Why CEOs Care About Being a "Best Place to Work" Company

3 min read
Oct 6, 2016

Attracting top talent

Businesses are only as strong as the employees who power them. With a team of strong, engaged workers building products and helping customers every day, the sky’s the limit in terms of how high an organization can grow.

Attracting the best staffers starts with presenting your company in the most favorable light. Ideally, your company should strive to become a fantastic place to work. This, in turn, will make it incredibly easy to hire top talent as more and more great candidates looking to work for companies that value their employees hear about you.

Why should CEOs care about all this and how can they make work better for their employees? Let’s ask one.


What It’s Like to Work at Limeade

Speaking at the Being a “Best Place to Work” panel at TINYcon, Henry Albrecht, CEO of Limeade, shared his thoughts on the importance of companies becoming great places to work.

After receiving numerous positive survey responses from its employees, Limeade — which builds corporate wellness technology — was recently named a Great Place to Work. Albrecht says that’s partially by design: the company made it a goal to win awards because — just like employee recognition makes workers happier — it’s nice when an organization’s collective efforts are noticed.

But Limeade doesn’t focus explicitly on winning awards just for the sake of winning awards. Instead, the company strives to fulfill its vision and uphold its values. Together, that translates into recognition. As a result of that recognition, tons of resumes from very qualified individuals pour in whenever a new job opening pops up. This is because more and more smart folks are finding out what Limeade’s all about.

It’d be a lot harder for Limeade to speak from a position of authority if it wasn’t a great place to work, Albrecht said. Customers like to feel as though the company means what it says. By earning the “Best Place to Work” award, Limeade has proven itself authentic and credible.

Here’s a brief summary of Limeade’s scorecard that earned them the award:

  • 98% of employees care about each other
  • 98% of employees say they can take time off when they need to
  • 96% of employees believe their work makes a difference
  • 96% of employees say management is “honest and ethical”
  • 95% of employees agree that workers are given a lot of responsibility

If only 21% of Limeade employees indicated their coworkers cared about one another, for example, how could the company sell wellness technology with a straight face?

Employee well-being is closely correlated with engagement. Albrecht was particularly happy with the fact that 93% of his employees filled out the survey in the first place. As long as people are offering feedback, companies are able to make changes for the better on a continual basis.


Your Company Won’t Ever Be Perfect

This is all not to say that you should stress over the fact that, no matter what you do, some employees will eventually jump ship. Such is life. Even if 99% of your workers are happy, 1% might be miserable.Think about turnover through the well-being lens, Albrecht said. Maybe someone will be happier at their next gig.

In other instances, you might just make the wrong hiring decisions to begin with. That’s just the way it goes sometimes. To prevent the likelihood that happens, tell prospective candidates what might make them hate working for you, Albrecht said. Be as transparent about the challenges as you can, and you’ll reduce the chances you’ll hire someone who doesn’t fit in with what you’re trying to accomplish.

Building a great company starts with creating an atmosphere where people love showing up to work every day. Do that, and word will get around that it’s pretty awesome to work for you. You’ll have no trouble finding talented candidates to fill positions. And who knows? Your company might be named a “Great Place to Work” too.



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