which was maintained over time. Great Place to Work Institute even looked at how companies fired or laid off their employees as part of the assessment. NetApp did this well when it had to cut its workforce by five percent in 2009. Emails, in-person meetings and a video by the CEO were used, utilizing well-established communication channels and transparency. This helped workers understand what was happening and the reasons it was happening. Cont… […]

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