Reflections from the 2011 Great Place to Work Conference

I recently enjoyed two days of idea exchange with many of the best companies to work for in America. The 2011 edition of the annual Great Place to Work conference was hosted in Denver, Colorado. The event centers on content-rich keynote addresses and meaningful workshops. Unlike many HR conferences, there is no cavernous vendor hall or constant pitches for the latest commercial product designed to solve every workplace dilemma.

This marked my third trip to the Great Place to Work conference and as has been the case in the past, I came home not with a goodie bag full of plastic desk toys, but with actionable best practices to adapt for my organization. Here are a few of my key takeaways from this year's event.

1. Never Rest: Even organizations that are already recognized as best places to work need to be constantly attentive to their employees. The best of the best do not bask in their accolades. These companies are constantly striving to maintain high levels of employee engagement and ensure ongoing employee satisfaction. The rewards are high workforce retention, excellent customer satisfaction and industry-best financial performance.




Employee perception is the real driver of best place status


2. Listen, Clarify, Listen Again: Best place status depends largely on the perception of the employees who work for the organization. It is possible to win workplace awards that are simply a stamp of approval for a well-written application. Truly meaningful awards, such as Fortune's Best Companies to Work for in America depend on input from a random sample of employees. The single best way for an employer to understand and respond to employee needs is to listen continuously. A future blog will take a closer look at tools and techniques used by the best of the best.
3. Adapt, Don't Adopt: Building upon the strategic importance of listening, it is important to respond to the specific needs of the employees within the organization. It's tempting to grab the latest glitzy employee benefit, but any action taken to improve employee engagement must resonate with your staff.
4. Basics First: Maslow's Hierarchy has survived over time for a reason. It's accurate and it works. Companies on the road to attain best place recognition must start with an audit of the basics. In workplace terms, these are pay, benefits and environment. Ensure that these elements solidly address the needs of employees are positively perceived before introducing more sophisticated perquisites.

There were many other learning points from this conference. The most valuable experiences were gleaned from small group or one-on-one conversations with colleagues willing to share what has worked for them and what has failed. Continuous learning is a hallmark of best places, and there is no better way to learn than to dialogue with organizations that are constantly striving for excellence.