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WORKPLACES
GREAT PLACE TO WORK SPECIAL REPORT MAY 2010 www.greatplacetowork.co.uk
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10
CONTENTS
4 16 Preparing for the The Trends 24 The Experts
Upturn Professional services This year, the Great Place
As we emerge from the and consulting is one to Work Institute UK, has
recession, business has a of the best performing introduced a new Special
rare chance to become sectors in this years Best Category Excellence
more competitive by Workplaces Programme. Award for learning and
focusing on employees, We examine the other development. We outline
says Nic Paton trends that have the winners of this and the
4 emerged in the UK and rest of the awards
6
Europe
The Winner
A culture emphasising
18 European Top 100
26
divide
Generational
communication and
The Best Workplaces With generational diversity
trust has helped Baringa
Programme in Europe being such a hot topic in
Partners to scoop the top
covers the top 50 small and todays workplace, how do
award of best workplace
medium-sized workplaces Best Workplaces manage
in the UK. Widget Finn
across the continent different age groups?
explains how
Andy Allen nds out
20
22
8 A healthy approach
Growing numbers
Small and
perfectly formed
With rock solid
28 A common good
Organisations can no
of businesses are
retention rates and staff longer afford to ignore
recognising the
encouraged to contribute corporate responsibility
importance of health and
suggestions at any issues, especially the
wellbeing, particularly the
time, its not surprising environment. But it is in
Best Workplaces. Kate
Centor Insurance and the truly great places to
Hilpern explains
Risk Management have work that responsible
10
28 won the Best Small business practices are part
Workplaces Award 2010, of the DNA, writes Hannah
Word from the
EDITOR says Widget Finn Prevett
Anna Scott
top
30
What are the key assets
22
DESIGN an organisation holds that
Redactive Media Group
make it a Best Workplace?
Trust: the smallest Hall of Fame
PUBLICATION DIRECTOR We asked the people at
Williams Johnson word that makes the For the rst time in
the top
biggest difference the history of the Best
12
PROJECT COORDINATION
Paula Melo
It drives loyalty and Workplaces Programme in
Vijay Mistry growth and can help Europe, two organisations
UK Top 50
organisations survive in have received the Great
PEER REVIEW From biotechnology
Richard Widdowson tough times. Liz Hollis Place to Work Masters
to social services and
looks at why a culture trophy for achieving a
RESEARCH AND ASSESSMENT government, this years
of trust is essential for a place in the UK ranking for
Great Place to Work Institute UK 50 Best Workplaces in the
great workplace 10 consecutive years
UK covers a wide range of
PUBLISHED BY
Redactive Publishing Ltd, 17-18 Britton Street, sectors
London, EC1M 5TP, Tel +44 (0)20 7880 6200
DISTRIBUTED BY
The Guardian
The Financial Times
15 UK Best Small
This year, for the rst time,
Business Life Magazine
we highlight the top 10
FRONT COVER best small workplaces in
MEESON/hitandrunmedia.com the UK
FOREWORD
This year we celebrate the 10th A key element of our but it is what they do on a daily
edition of the Best Workplaces mission is to create role model basis to earn and sustain the
Programme. Since its inception workplaces. In a year in which trust and respect of their people.
in the UK, the initiative has role models have seemed to Leaders of Best Workplaces have
been welcomed and employed be few and far between in long understood that progressive
by some of the largest and most both business and political people management practices
respected organisations in the arenas evidenced by the many and generous bene its could only
country. scandals that were constantly get them so far in this journey
Tom OByrne In this period, we have in our media headlines, we feel and unless they are backed up
Chief executive ofcer, recognised more than 500 a renewed sense of purpose with real meaning and substance
Great Place to Work
Institute UK
exemplary UK workplaces from awarding the Institutes these ingredients wont equate to
and over 4,000 workplaces in Masters Award, for the irst time a great workplace culture. In this
Europe across our 17 national in the history of the programme 10th anniversary, lets celebrate
Best Workplaces initiatives. But, in Europe, to two outstanding the examples of these workplaces
its not all about recognition. workplaces. Wragge & Co and and their leaders who so clearly
We have worked with these Admiral Group have received demonstrate that leadership is
organisations and their leaders this life-time award after 10 not just about commanding trust
to measure their workplace consecutive years of success in and respect but giving it and
climate and give them metrics our rankings. setting the example.
and intelligence to assess So what makes these
how they were doing in their workplaces and their leaders Tom OByrne
journey to create their own role models? Its certainly not the Chief executive of icer, Great
great workplace cultures. fact that they won this accolade Place to Work Institute UK
www.greatplacetowork.co.uk 3
THE UPTURN
helped McDonalds
www.greatplacetowork.co.uk 5
THE WINNER
Baringa Partners
Head Ofce: London
Website: www.baringa.com
A culture that emphasises to have someone to answer simple archy, which encourages a free low
communication and trust questions such as how do I do my of information around the organi-
has helped Baringa Partners timesheet? or where are company sation. Senior management is
scoop the top award of best meetings? the sort of thing you committed to being frank and open
workplace in Britain. Widget dont want to bother your manager about bad news as well as good
Finn explains how with, but which are vital to getting tidings, says Jim Hayward, senior
up and running straight away. partner with responsibility for
All staff members, as part of HR. E-mails are sent to everyone
their induction, are also assigned a applauding signi icant individual
career advisor who acts as a mentor efforts and congratulating people
I love this place and I love the job I large consultancy, he found Barin- throughout the individuals time at who have been promoted. Updates
do. So says one of the employees at gas recruitment process friendly Baringa, providing guidance, iden- and summaries of the latest client
the winning company of this years and amiable. After the irst round of tifying opportunities and training, engagements are circulated.
Best Workplaces award, Baringa interviews, candidates are encour- and evaluating career progress. E-mails inform all employees of
Partners. I believe we are all excep- aged to talk to someone who is at a Communication and trust are individual resignations, personally
tionally proud to work for such a similar level in the company to ind essential to Baringas success, written by a director and detail-
unique, encouraging and fair com- out what its like to work here. claims Mr Mansour. We have no big ing the employees successes and
pany, another staff member adds. Successful candidates are sent central of ice where everyone gets conveying the companys thanks.
Baringa, a management con- a bottle of champagne, and their together round the coffee machine. We also strive to give honest expla-
sultancy that specialises in the arrival is announced to the whole Our consultants spend most of their nations when we have to request
energy and utilities markets and company via email. At their irst time at client sites, so we use regu- short-term extra efforts and longer
the inancial services industry, has company meeting, theyre pre- lar company meetings every six hours, so that everyone under-
a company culture that focuses on sented with a company t-shirt to weeks to catch up with colleagues, stands the reasons.
supporting and growing talented show theyve joined the team. meet new joiners, get up to date Celebrating success is a key way
and motivated staff, says managing As a new joiner, Mr Munton was with strategy and achievements, to motivate people. Baringa gives
partner Mohamed Mansour. All paired with a buddy for his irst and give everyone an opportunity a quarterly award of 500 to an
our senior people are involved in year. Everyone has a buddy who to have their say. The meetings individual who has demonstrated
every recruiting decision we make. can provide advice and unof icial contribute to the open, honest and an exceptional contribution to
We use personal networks, select- help. I received a phone call from consistent communication needed the companys core values, with
ing the best people we have worked my buddy on my irst day in the to build trust. annual awards for Team of the Year,
with, alongside more traditional of ice to welcome me. It was great The meetings are followed by the Star Player, One to Watch and
methods of inding new talent. more casual interaction, adds Mr Cheerleader. Teams hitting mile-
Recruiting in this way makes a dif- Mansour. After the of icial meet- stones mark the achievement with
ference to the psychological contract Everyone ing, there are informal drinks to drinks and dinners, company away
Baringa has with its employees: the which partners are invited. We hold weekends celebrate successes
emphasisis is not just on ensuring is open, the events in London or a country with families, and, importantly,
staff are suitable for the organisa-
tion, but also that the organisation
honest and hotel, and later this year the whole
company plus partners are meeting
promotions are based on skills and
contribution, not time served.
is suitable for staff. The company approachable in Sorrento, Italy. Management consultancy is a
provides a budget for all new pro- One employee says: Everyone male-dominated profession, with
spective employees to be taken out with a can-do is open, honest and approachable, women accounting for only around
socially to understand more about
the company.
attitude to with a can-do attitude to getting
things done as a team. Nobody is
25% of staff. The Baringa Womens
Forum is a support network for
Guy Munton, who joined getting things left to do things on their own, which the 33 women in the company.
Baringa in 2008, is in charge of is excellent and a vast improvement Pentony OHagan at Baringa sees
recruitment within the inancial done on previous places I have worked. it as a forum for discussing and
services practice. Coming from a Baringa Partners has a lat hier- monitoring womens issues in
O ?WHAT IF! ?WHAT IF! ASDA ASDA CISCO SYSTEMS WINNER PROFILE
www.greatplacetowork.co.uk 7
A HEALTHY
APPROACH
Health kick: many
Best Workplaces provide
free fruit to staff
Growing numbers
of business leaders
are recognising how
important health
and wellbeing are lexible working has meant an
as business issues, extended service to clients. Happy
particularly those is also experiencing a lower turno-
from organisations in ver of staff, a more committed and
the Best Workplaces engaged workforce, and a reputa-
ranking. Kate Hilpern tion that means higher numbers
explains of quality candidates apply when
new positions come up. The Happy
At Happy Ltd, youre more likely to physiological but psychological brand has, in short, excelled owing
hear the word wellness than sick- too, says Mr Stewart. In fact, we to its holistic focus on health and
ness. Having decided to switch the go one step further, recognising wellbeing.
focus as part of its health and well- that family is often at the heart of Around 170 million working
being strategy ive years ago, the peoples wellbeing. To that end, days are lost to sickness absence
training company has since experi- we offer 100% of our people the every year, according to the latest
enced a 75% drop in the effects of right to choose to work lexibly. We CBI/AXA Absence Survey. Its a
staff sickness, as measured by the accept that things such as childcare problem that the Chartered Insti-
Bradford Factor a bespoke tool arrangements can sometimes go tute of Personnel and Development
that recognises that a person taking pear-shaped, in which case children reports as costing UK plc 692 per
two weeks off for an operation has are welcome to come to the of ice. employee per year and in the
less impact on the business than We also recognise that people typi- thick of the recession, probably
someone taking one or two days cally leave their manager, not their more. Indeed, recent research by of those who do acknowledge their
off every month. job, and we therefore enable people mental health charity MIND found existence, many dont think they are
Happys irst move was to give to choose who manages them. Staff that one in 10 people have visited prevalent. Even employers who do
all staff a 100 wellness budget can even change their manager at their GP for mental health support realise theres a problem often act
every year. They spend it on what- anytime if they want to. as a result of recession-induced half-heartedly, focusing on getting
ever they feel will help keep them Happys philosophy is simple stress. Mental health problems bottoms on seats. According to
healthy. Examples so far include a but effective. Last year alone, it alone cost British businesses 26bn the Health and Safety Executive, in
light to Venice, a massage, a Wii Fit saved the equivalent of 4% of a year, says the charity, whose new 2008/09 1.2 million people who
board and game and some vitamin pro its. Meanwhile, the focus on campaign Taking Care of Business worked were suffering from an
tablets, says chief executive Henry aims to tackle this problem. After all, illness they believed was caused
Stewart. this sum equates to 70 million lost or made worse by their current or
Happy then set about giving
every employee their birthday off
Strategies and workdays each year more than
that caused by heart disease and
past work.
It is not all doom and gloom,
if theyve scored well in their indi- policies are stroke combined, and three times however. Growing numbers of
vidual Bradford Factor. Meetings
and emails were set up to keep usually easy more than that caused by cancer.
Obesity is another major problem
business leaders are, like Happy,
recognising this is an important
staff abreast of health and well-
being issues and annual appraisals
to replicate costing 18 million sick days and
about 1bn a year.
business issue, with 81% of FTSE
100 companies now reporting
started being used as an opportu- and dont Perhaps even more worry- publicly on employee health and
nity to ask the question: How does
Happy help you achieve a good life necessarily ing than the igures themselves is
employers attitude. Forty- ive per
wellbeing, according to Business
in the Community (BiTC) research
balance? with results being meas-
ured. We see wellness not just as
cost much. cent of employers believe there are
no mental health issues at work and
from 2007. Employees are wising
up, too, with 6 in 10 workers
be fully integrated
out to others notably customers. within an organisation points to the irms online stress Without a link between the three,
Among the organisations in the toolbox, which enables employees the best strategies in the world
Best Workplaces ranking, 79% of to test their own psychological simply wont work.
www.greatplacetowork.co.uk 9
TOP
Camilla Soenderby Carole Edmond Martin Shuker
Abbott UK Bright Horizons Family Solutions KFC UK & Ireland
General Manager Managing Director, UK Managing Director
Abbott continues to invest in training We have a talented team of people, We are proud of our distinctly
and development, lexible bene its each bringing something unique to supportive and friendly team culture.
and work, and health and wellness Bright Horizons. We know that we One of the things that makes KFC a
programmes, which provide the best play a part every day in making a real great place to work is our core value
environment for our people to build difference to children and families. We of belief in all people which makes
varied and ful illing careers. all care passionately about what we do us passionate about celebrating and
and support each other, encouraging challenging our people, to help them
professionalism, growth and diversity. realise their true potential.
WE ARE
SEARCHING FOR
SCOTLANDS
BEST WORKPLACES
19 27 29 24
Windermere (02) impactinternational.com 19% | 49% Professional Services
27 24 24 24
Reading (09) microsoft.com/uk undisclosed | 29% Information Technology
27 23 28 22
Cardiff (06) admiralgroup.co.uk 2% | 50% Financial Services & Insurance
The rest of the Top 50 Organisations Employees UK Turnover No. of What Employees Feel
Headquarters (UK Sites) Website (Outside UK) Industry Sector Previous Most Positive About
Minorities | Women Awards
Abbott 1,199 (83,000) 381m ()
Maidenhead (04) abbott.co.uk undisclosed | 59% Healthcare 25 22 28 24
www.greatplacetowork.co.uk 13
GRADE
Institute is a global
respond to on a ive-point scale. It research and management
allows employees to give anony- consultancy with expertise
mous feedback on key aspects of in workplace culture
their workplace experience, includ- transformation and a
ing tangible aspects such as the presence in 44 countries
The Best Workplaces Programme in Europe. For the 2009-2010 perception of training and devel- worldwide. The Institute is
is more than just a ranking. Its edition of the European Best opment, and those intangibles, a commercial organisation
a developmental programme Workplaces Programme, more such as whether the companys with a social mission to
better society by helping
designed to equip organisations than 1,300 European companies leaders walk the talk. It accounts
organisations to transform
and leaders with knowledge participated, representing more for two-thirds of the score, making their workplaces.
and tools they need to create a than 293,911 employees. the employee the ultimate judge of
www.greatplacetowork.co.uk
healthy workplace and engaged The methodology used to assess this ranking. With over 1.5 million
workforce. The programme organisations is validated by 25 users across the globe, the Trust
encompasses three areas: mea- years of research and ongoing Index survey is the irst and most
surement and benchmarking, interaction with high-performing widely used tool to measure trust
access to thought leadership workplaces worldwide. It derives in the workplace.
through research, and best people from the Great Place to Work The Culture Audit manage-
practice and knowledge sharing. Model which de ines a great ment questionnaire to which
Over 4,000 organisations are workplace as an organisation HR professionals in the compa-
involved in the global Best Work- where employees trust the people nies respond covers nine areas
places Programme, making it the they work for, have pride in what and provides in-depth insights
largest of its kind. The Great Place they do, and enjoy the colleagues into values, policies and practices
to Work Institute conducts the they work with the Institute uses that support the organisational
initiative in more than 44 nations, two assessment tools for selecting culture. It makes up the inal third
including 17 national studies organisations. of a companys score.
www.greatplacetowork.co.uk 15
EUROPEAN TRENDS
As the world recovers from one of the due to a number of factors including pos-
worst recessions since the 1930s, when sible anxiety about the general economic
business growth sank to historic lows, outlook and potential concerns about
there was an average 15% revenue additional work generated by lay-offs. Ireland
7%
growth for European Best Workplaces Despite the added pressures, Best
102
in 2010, the Institute reports. Workplaces continue to grow their
Like other businesses, Best Workplaces workforce at 2.2% and productivity
faced some real challenges in the past by an astounding 12.9%. The recession
year. These workplaces had to resort to marked a paradigm shift from a share- UK
sabbaticals and lexible working arrange- holder to a stakeholder society where 7%
the successful companies of tomorrow 109
ments to keep their talent pool and in
Belgium
many cases make people redundant to will be those that help society to deal
6%
keep a loat. The Institute recorded a 3% with major societal challenges and 59
average drop in employees perception listen and engage their most important France
of their workplace experience. This was stakeholder their employees. 3%
Switzerland 37
4%
NUMBER OF EMPLOYEES AVERAGE GROWTH 8
REPRESENTED IN EUROPE OF THE BEST
WORKPLACES
Over 1,6 million IN EUROPE Portugal
3% Spain
NUMBER OF EMPLOYEES 15.0% 44
5%
SURVEYED IN EUROPE 53
293,911
NUMBER OF PARTICIPATING
COMPANIES IN EUROPE 2.2%
Finland
6%
Norway 63
4% THE BEST WORKPLACES IN EUROPE
36 - BY COMPANY AGE
Sweden
4%
Denmark 50 KEY TO MAP DATA
14% 12%
116 % of Best Workplaces
recognised in 2010
49% 11-30 years
No. of Best Workplaces 49%
Netherlands 39% 30+ years
4% recognised in the history
12% 0-10 years
52 of the programme
Germany Poland 39%
19% 1%
178 2
Luxembourg
0%
1
Austria
5% 100 BEST WORKPLACES IN EUROPE
64 AVERAGE SCORES BY DIMENSION (%)
www.greatplacetowork.co.uk 17
6 Coca-Cola HBC Greece Greece Manufacturing 31 Bright Horizons Family UK Education &
coca-cola.gr (2,275) & Production Solutions brighthorizons.co.uk (2,409) Training
10 PepsiCo (Tasty Foods Greece) France, Greece, Manufacturing 35 Sparda-Bank Mnchen Germany Financial Services
pepsico.com Ireland (1,737) & Production sparda-m.de (664)
11 Nordea Liv & Pension Denmark Financial Services 36 Johnson & Johnson Germany Health Care
nordealivogpension.dk (607) & Insurance jnjgermany.de (750)
15 W.L. Gore Associates Germany, France, Manufacturing 40 HOCHLAND Deutschland Germany Manufacturing &
gore.com Italy (1,349) & Production hochland-group.com (1,408) Production
19 SBK (Siemens- Germany Health Insurance 44 Athenian Brewery Greece Manufacturing &
Betriebskrankenkasse) sbk.org (1,350) beerexports.gr (1,277) Production
21 Randstad Group Belgium Belgium Stafng & 46 EMC Ireland Ireland Information
randstad.be (1,356) Recruitment uk.emc.com (1,650) Technology
2 Middelfart Sparekasse Denmark Financial Services 27 OC&C Strategy Consultants Germany Management
midspar.dk (186) occstrategy.com (80) Consulting
4 Roche Pharmaceuticals Denmark Biotechnology & 29 Euro Car Parks Ireland Construction &
roche.dk (128) Pharmaceuticals eurocarparks.com (210) Real Estate
7 Frs Herreds Sparekasse Denmark Financial Services 32 Borgerservice Haderslev Denmark Government
froes.dk (138) Kommune haderslev.dk (55) Agencies
10 Autisme Center Vestsjlland Denmark Health Care 35 LEGO Germany Manufacturing &
a-c-v.dk (361) lego.com (167) Production
12 Bofllesskaberne Edelsvej Denmark Social Services & 37 ConVista Consulting Germany IT Consulting
(51) Govt Agencies convista.com (146)
14 Bain & Company Ibrica Spain Professional 39 Psimitis Greece Health Care
bain.com (73) Services psimitis.gr (75)
15 Procter & Gamble Austria Austria Manufacturing & 40 Grupo Visual MS Spain Information
pg.com (98) Production visualms.com (51) Technology
21 Sparkasse Neuhofen Bank Austria Financial Services 46 House of Performance The Netherlands Management
sparkasse.neuhofen.at (62) hofp.nl (54) Consulting
22 atrias personalmanagement Germany Stafng and 47 Worthington Cylinders Austria Manufacturing &
atrias.de (55) Recruitment worthingtoncylinders.com (368) Production
24 OMICRON electronics Austria Electronics 49 Jones Lang LaSalle Ireland Construction &
omicron.at (282) joneslanglasalle.ie (74) Real Estate
SMALL AND
PERFECTLY
FORMED
Centor Insurance
and Risk Management
Head Ofce: London
Website: www.centor.co.uk
LARGEST
NUMBER OF WOMEN
(full- and part-time)
Rank Company
1 The Co-operative Group 44,888
2 McDonalds Restaurants UK 16,751
3 British Gas 7,671
4 KFC UK and Ireland 4,065
5 Bright Horizons Family Solutions 2,267
Centor, and after inishing her col- to feel welcome. They appreciate
lege course returned as a full-time the attention to detail such as comfy
administrator. Since then, she has sofas and serving coffee in attrac-
passed the C11 exams; her enthu- tive china.
siasm and dedication have earned What makes Centor special?
her promotion to junior account Ms Burns believes its the people.
handler; and she will follow a struc- Theres a real camaraderie, and
tured training plan to enable her to people care not just about your
meet the responsibilities of manag- work but your personal life too.
ing a client account. This culture re lected in lexible
A great workplace has people working practices, including the
who take pride in their job, and introduction of a part-time role to
understand the importance of suit the skills of a working mother,
their role and the contribution and provision of technical sup-
they can make to the team effort. At port for a home-based employee
Centor, the Suggestion Box encour- who is the main carer for his two
ages staff to come up with ideas to children.
improve systems which will ulti- Ms Nunn agrees that the people
mately bene it the business. Any make Centors workplace great.
ideas that are adopted earn the Everyone works as a team, and
individual 25. In the past three our charity volunteering projects
years, 31 suggestions have been are a fantastic bonding opportunity
taken up. Often theyre simple away from the of ice. The company
things, says Mr Walton. A shoe- raises money for Children in Need.
cleaning machine, pooled mobile Staff can spend two paid days a year
its commitment to continuously KEY LESSONS: phones and company briefcases working in small local charities.
developing its people, and the have all been staff ideas that help Its great for morale-building and
Investors in People (IIP) Outstand- A nancial incentive people look and work smarter. developing new skills.
ing Individual Achievement award scheme rewards The company also encourages Trust, pride and team spirit are
was recently won by one of its staff, employees long-term people to complete a War Sto- all essential ingredients for a great
Carly Nunn, who is responsible for commitment ries form when they have done place to work, but a successful
managing internal people policies. War stories require something well, or overcome a business is judged by whether its
After joining Centor as a secretary in employees to promote particular problem. This is cir- customers are satis ied. Centors
1997, Ms Nunn progressed to of ice each others achievements culated to the entire company so client retention was 98% in 2009.
manager and is now responsible for Senior staff coach more other employees are made aware To be a Centor person means
HR, IT and business projects, work- junior employees who are of what that person did, and can to care about our clients, but also
ing with the Board to provide staff preparing for professional learn something in the future. about our colleagues, says Mr
with a range of opportunities for exams Mary Burns, the of ice manager, Walton. This is instilled through-
PHOTO: AKIN FALOPE
personal growth. is responsible for ensuring visit- out the organisation from the top
Another member of staff, Alison ing clients get the message that down. Our ethos is to love our
Field, has made good use of these Centor is a great place to work her clients to bits, and we can do this
opportunities. Three years ago, unof icial title is director of irst only by making Centor a compelling
aged 17, she did work experience at impressions. We want our visitors place to work.
www.greatplacetowork.co.uk 21
TRUST: THE
SMALLEST WORD
THAT MAKES THE
BIGGEST DIFFERENCE
It drives loyalty and growth achieved and maintained work-
and can help organisations place trust in such challenging
survive in tough times. Liz conditions?
Hollis looks at why a culture Firstly, by acknowledging the
of trust is essential for a great lynchpin role of trust in the work-
workplace place rather than assuming it is
merely an extra that can be sacri-
iced in tough times, points out Cary
Cooper, professor of organisational
psychology and health at Lancaster
Sham political expenses, respected munication, project and effort. University Management School.
brands vanishing from the high Organisations that maintain and If there is trust employees
street and once lofty inancial improve levels of trust experience feel valued and have autonomy
institutions crumbling. This reces- improved business performance. and control, which are the most
sion has been characterised by an Trust has a fundamental effect motivating factors. So they feel
erosion of trust in society and its on a companys bottom line, engaged and will perform at their
institutions and similarly its now according to author Stephen M.R. optimum vital for surviving the
in critically short supply in many Covey. The speed at which trust recession, he says.
workplaces. is established between organi- Under pressure, some organi-
The importance of trust in sations, clients, employees and sations resort to micromanaging,
the workplace, and the damaging
effects when it is lacking, have been
other stakeholders is essential
for organisations to achieve high
explains Professor Cooper, keep-
ing a tight watch on employees Organisations
magni ied by this recession. Yet it
still remains the vital requirement
performance levels.
Despite this zeitgeist of distrust
every move and taking away
autonomy and control. This
that maintain
for a great workplace culture and a and a backdrop of inancial reces- results in low morale and reduced and improve
thriving successful organisation,
says Williams Johnson, managing
sion, the organisations recognised
in the UKs Best Workplaces rank-
performance.
Dr Martin Clarke, senior lecturer levels of trust
director of the Great Place to Work
Institute UK.
ing have still managed to maintain
a high trust culture. Indeed it has
at Cran ield School of Management,
says trust in the workplace is essen-
experience
It underpins and affects the become an important catalyst for tial especially during a downturn. improved
quality of every relationship, com- their revival. So how have they He leads a business course called
Employee engagement in dif icult business
times.
My experience from the recent
performance
THE MOST FUN AND downturn is that the best strategy
is to treat employees as adults
FRIENDLY WORKPLACES informing and trusting them. They person?) and competence-based
Based on percentage of employees who believe their workplace will show they are just as capable as trust (Do I trust you to do the job?)
is fun and friendly their bosses at reading whats going We are hardwired to trust the
on in the world and will use their motives of less than 10 people,
Rank Company initiative to reduce costs and ind Dr Clarke says. All organisations
1 UKFast new business. are full of politics and competing
2 Baringa Partners He suggests a more nuanced interests and this must be fac-
3 Tandberg approach to the concept of trust tored in.
4 National Instruments distinguishing between motives- Employees may be competing
5 Impact International based trust (Do I trust you as a for the same resources or promo-
www.greatplacetowork.co.uk 23
Supported by
Supported by
Supported by
Finalists
Baringa Partners
Impact International
Finalists Finalists
Ketchum Pleon
Baringa Partners Baringa Partners Novo Nordisk
Impact International Impact International
Lansons Communications Ketchum Pleon
Award description
Novo Nordisk Lansons Communications
This award recognises how
organisations demonstrate a genuine
Award description Award description sense of caring for their employees
This award is concerned with how Organisations helping their employees health and wellbeing. In particular, the
companies actively integrate CR into and senior leadership to understand Health & Wellbeing Excellence Award
their organisations culture. Companies and respond to socio-environmental assesses the support and bene its
recognised are those that maintain a challenges are suitable candidates companies provide for their staff and the
high standard of managing and reporting for the Learning & Leadership for efforts they make to promote a healthy
their environmental, social and economic Sustainability Excellence Award. In lifestyle, while providing and actively
impact, and use innovative ways of particular, this award assesses how encouraging a good work-life balance.
ensuring changes actually happen, such organisations are attempting to
as linking performance management understand and provide their people
The winning company
in corporate responsibility to staff with the skills required to effectively
remuneration packages. address broader socio-environmental Lansons Communications takes an
issues, such as climate change. active and strategic approach to
wellbeing. Health and wellbeing are
The winning company embedded within the companys
Ketchum Pleon stands out as a irm The winning company culture, and there is a champion
making a major contribution to society; Novo Nordisk receives this award for its dedicated to the issue in the
it has moved from commissioning pilot efforts to bring employee engagement boardroom. The PR and public
social and environmental projects to in sustainability issues to life. Its affairs consultancy emphasises
aligning corporate responsibility to TakeAction! employee volunteering physical, emotional and social health,
its core business strategy. Crucially, programme has given staff the space recognising the link between wellbeing
each employee is assessed in their to de ine the goals and approach of and engagement to productivity.
performance appraisal on how they their volunteering, and reinforce their
consider the companys values. learning in the process.
Once a month
The company we leave early
interacts with on Friday, and
There are great its stakeholders cereal and fruit
pro bono work in an ethical are provided for
opportunities manner breakfast
here Employees comment Employees comment Employees comment
Supported by
Supported by
Supported by
Finalists
Finalists
ApaTech
Almac Group Danone Ltd
Finalists Impact International
Beaverbrooks the Jewellers
Baringa Partners McDonalds Restaurants UK
The Totaljobs Group
Danone Waters NetApp
London & Quadrant Housing
Award description McDonalds Restaurants UK
Award description
Organisations actively promoting
disability equality are recognised by This award, introduced last year, is
the Disability Excellence Award. The Award description designed to commend an organisation
aim is to highlight organisations that This new award rates organisations on for its leadership efforts to create a
incorporate a number of best practices learning and development. Learning, high-trust culture. Building trust is a
which go beyond legal compliance, not training, initiatives should not critical success factor for management,
and are also able to demonstrate that only be the remit of HR and learning yet there are few examples of it
a positive attitude towards disability is and development departments, but be consciously doing this. Management
embedded in their workplace culture, sponsored at the highest levels of the should bring integrity to the business
rather than being a simple add on. organisation. A great variety of learning and develop a culture where words are
methods must be offered. reliably followed by action.
www.greatplacetowork.co.uk 25
GENERATIONAL
DIVIDE
With generational diversity to switch jobs and likely to ask of the power of the employers
being such a hot topic in what an organisation can do for consumer brand.
todays workplace, how do them rather than vice versa. At McDonalds, Jez Langhorn
Best Workplaces manage At the other end of the spec- believes Gen Y is often unfairly
different age groups in the trum are the Baby Boomers, born stereotyped. I think its fair to
workplace? Andy Allen after 1946 (or 1948, depending say they are what could be called
nds out on which de inition you use), needy because theyre used to
accounting for around 30% of getting answers very quickly.
employees. The boomers as Having grown up in an inter-
they known, are associated with net culture where information
From the way todays youth is According to the Of ice for loyalty to their employer. is instantly and freely available,
often portrayed in the media, one National Statistics, by 2020 the The meat in the sandwich, Gen Y can become frustrated by
might expect that the presence UK workforce will be made up of effectively, is Generation X (Gen the slower processes to which
of 2,000 employees aged 55 or signi icantly larger numbers of X), born between 1964 and 1978,
over in a workplace dominated 50- to 69-year olds than present which accounts for around 32% of
by 50,000 under-21s would be and signi icantly fewer in the employees. Generation X entered Strength in diversity at
the recipe for a hotbed of genera- 35-50 bracket. the workplace during the worst PepsiCo: a mix of ages in
the workplace can be of
tional con lict. At the same time, the tech- job market since the Depression benet to the business
In fact, this was far from the nological savvy of the latest and are used to uncertainty. A
picture seen by researchers from generation to enter the workforce recent study portrayed mem-
the University of Lancaster when has become highly desirable to bers of this generation as more
they studied 400 McDonalds res- companies. Generation Y (Gen likely to take a JR from Dallas
taurants. Y), born between 1979 and 1991 results-orientated approach to
Instead of feckless young and accounting for 27% of the business.
people slinging jibes at their UK workforce, had the luxury of So how do the stereotypes
elders over trays of Big Macs and growing up in prosperous times stack up as far as HR managers
fries, researchers discovered that and entering a booming econ- are concerned? At PepsiCo UK,
sales in restaurants with two or omy. Rick Kershaw, head of resourcing,
more people aged over 60 in the Members of this age group, believes one important difference
workforce improved by 20%. which has been much discussed, when it comes to motivating Gen
Jez Langhorn, head of talent have gained a reputation as high Y compared with previous gen-
and education at McDonalds maintenance, notoriously ready erations is that an employers
Restaurants UK, believes the corporate social responsibility
research proves that, far from (CSR) offering needs to be real
age warfare going on, different
generations actually complement
The and substantial. Paying lip serv-
ice to CSR, as was often the case
each other.
Theres an almost grand-
technological in the past, will not work with this
generation.
parental role going on in those savvy of PepsiCo has embarked on a
stores, says Langhorn. Younger
people are less likely to be lip-
Generation series of initiatives ranging from
turning a patch of waste ground
pant or disrespectful, and older
people pick up something from
Y is highly into a vegetable patch to donating
food to ensure healthy breakfasts
the vigour of having younger desirable to for children. Kershaw says anec-
people around them.
Generational diversity is a
companies dotal evidence is showing this is
becoming much more important
hot topic in todays workplace. to employees than the perception
KEY LESSONS:
Organisations need a
real and substantial
responsible business
strategy to motivate
Gen Y employees
Companies must
ensure that there
is rapid two-way
communication and
access to information
between different
generations
To manage
different generations,
organisations need
to create a leadership
style that suits all
generations, by
training the managers
www.greatplacetowork.co.uk 27
A COMMON GOOD
Responsible business practices
Organisations can no longer the current economic climate. traditional way, says Peter
afford to ignore corporate A project started by food OReilly, General Mills head of
responsibility issues, manufacturer General Mills to customer inance and credit
especially the environment. help disenchanted teenagers risk and a ierce proponent of
But it is in the truly great in Hillingdon couldnt have responsible business practices
workplaces that responsible come cheap, as it involved for the past decade. We threw
business practices are part buying two mobile youth a lot into the programmes in
of the DNA, writes Hannah centres fitted with DVD and terms of inance, in terms of
Prevett sound-recording equipment. people, because we recognised
And neither could Impacts how much good it does in the
Ask the CEO of any FTSE-100 Climate Conference or recent 25th anniversary project to community. Its good for us too,
company about their strategy campaigns against companies teach HIV charities in Zambia in particular helping us to attract
for responsible business prac- questioning the ethics behind better leadership skills. and retain talent, he says.
tices and theyll probably point business practices organisa- But sustainability pays divi- Neil Davidson, public affairs
you towards a dedicated depart- tions can no longer ignore CSR. dends just not always in the manager at Aquamarine
ment and an entire chapter on At Impact, a leadership devel-
sustainability in their annual opment company, management
report. But this practice hasnt and employees take responsible
always been so trendy. Back in business practices or our
1981, when David Williams, way of making a difference, as
founder and CEO of Impact Mr Williams calls it seriously.
International, persuaded one of Several long-running initia-
his irst clients to get their hands tives are in place from giving
dirty helping the National Trust employees three days a year to
volunteer in the community to
coaching secondary school chil-
dren with behavioural problems
CSR is a key and taking deprived children on
in the Lake District as part of a number of companies see the Best Workplaces,
including Pepsi-Co,
leadership development pro- benefit of taking a more sus- believe CSR
gramme, few people knew what tainable approach to business, activities boost
employee motivation
responsible business practices historically there has been one
and corporate social responsi- stumbling block: cost. For many
bility (CSR) even meant. companies, the costs associated
Now, however, with the green with drafting and implement-
agenda increasing in importance ing a strategy to act more
as highlighted by high-pro ile responsibly can be a bitter pill
events such as the Copenhagen to swallow especially given
Power, a marine energy com- in, you can make CSR part of
pany, agrees that responsible your business, he argues. We
business practices encourage consider it to be part of the DNA
THE BEST WORKPLACES
employee engagement and can
help with attracting top talent
of what we do, but its not just
because the output of our busi-
FOR WOMEN
especially from Generation ness is a green energy device Based on responses from female employees when asked:
Y. Our workforce is relatively its also about how we deal Taking everything into account, I would say this is a great
young, and more than half of with people. place to work
our staff either have a PhD or Mr Davidson makes an
a Masters degree so these are important point. Often respon- Rank Company
bright young people who have sible business practices are 1 Fishburn Hedges Group
2 The Totaljobs Group
come in to our business looking closely associated with the
3 Cisco Systems
for something more than simply increasing prevalence of the 4 Danone Ltd
monetary rewards, he says. environmental agenda and cli- 5 Lansons
CSR is not an added extra; its mate change. But this is only one
an intrinsic way of how we do piece of the puzzle, he says. Its
business and a key element in not corporate environmental
ensuring people want to work responsibility. Its social respon- deputy director of the Univer- Learning and Leadership for
here. sibility, which encompasses how sity of Cambridges Programme Sustainability Award makes it
This anecdotal evidence you deal with a wide variety of for Sustainability Leadership. I easier to spot companies that
is supported by empirical stakeholders not just your own think that initiative displayed by are truly committed to the cause
research. According to the Great people, but suppliers, contrac- employees can go to waste or not and, by contrast, those using
Place to Work Institute, 86% of tors, and the communities you really be capitalised upon, unless CSR as a public relations after-
Best Workplaces believe that the work in. there are people at management thought. It has to be in the blood
corporate responsibility activi- One of the ways in which level supporting and incentivis- of the organisation, argues
ties of their organisation affect companies can demonstrate ing this behaviour, he says. I Mr OReilly. Impacts Williams
employee motivation, engage- their responsible business prac- would distinguish this from a agrees: People are not stupid.
ment, satisfaction and loyalty. tice credentials is by ensuring top-down approach, although Employees can tell whether a
The responsible business that sustainability permeates you do need to have the board CSR strategy is in place because
practices that such companies through every level of the organi- understand why these things its the right thing to be seen to
are engaging in have clear ben- sation. This means getting board matter. Without it, theres a real be doing or whether its actually
e its for them: research from buy-in, but also making sure that limit to what you can do. part of the values of the organi-
Business in the Community employees on the ground are au General Mills Mr OReilly sation.
has found that the FTSE-350 fait with responsible business agrees that joined-up manage- The future for CSR is unsure
companies on its Corporate practices too, says Mike Peirce, ment and leadership is crucial the efforts of the minority
Responsibility Index had more to the success of any responsi- may not be enough to persuade
stable prices than those that KEY LESSONS: ble business practice strategy. government that a tighter legis-
were not, and increased share- At General Mills, there is no CSR lative framework is needed. But
holder value between 3.3% Responsible team or department; instead, the one thing that is for certain
and 7.7% a year more than those business practices everyone can contribute, he is that those who ignore respon-
not on the index. must run through the says. We have a cross-functional sible business practices do so at
For companies such as Impact organisations culture team representing every depart- their peril. If and when more
and Aquamarine, responsible 86% of Best ment within the business; its legislation does appear, those
business practices are part of Workplaces believe very much a part of the business who are ahead of the curve and
their core business it pays to be responsible business rather than senior management are demonstrating leadership in
seen to be green. Does that mean practices affect or the executive team making responsible business practices
allowances should be made for employee engagement those decisions. will be at a distinct advantage.
companies in other sectors or Tangiblebusiness The importance of highlight- As Mr Williams says: The ones
industries where responsible benets derive from ing sustainability role models who wait for legislation to come
business practices are lower on responsible business through schemes such as the along are the ones who will ind
the agenda? Mr Davidson thinks practices University of Cambridge and it dif icult to adapt to that new
not. Whatever business youre Great Place to Work Institutes environment.
www.greatplacetowork.co.uk 29
HALL OF FAME
For the rst time in the history of the Best Workplaces Programme
in Europe, two organisations have received the Great Place to
Work Masters trophy for achieving a place in our ranking for 10
consecutive years
irm hasnt been immune to the minimise compulsory redun- energy, support this vision. The
Wragge & Co recession and has had to make dancies. The partnership has a single-team culture has really
Wragge & Co gets the basics two rounds of compulsory genuinely collegiate approach helped us stick together and get
right in good times and bad. redundancies. This has inevi- to life which is rare in large law through the past year, which has
And it has innovative extras. So tably put some strain on our irms. says one employee. been very hard for us all, says
its not surprising the law irm, people, culture and values, the A strong and visible organi- one employee.
which turns 175 this year, has irm states. What we have tried sational culture helps. The The measures Wragge &
achieved the Best Workplaces to do is be open and honest company has ive values run- Cos management put in place
ranking for the 10th year. about our situation, and to work ning through its culture, which have helped employees and
Hundreds of companies have with our people to ind con- it uses to recruit and assess the business to cope in tough
attempted to achieve this dif- structive and creative solutions employees against. One of recessionary times, having the
icult feat, but just Wragge & Co to the almost unique pressures those values a single team by-product of increasing lead-
and one other (Admiral Group) we found ourselves under. which works together in the ers credibility and maintaining
have managed it. The reason The solutions have included best interests of clients and the the high-trust culture. One
for this? Perhaps it has been transforming the recruitment irm has been identi ied as the employee concludes: I would
the law irms ability to sustain team into an in-house outplace- irms new vision: to become not have stayed here through-
a strong business performance ment team, which has found a top 20 UK-based law irm by out my working career if the
despite the recession. roles for several people outside April 2014. Its other four values, irm was not special or did not
The last 18 months have the business, and consulting a caring meritocracy, openness have a working environment
not been an easy time. The on lexible working options to and honesty, responsibility and that I enjoyed.
Admiral Group Henry Engelhardt, when writ- managers and staff, or between currently has 50 members who
ing the initial business plan different departments, says are surveyed regularly 95%
If people like what they do, for Admiral Group 17 years one employee. say their con idence in work
theyll do it better, so we go out ago, stated the importance of a The company has a detailed has improved, while 82% say
of our way to make Admiral a happy family life. Consequently staff suggestion scheme, Bright their motivation has improved.
good place to work, states the he does not believe in working Sparks, which allows any The success of Admi-
car insurance irm, which is long hours and ensures that he employee to post a sugges- rals culture is borne out by
honest about the fact that call takes a lunch break every day. tion and possible solution to a employees responses to the
centre work can be stressful He emphasises that employees problem online. The solution Great Place to Work Institute
and demanding. This simple must do this too. is then sent to a manager who Survey. According to the latest
philosophy underpins every- Senior management joining decides if it can be imple- one, 90% of staff say manage-
thing the company does and Admiral are expected to work mented. All employees can see ment is approachable and easy
is one of many reasons it has in the call centre for the irst all suggestions, assessments of to talk to, and 91% say people
made the Best Workplaces month, to give them a good suggestions, and the outcome. care about each other at the
ranking for the tenth consecu- understanding of the work the Admiral Group has also organisation. Admiral takes
tive year. majority of staff do every day. started a choir which has sung care of staff as much as cus-
Leading by example is a There does not seem to be an at the Royal Albert Hall and tomers, says one employee. I
key management style. CEO us-and-them attitude between other events. Inspire Choir am proud to work here.
National Instruments
Following its inclusion in the Best Workplaces programme, this engineering Fishburn Hedges
technology provider decided it wanted to become an even greater place to work
and set about inviting employees to participate in focus groups in different areas.
These groups have presented proposals to senior management about how to make the Huxley Associates
workplace even better.
Irwell Valley Housing
Association
Lansons
Communications
Rackspace
Management Hosting
Morgan Stanley
Timpson Ltd
Happy people:
PHOTO: AKIN FALOPE
employees have
direct input into how
the company spends Wragge & Co
money improving its
premises
www.greatplacetowork.co.uk 31
BE PART OF IT
Registrations are now open for the 2011 Best Workplaces Programme and 2011 Best Small Workplaces
Programme. To nd out how you can get involved and begin the journey to becoming a Great Place to Work,
please contact us on 0870 608 8780 or info@greatplacetowork.co.uk
Transforming society by creating better workplaces