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Sponsor Content

Workplace trust revolves around a set of critical relationships – between management and employees, employees and their colleagues, and employees and their work. Key management levers used to foster trust involve nine practice areas illustrated above.

By Ron Grey, Ph.D. Senior Vice President, Great Place to Work

The development of our core conceptual framework for assessing and transforming organizations into high-trust, high-performance workplaces for all is rooted in the seminal work of Myron Moskowitz and Robert Levering in 1984. Their best-selling book triggered the Best Workplaces lists now published in over 60 countries and, accidentally, created a business called Great Place to Work.

The basic underlying principles and philosophies are simple, timeless and intuitive while backed and validated by extensive empirical research and business experience drawing on data representing over 100 million employees’ workplace experiences worldwide.

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WORKPLACE TRUST: THE FOUNDATION

Workplace trust revolves around a set of critical relationships – between management and employees, employees and their colleagues, and employees and their work. To build and sustain a great place to work, all three sets of relationships must not only be strong on their own but aligned with each other and the strategic vision and values of the enterprise.

Our empirical research spanning a broad cross section of industries, geographies, organizational and work force demographics are convincing in linking high-trust cultures to superior employee engagement and business success as measured by numerous Key Performance Indicators. These KPIs include financial metrics like revenue growth, profits, stock market returns; customer metrics like service excellence, loyalty, repeat business; employee and operational metrics like talent retention, productivity, absenteeism, engagement; and many others.

To create and sustain a high-performance, great place to work, leaders must build trust by demonstrating credibility, respect and fairness … and continuously encourage pride and camaraderie.

— Ron Grey, Ph.D. Senior Vice President, Great Place to Work

The overriding messages are clear: To create and sustain a high-performance, great place to work, leaders must build trust by demonstrating credibility, respect and fairness … and continuously encourage pride and camaraderie.

LEVERS FOR ACTION AND POSITIVE CHANGE

Evolving from a good to a great to a best workplace is an ongoing journey marked by numerous hurdles and key milestones unique to each organization. We partner with clients to accelerate and sustain their journeys, navigating pitfalls, leveraging insights and applying practical management tools.

Key to this journey toward a Great Place to Work is maximizing the key levers for trust – nine practice areas or management “levers” in three major groupings covering:

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  • inspiring leadership, upward and downward communication;
  • caring, developing and thanking employees; and
  • hiring the right talent, celebrating and sharing in the rewards of success.

By examining an organization’s underlying people management, policies, programs and practices within the context of these nine levers, Great Place to Work’s Trust Model helps organizations understand their culture and identify areas of opportunity to improve the employee experience.

Among the Trust Model’s unique features is an ability to integrate employee perception data with data on actual underlying management practices to identify areas of alignment and misalignment. In addition to identifying priority strengths and opportunities, this model also highlights potential “disconnects” where well-designed and intended programs are missing the mark with employees due to weak communication and/or execution.

Want to learn more? Download Great Place to Work’s Trust Model.


Produced by Randall Anthony Communications. The Globe’s Editorial Department was not involved in its creation.

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