A Great Place to Work® is a place that inspires you to reach for the stars. It's a place where employees of all generations can develop personally and professionally, where people trust and support each other, where they take pride in their work, and where working with their colleagues is fun. A Great Place to Work® is a place where you can realize your potential.
For more than 20 years, Great Place to Work® has been collecting and analysing data to measure the workplace culture of organizations. Trust has always been the foundation of a great workplace culture. But as the workplace evolved and countless organizations were evaluated, the methodology was constantly adapted - because great employers are only those who create a Great Place to Work for all employees.The Great Place to Work® For All model therefore measures six factors: mutual trust as the basis of the workplace culture, values that are lived, leadership quality, the extent to which all employees develop their potential and the resulting innovative strength and value creation.
Based on our methodology, we recognize organizations as Great Place to Work®.
The For All model focuses on the development of the potential of all employees. This is the key to greater innovative strength and higher value creation.In a football team, for example, mutual trust is the basis for good teamwork. The team spirit, however, is shaped by lived values such as discipline. And if the coach and captain prove their leadership qualities, the team has the potential to become a top team. But if it really wants to score goals (added value) and play out the opponent's tactics (innovative power), the potential of each individual player must be fully developed.
Organizations must be agile, innovative and authentic in their dealings with their customers in order to be economical and to successfully meet the challenges of the modern working world. But they can only achieve this with a workplace culture in which all employees give their best and the potential of all employees is developed.
Benjamin Franklin once said, "Be careful with small expenses - even small leaks sink a big ship." The same is true of the development of the potential of all employees; if it is not fully developed, profits are simply allowed to pass by - and one day they will decline. The biggest leaks are where positive work experiences and mutual trust are lost.
Maslow showed in his Pyramid of Needs that human beings must first satisfy physiological, security, social and individual needs before they can realize themselves. The same is true for basic needs in the workplace; 30 years of research has shown that it takes trust-based relationships, pride and team spirit before the potential of all employees can be developed.
In today's world of work, maximizing the potential of all employees becomes the heart of a great workplace - and at the same time the bottleneck for the existence of organizations.
The key to the potential development of all employees is trust. Trust - above all a relationship of trust between employees and managers - remains the most important asset in today's working world. Because even though the business world is changing, people and trust remain the universal condition for positive interactions. As the foundation of a trust-based workplace culture, it requires credibility, respect, team spirit, pride and fairness.
When leaders and employees behave fairly, treat everyone with respect and show that they are capable of managing the business with competence and integrity - then trust is created. A trust-based workplace culture enables decisions to be made more quickly, involves all employees and promotes cooperation. For this very reason, trust is also an urgently needed breeding ground for agility. So if the Great Place to Work® For All model is the engine, then trust is the fuel.
Anyone who thinks of slogans or the career website in terms of lived values is on the wrong track. Lived values are the principles that show the way employees work together in an organization on a daily basis.
Research on the workplace culture of more than 700 companies has shown that lived values lead to greater integrity among employees and thus to higher productivity, greater profitability, better corporate relations and greater attractiveness as an employer for potential talent. It therefore pays off to base corporate strategy on the values that are lived.
In order to tap the full potential of all employees, leadership effectiveness is needed. Leadership effectiveness is characterized by the creation of meaning, respect, care and fairness towards employees - in that the leaders value the employees and actively live out the corporate values. Equally important is mutual trust in management, since in modern working environments leadership is not only horizontal, but also vertical and shared.
Only in this way can a trust-based workplace culture be supported by all those involved and affected. Furthermore, each management level should communicate a coherent strategy. Each business unit, each department must understand what part they contribute to the common corporate vision. Finally, it is important that leadership teams represent the diversity of the workforce. The better it is reflected in leadership teams, the greater the credibility with employees - because people who are similar to one another believe more.
When the potential of all employees is fully developed through leadership effectiveness, values that are lived and trust, the commitment and motivation of employees to contribute productively to an organization increases. The changes in the world of work due to digitalization and globalization, as well as the trend towards new forms of work, mean that organizations must constantly remain innovative in order to meet the high competitive pressure. Innovation concerns products and services, internal processes and cooperation. Higher efficiency and profitability are the consequences of an organization's permanent innovation work.
To achieve this higher strength of innovation, however, organizations need the collective intelligence and commitment of all employees. If the ideas of employees are not heard, not taken seriously or not implemented in workplace cultures, motivation and commitment will disappear - and with them the employees. They will implement the idea in another company or in their own start-up. But if employees work in an encouraging and inspiring climate, the impetus for ideas will also increase, and so will their innovative strength, provided that the potential of all employees is developed.
To build stability, a company needs a long-term strategy and sustainable value creation. This goal is often attempted by reducing costs or increasing prices. However, the most important driver of value creation is ignored: the employees. Provided a trust-based workplace culture and positive experiences, employees deliver the greatest power for value creation. Through their motivation and commitment, they go the extra mile; not because they have to, but because they want to - and have a smile on their face. This creates more value not only in customer interaction, but in all stakeholder relationships. Ultimately, this is also reflected in the financial figures. So anyone who invests in their workplace culture, and therefore in their employees, is investing in higher value creation.