Across the globe, the core components of a positive employee experience remain unwavering and employees around the world share common desires: trust in leadership, pride in their work, and meaningful connections with colleagues.
Great Place To Work® analyzed more than 6.2 million survey responses representing the experiences of 18 million workers worldwide resulting in this year’s Fortune World’s Best Workplaces™ List.
These 25 exceptional workplaces transcend the typical global employee experience, with 90% of their employees reporting an outstanding workplace—significantly surpassing the global average.
Michael C. Bush, CEO of Great Place To Work, emphasizes, “It doesn’t matter what country or continent you call home. What matters is the trust companies build with their employees. High-trust workplaces listen to all their people, innovate, adapt, measure, and repeat.”
The impact of a great workplace extends beyond individual borders; it is transformative for employees globally. The significance is clear: when businesses cultivate a great place to work and live for everyone, it creates measurable benefits for the world.
Eligibility for inclusion requires companies to operate in three or more countries, employing at least 5,000 workers globally, with 40% or 5,000 employees outside their headquarters country.
This year's list witnessed heightened competition, with a 28% increase in participating companies and a 40% rise in survey submissions.
The 25 winning organizations distinguished themselves with a higher percentage of workers reporting fair pay (75%), healthy work-life balance support (84%), and a voice in decisions affecting their lives (81%) compared to typical global workplaces.
Notably, 88% of employees at these winning organizations would recommend their employer to friends and family—a striking 34 percentage points higher than the global average of 54%.
As we explore what ‘great’ looks like, we uncover valuable lessons that can be applied universally, fostering workplace excellence.
Here are some of the ways companies on the list are investing in their employees, shaping experiences that drive not only individual satisfaction but also contribute to robust business results.
1. Involve employees in decisions that affect them
Acknowledging the unique contributions of each team member creates a workplace where innovation thrives. Involving employees in decision-making contributes to a dynamic and resilient organizational culture, regardless of geographical location.
In Switzerland, where job satisfaction tends to be higher than the global or even European average, engaging employees in decision-making processes may seem intuitive. When individuals feel their opinions matter, it not only enhances their sense of belonging but also contributes to a workplace culture that values diverse perspectives. This approach fosters innovation and adaptability, crucial qualities for sustained success in a rapidly evolving business landscape.
Hilton, the new No. 1 on this year’s list, ensures that employees have their voices heard when making decisions that affect them.
In Central and Latin America, it launched “My Voice Matters,” an eight-week listening campaign where leaders received feedback from over 5,000 team members. A commitment to listening is why 84% of Hilton employees say management involves them in decisions that affect them – three percentage points higher than the average for all winning companies.
2. Ensure every employee has a fair, engaged manager.
Emphasizing fair and engaged management aligns with values of equity and reliability. In any work environment, cultivating a culture of equality ensures that employees, regardless of background or role, have the support they need to excel.
At the World’s Best Workplaces, 79% of employees say their manager doesn’t “play favorites” — and at Cadence, No. 9 on the list, it’s 86%. To accomplish this, Cadence has 90% of its managers around the world complete unconscious bias and allyship trainings.
Cadence’s focus on developing its managers is epitomized by its mentorship program which came out of work with its employee resource groups (ERGs). By supporting both mentors and mentees, the company is able to build deep trust between workers and management.
Taking a page from Cadence's success story, organizations aspiring to create a fair and trusting environment should consider implementing comprehensive manager development programs. Such programs may include unconscious bias and allyship training to instill a culture of impartiality. Additionally, adopting mentorship initiatives can further deepen the bonds of trust between employees and management. This dual strategy not only enhances workplace fairness but also contributes to the cultivation of a positive and inclusive organizational culture.
3. Encourage every employee to find a healthy work-life balance.
In environments that already prioritize well-being, amplifying workplace satisfaction can be achieved by emphasizing a healthy work-life balance. Recognizing diverse employee needs and providing flexibility in work arrangements enhances productivity and job satisfaction. And promoting mental well-being through a balanced work-life approach becomes a natural extension of values.
At Atlassian, No. 16 on this year’s list, 94% of employees say they are encouraged to find a healthy work-life balance, 10 percentage points higher than the average across winning workplaces.
One of the extraordinary things Atlassian offers is a distributed-first work environment. Employees are not required to work from an office and can spend 90 days a year working away from their permanent work location. Teams are oriented around time zones, with team members maintaining an overlap of at least four hours each workday to support collaboration.
Remote work isn’t a panacea for the employee experience, but the way Atlassian enables remote teams offers a level of flexibility that its team members value deeply.
But as always, there is no one size fits all. The key in encouraging a healthy work-life balance is listening to and truly understanding the diverse employee needs and finding solutions where every person can thrive both personally and professionally.
4. Connect every employee to meaningful work.
Finding added fulfillment by connecting every employee to the broader mission of their organization is a universal aspiration. Beyond financial success, organizations can contribute to societal and environmental goals. The idea that their work goes beyond the office, creates a sense of purpose that transcends the daily grind and culture that resonates positively with professionals worldwide.
At the DHL Express, No. 2 on the list, 90% of employees report feeling that their work is more than “just a job.”
That’s in part due to company efforts to support the communities where it operates, spending 1% of net profit each year giving back. Some examples of this commitment are how DHL helps refugees find a new start with the company, or efforts to shrink its climate footprint.
To ensure every employee feels connected to the company mission, countries are asked to cascade information and engage employees around the question of purpose. For example, in the Americas, employees were asked to upload their own personal purpose to start a conversation around how every employee contributed to the big picture goals for the organization.
To connect your employees to your organization’s purpose start by clearly articulating it and engaging in regular discussions to align individual goals with broader objectives.
Check out this year's winners and learn more about how your organization can make a Best Workplaces™ list by visiting the Great Place To Work website.
