How do companies retain and attract talent if they may not have an actual place for employees to go to anymore? What kinds of things do employees want to see with remote or hybrid work becoming the new normal?
The good news is that company culture isn’t tied to the four walls of a building – it’s a set of experiences that people have every day that create a great workplace. Sure, perks matter – they grab attention and can be a sign of leadership’s investment in their people – but they are just the beginning.
Today, Employer Brand is less about perks and more about actions and experiences. Through studying employee experience for nearly 30 years, Great Place to Work® research shows that tangible benefits – like fancy campuses and buffet lunches only go so far. Our data tells us that in this new environment, people want five primary things:
When asked what makes their company a great place to work, employees surveyed during the pandemic frequently praised leadership for its “transparency” and increased “communication.” These are markers of trustworthy leaders.
"During this COVID-19 period, the company has gone above and beyond to stay in touch with employees and offer programs for the wellbeing of its employees. I still feel I'm part of the company community even though I am working from home. It's awesome!"
Managers can create trust with employees right now by:
Employers need to trust their employees to do what’s right for the business.
A genuine belief that people …
… infuse day-to-day practices with authenticity.
If you are checking in on your team, it should be because you care about their wellbeing and want to ensure they have the support they need - not because you want to make sure they are working. If you are implementing rules about what people can and can’t do when they are working from home, you are sending a message about how little trust you have in them.
This kind of micromanagement is also known to cause job burnout, so resist the urge to define what working from home should look like, and instead focus on communicating clear objectives and measure people’s performance against outcomes.
Choosing to have more faith in people is the foundation of a high-trust culture. The glass-half-full perspective sparks goodwill and higher levels of trust. That goodwill and trust fuel high performance.
More resources:
Working from home in a pandemic can create high pressure and isolation. Great managers must build connections with and between employees and reassure their people that they’re not alone.
Sometimes this means dropping the “professional persona” and sharing more of our authentic selves with our people. Employees who report experiencing a sense of connection to their managers and colleagues during the pandemic describe management practices like these:
Episode 11: Creating a Culture of Resilience Through Remote Work with John Riordan
👇 Click on the image to listen to the episode 👇
Wellness is multilayered today. When people think about wellness, it goes beyond physical health like increasing steps and eating more veggies. It’s about mental and emotional wellness – not just for themselves but also for their families and their communities.
Wellness also includes financial health. People are looking to their employers for guidance on how to manage their money, prepare for retirement or what they should do with that government stimulus check they received.
Financial wellness can be educational or financial help at times of crisis. For example, Workday put money in people’s hands early on in the COVID-19 crisis to help mitigate the impact of an uncertain economy and job market can have on employees.
In a job seeker survey, 83% of respondents said an employer’s commitment to diversity is a factor deciding whether to accept a job.
An employer’s commitment to diversity not only attracts talent but also retains and engages talent. Our research shows that when employees trust that they and their colleagues will be treated fairly regardless of race, gender, sexual orientation and age, they are:
Why? Because people want to see people who look like them in management. They want evidence that opportunities for growth and development are available to everyone who puts in the effort.
They want to know that the organisation they work for has values that align with their own – with values like treating all people with respect and fairness at the top of that list. People want to align themselves with organisations that allow them to bring their authentic self to the table and celebrate differences.
And that’s the kind of company millennials and Generation Z want to work for.
There’s no doubt that working from home is here to stay. When reviewing your benefits, ask yourself: to what degree do your benefits and wellness offerings allow people to feel safe, accepted for their authentic selves and included in all aspects of life at your company?
Perks attract people to your business, but management’s actions are what get people to stay and give their best work.
About Great Place to Work®
Great Place to Work® is the global authority on workplace culture. We help organisations quantify their culture and produce better business results by creating a high-trust work experience for all employees. We recognise Great Place to Work-Certified™ companies and the Best Workplaces™ in more than 60 countries. To join the thousands of companies that have committed to building high-trust company cultures that help them attract, retain and take care of their people, contact us about getting Certified today.