For the fourth year in a row, Fortune magazine has voted Google as the best company to work for. Roger Philby recently wrote a piece detailing what makes Google such a great place to work. For starters, he credits their amazing culture, which is reinforced by the current employees devotion to it, and in turn, the effect that devotion has on future candidates. Google's incredibly strong brand is also a huge part of why it's such a desirable place to spend one's day. Google is clearly doing a lot right to be crowned this many years in a row.
Research shows that highly engaged employees are 5.8 times more committed to contributing to their company's success and 4.7 times more likely to positively recommend that company as a great place to work. These are real economic benefits from providing soft benefits to employees such an open channel of two-way feedback. Annekathrin Hase thinks that most companies aren't doing a good enough job of this making this easy for employees. Hase writes, "I think organisations need to carry out a review of how they actually communicate with employees. It cannot be a one way street. Talk to them and see what their particular barriers are - also consider using virtual online events, where employees have a means to ask questions of management in a safe yet open and transparent forum." Fantastic advice that can not only benefit employees and their happiness at work, but can ultimately also benefit a company's bottom lines.
Engagement needs to happen in different ways at all three levels of a company: executives, managers, and individuals. William Powell breaks down the various three areas of engagement each group should be responsible for in order to ensure a thriving culture. This smart piece cleverly parses out areas of engagement that fit nicely with each person's functional roles. While executives need to stress trust, managers should own coaching and individuals need to focus on clarity. It's a really interesting take on the oftentimes confusing topic of employee engagement.
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