On the evening of September 18, ERC’s NorthCoast 99 program celebrated two decades of honoring best Northeast Ohio workplaces for top talent. The 1920s-themed awards event drew nearly 900 guests to the Hilton Cleveland Downtown to recognize “Roaring Workplaces” for their exemplary human resource practices.
Early in the magical, Gatsby-inspired evening, the halls of the Hilton filled with post-Prohibition celebrants adorned in feathered headpieces, pearls, fedoras, and other festive period attire. Honorees, sponsors, and special guests mingled in dazzling reception spaces and playfully posed for photo booth pictures and roaming cameras.
It is true that becoming a “great workplace” doesn’t happen overnight. But instead of getting overwhelmed by a seemingly endless list of programs and offerings (and money...being “great” must cost so much money!) that so called “great workplaces” should all have, let’s take a look at what it means really to be “great”—with a few practical bite-sized pieces that you might be able to tackle at your organization right now sprinkled in for good measure.Read this article...
In its 13th year of honoring 99 of the best places to work in Northeast Ohio, ERC is excited to announce that the 2011 NorthCoast 99 Application is now available! Applications will be accepted from now until April 29, 2011. Applicants are encouraged to register at www.northcoast99.org/application to begin their organization’s application process.
There is still no cost to apply, and every applicant receives a free benchmark report in September which summarizes how an organization scored relative to the winners and other applicants.
The application process involves the following:
To be recognized as a great place to work during good economic times is certainly a great achievement; however, during tough times the ability to attract, retain, and motivate top performing employees becomes even more critical. For more reasons to apply for NorthCoast 99 this year, please visit: http://www.northcoast99.com/.
The 2011 NorthCoast 99 Award program is sponsored by Anthem Blue Cross and Blue Shield, CareerBoard.com, CareerCurve, Cinecraft Productions, Inc., Cleveland.com, FirstMerit Bank, Frantz Ward, Inside Business Magazine, Oswald Companies, PS Awards, Staffing Solutions Enterprises, and WVIZ/PBS and 90.3 WCPN ideastream. In addition, NorthCoast 99 is endorsed by the Cleveland Society of Human Resource Management (CSHRM), the Northeast Ohio Human Resource Planning Society (NOHRPS) and JumpStart Inc.
For more information please visit www.northcoast99.org.
Why do some organizations receive more qualified job applicants? Have more positive work environments? Experience lower turnover? Enjoy higher employee engagement? Develop more innovative products? Here are five (5) of their top secrets.
Great places to work create a sense of openness in their workplaces – openness to new experiences, continuous improvement, sharing of information, and creative thought. This openness is created through transparent, direct, and honest communication at all levels of the organization. Leaders communicate information and feedback frequently and sincerely. Little information is held back from employees, and employees constantly have access to information about the organization’s performance and direction and the ability to ask questions about the organization at any time. Similarly, managers and supervisors provide frequent feedback and communicate directly and honestly with their employees. All levels of employees, particularly non-management staff, are encouraged to voice their ideas and opinions. These practices facilitate an open dialogue throughout the organization.
A strong sense of trust is prevalent at great places to work and is built on positive and constructive work relationships. Most importantly, there is a sense of trust in leaders and their ability to lead the organization successfully. Employees have faith that their leaders will sustain and grow the organization and develop a clear vision and direction for the business. To build this trust, leaders frequently engage and interact with employees, develop a history of good decisions that move the organization forward, model organizational values, and consistently “walk the talk” by delivering on promises and commitments. These leaders are individuals of integrity that inspire their followers.
There is also a strong sense of trust between employees and their managers and supervisors. Managers and supervisors trust their employees to complete their tasks, accomplish goals, and make decisions independently. Similarly, employees trust that their managers and supervisors will support them and look out for their best interest.
Fairness is widespread at great places to work. Fairness, or perceptions of equity and justice, refers to when organizations make employment decisions (such as promotions, rewards, and pay) based on objective criteria – typically performance. By fairness, we are not referring to distributing these rewards to all employees equally. Nor are we referring to respectful and courteous treatment, which should be given to all employees. At great workplaces, those employees that outperform others receive rewards. Rewards are fairly distributed to those that deserve them.
Similarly, great places to work strive to provide a competitive total rewards package, including competitive and fair pay and benefits to its workforce. They monitor workplace trends and deliver a competitive package that attracts the right talent.
Support is a critical part of great places to work, and provided at all levels of the organization – from leaders, managers, supervisors, and even coworkers. Support is prevalent when an organization conveys that it cares about helping employees achieve more for themselves or meet their needs – both personally and professionally. It is communicated and manifested in policies, procedures, and programs, and in how people interact and communicate with one another. People work together, help one another succeed, and support each others’ needs at supportive workplaces.
Great places to work provide flexibility in meeting personal and professional demands; on-going opportunities and interest in professional development through training, career development, and advancement opportunities; new and challenging work experiences; support for health and well-being; and appreciation for contributions and accomplishments. These are all important ways that these organizations show their support to employees.
There is a strong sense of pride and positivity prevalent at great places to work – specifically pride in one’s work, team, and the organization as a whole. Great places to work encourage taking pride in one’s work, recognizing that when employees are passionately and emotionally connected to their work, they are most engaged. These workplaces also encourage taking pride in team accomplishments, which facilitate stronger work relationships and camaraderie. Finally, at great places to work, employees take pride in the organization as a whole and the products and services it offers to customers. They are incredibly connected to the organization’s mission and purpose.
We find that employers often underestimate their workplaces in terms of these characteristics, and encourage them to consider how their organization stacks up against these crucial aspects of the workplace. You may be surprised to find that your organization has all of this. Becoming a great place to work is more about building the right climate and culture that attracts, retains, and engages top performers, than instituting the most popular and attractive perks.