WWW.QNS.COM RIDGEWOOD TIMES JANUARY 21, 2021 27
The strategic advantage top workplaces are using in 2021
BY DOUG CLAFFEY
ENERGAGE
People often ask me what separates
Top Workplaces from the
rest. And while they outperform
average organizations on many
levels, there’s one key distinction:
Top Workplaces leaders know that
creating a workplace culture where
employees are highly engaged is a
competitive advantage. And they
make it a strategic priority, day in
and day out.
Nationwide, less than a third of
employees are truly engaged at
work. But it’s a different story at Top
Workplaces. Of the 57,000 organizations
we’ve surveyed since 2006, Top
Workplaces achieve almost double
the engagement rate.
Those companies that score in
the top 10 percent on our surveys
see engagement levels above 85
percent.
Recognition and bragging rights
aside, employee engagement translates
into stronger retention, higher
productivity, and better performance.
But employee engagement is the outcome
of a healthy workplace culture.
In today’s business environment,
employee culture distinguishes the
world’s most valuable companies. It’s
where value is created or destroyed.
In fact, culture is the only remaining
sustainable competitive advantage.
Great business strategies can be
copied, but culture cannot. When an
organization’s culture fails, it’s only
a matter of time before it becomes
public and costly.
Every organization has a culture.
Some are intentional, some accidental.
Companies that say culture is a
priority but don’t back it up are just
fooling themselves. This is how leaders
lose their jobs and how companies
cease to exist.
Leaders at Top Workplaces are
intentional about defining and forging
a unique culture that directly
supports specific business goals. Not
that all cultures are the same. Even
among Top Workplaces, some thrive
on high energy and fun, while others
benefit from quiet intensity. So ask
yourself:
• What defines your workplace
culture?
• How do you know?
• Are you happy with it?
• Is it helping or hindering your
business objectives?
Whenever I ask leaders these
questions, the answers spur terrific
discussions. The challenge is understanding
how to measure culture and
how to change it. The most tangible
measure of culture is employee engagement.
Great workplace cultures
flourish when a team of talented
people share an organization’s values
and embrace its objectives. We look
at these key factors in engagement:
Motivation: As an employee, do
you feel you are giving your best?
Commitment: Do you want to
stay?
Referral: Would you recommend
the organization to others?
Strong cultures become selfsustaining:
they attract like-minded
people who will thrive in that environment.
That’s why Top Workplaces
can be picky about who they bring
onboard, whereas other organizations
have to pay more money to keep
people.
Speaking of spending, isn’t it
strange that some organizations have
training budgets and hiring budgets,
but not budgets for culture and retention?
Training and consulting soak
up money and time but tend to not
change behaviors.
Today we see companies using
technology in smart ways connect
with their employees and move the
needle on employee engagement.
This new breed of solutions — inspired
by social media and backed
by neuroscience — open the lines of
communication and enable organizations
to craft a culture that supports
business strategy and is resilient to
changes in their market.
Creating a great workplace culture
requires raising the level of trust
and connection among employees
so they commit their best every day.
Top Workplaces do this, and they do
it consistently well. So when leaders
at aspiring organizations ask me how
they, too, can capture this advantage,
my answer is this: get intentional
about your workplace culture.
Nominate your workplace at topworkplaces.
com/nominate/amny/
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