TRANSEARCH: How To Become A "Best Employer"
Around this time of year, various business media release their annual report on the workforce practices of so-called “Best Employers” across a number of different global industry sectors.
These special reports typically highlight big-brand companies with enormous financial resources and what they’re doing to attract, motivate and retain exceptional people.
They also include some number of small- to medium-sized enterprises that are doing some number of unique and newsworthy things to find good workers, to align their values with those of employees, and to do some good for their communities along the way.
Then come the more headline-generating but often impractical approaches of new venture companies and other start-ups.
Those like the types often featured in “Best Employer” business media tend to view their human resources practices as a mechanism for generating publicity and appealing to a certain subset of the working population, often younger, “millennial” workers who share a desire to ditch longstanding employment conventions.
From the outside, there are certainly some worthwhile ideas to consider given the lessons shared about these “Best Employer” companies. Many, as it turns out, would be impractical for your organisation to implement, or simply too costly.
So while global leaders may feel compelled to rush headlong into some form of copy-cat realignment of their people practices based on what they may have just read, you would be well served to contemplate the launch of any new workforce programs only after a very careful review of your company’s current strengths and weaknesses.
The road to becoming a “Best Employer” has its genesis within your own company’s walls. Driving its first kilometer requires a review of your current workplace and Human Resources practices as well as an assessment of the HR function and its willingness to drive change that aligns with business strategy.
Then comes leader-level discussion of the financial resources the company can leverage to launch and sustain new programs – and engagement with people across departments and functions to see what would most engage, motivate and reward them for achieving better performance.
Next comes a clearly defined performance assessment process that holds managers accountable for communicating expectations to their subordinates, and a willingness to remove those who don’t follow the prescribed process.
All along the way, today’s global leaders must also take stock of their organisation’s unique culture. What is it that makes your company unique? What would employees say makes it special in some way(s)? What business objectives is it driving toward and to what end? And finally, how does it define leadership – not just for leaders, but for every one of its workers?
Becoming a “Best Employer” first requires that your organisation become a “Better Employer.” If it achieves that, you will, at least be recognised by your people. Build on it, and you may just find yourself reading about your own company in the pages of future “Best Employer” special editions in the media.
To read the full article by TRANSEARCH, click here.