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Top 100 Employers Share Their Secrets Of Success

By: Leigh Branham

In June 2004, I was invited to speak at a ?Workplace of Choice? conference in Las Vegas sponsored by the American Strategic Management Institute. Representatives from seven of this year?s Fortune list of the ?100 Best Places in America to Work? were also invited to share the secrets of their companies? success, along with the co-founder of the Great Places to Work Institute, Robert Levering.

For the inaugural edition of this e-letter, I thought I would pass on to you the highlights of what these presenters had to say. With the economy primed for full recovery and a return to the war for talent, leaders of every organization stand to benefit from their insights and innovative practices.

Levering was a San Francisco labor reporter in 1981 when his newspaper gave him the assignment to write an article about great places to work. His initial reaction was to ask, ?Are there any?!? After conducting his initial research, Levering discovered that there were indeed?so many, in fact, that he has since built a career by tracking and reporting their best practices. Over the years, competition among companies to be selected for the prestigious list of 100 has become so intense that CEOs now seek the listing as a conscious, separate business objective.

Great Employers Score High on 5 Dimensions

Levering pointed out that candidates for the list are judged on five dimensions?credibility, respect, fairness, pride, and camaraderie. Here are some of their best practices in each area:

Credibility

- Xilinx (#10 on Fortune?s list) made a determined effort to successfully avoid layoffs when jobs were threatened by a downturn in the economy. Instead of forcing employees to take pay cuts, Xilinx asked employees to volunteer for salary reductions as an alternative to lay-offs. The CEO, Wim Rolandts, set the example by taking a 25 percent salary cut. Some managers volunteered for six-to-eight percent pay cuts, and persuaded employees to buy-in to the idea of sacrificing part of their own salaries to keep their jobs. The ?lay-offs-as-a-last-resort? policy has attracted technology workers who have been laid off at other companies.

Respect

- At Duncan Aviation (#77on the list), even with a male population of 89 percent, the company had zero incidents of sexual harassment.

- Bright Horizon?s has built a culture where managers give ?explanations, not orders,? ask ?why not?? instead of adhering to rigid rules, and where workers remember to say ?thank you? to each other. (Bright Horizon was # 10 on Fortune?s best employers for minorities)

- Duncan Aviation has no time clocks, no fancy offices, no reserved parking for managers, and allowing a balance of work and family.

- Duncan?s president who speaks personally with all new employees for 90 minutes during their first week on the job, and invites them to view their commitment to Duncan Aviation not just as a job, but as a career.

- Duncan also makes a commitment to listening, as in: ?when talking with someone, we don?t answer the telephone.?

Fairness

- Valassis (#68) pays out nearly 10 percent profit-sharing yearly to each employee.

- Duncan Aviation provides bonuses to all employees contingent on meeting company goals.

- Ninety percent of Valassis employees have stock options, including some millionaires who wear overalls to work each day.

Pride

- Microsoft (#25) rewards ?Gold Star? spot bonuses to recognize significant contributions.

- To discourage the development of an ?entitlement mentality,? Valassis has employees who left and came back tell their stories about how the grass was not greener on the other side of the fence.

- Microsoft selects new hires carefully?those actually hired will have sat through an average of ten or more interviews.

- Quicken Loans (#13) gives spot bonuses that reward customer service and help maintain a 90 percent customer retention rate.

- Valassis prides itself on having 24 ways of recognizing employees and makes a special effort to recognize the ?steady Eddies??the solid citizens who comprise the backbone of the company. Employees? families are invited to all employee recognition ceremonies.

Camaraderie

- Quicken Loans has annual barbecue, and parties for all occasions?birthday, anniversary, holidays, and even tailgate parties.

- Quicken also holds annual ?Academy Award? ceremonies for top achievers.

Great Employers Give and Get Back

Another earmark of great places to work is a management mindset characterized by an interest in giving, which triggers the willingness of employees to give back.

What do preeminent employers give? Levering says they don?t necessarily give ?all the bells and whistles? or flashy benefits. They do tend to distinguish themselves from ?merely good? employers by giving over and above what is required. Here are some of the ways they do it:

- Instead of providing basic good communication, they make every employee feel ?I?m talking to you.?

- Instead of matching the benefits and perks of other companies, they ask their employees, ?what do you want and need??

- Instead of trying to implement several new initiatives all at once, they concentrate on doing the two or three most achievable ones that are also tied to their business objectives.

- Instead of trying to improve their weaknesses, great employers accentuate their strengths, building on what is special in their organizations.

In return for these gifts, employees give back greater individual effort, greater innovation and creativity, and better cooperation and teamwork. Perhaps this explains why, from 1998 to 2004, the evolving list of public companies on Fortune?s 100 Best Places to Work list experienced stock growth of 133.8 percent compared to only 25.2 percent by S & P companies!

What All These Employers Have in Common

As diverse as all the practices and benefits are, they do reveal two things these seven companies have in common?1.) a commitment to becoming and remaining a great place to work, and 2.) the wisdom to create cultures and human capital practices that serve and fit their business strategies and objectives.

Article Source:
http://www.articlecity.com/articles/business_and_finance/article_8852.shtml

Leveraging the Green Factor to Your Bottom Line

By: Amy Linley

Going “green” is big business today. Not only is going “green” an environmentally responsible approach for businesses of all sizes to take and one that is the current rage, but going “green” can leverage profit dollars to your bottom-line too.

First, what exactly do we mean by having your business go “green”? When we talk about “green”, we mean making a concerted effort to save our natural resources concerted action. Actions such as:

1. Saving on paper supplies ? consider going digital for all of your internal office correspondence thereby saving on office supply costs and saving trees at the same time.

2. Lowing office energy consumption ? lower your thermostat in the winter and raise it in the summer. Consider using an electronic programmable thermostat to lower your energy consumption when people are not in your office in the evenings and weekends.

3. Recycling drink bottles ? get your employees to sort their lunch trash and recycle bottles and cans. Encourage the use of environmentally friendly alternatives to Styrofoam cups.

4. Using recycled paper - whenever possible use recycled paper in your print marketing materials saving trees and forests.

5. Using biodegradable alternatives - replace plastic packaging and plastic shipping materials with new biodegradable “plastic-like” alternatives. Many of these new alternatives do not cost more and warrant your consideration.

6. Driving less ? drive less by consolidating the trips that you do need to make in your car saving fuel, mileage expenses, and decreasing air pollution in your city.

7. Using mass transit or considering car pooling ? save money, conserve our natural resources, and lower air pollution all at the same time.

8. Buying Energy Star products ? when you need new appliances or heating and cooling systems purchase those with the Energy Star label for increased efficiency and lower energy consumption. You?ll recover your initial investment and then start saving money in just a few years.

9. Stopping the Use Aerosols ? use office and beauty products that are aerosol free. Consider letting your cleaning staff know to limit the use of aerosol based cleaning products in your office as well.

10. Limiting your travel by teleconferencing ? not only will you minimize the pollution you would normally create in traveling but will make a significant savings on travel expenses improving your bottom-line significantly.

Although you may not be able to embrace each item in our list above, one of the biggest items that will leverage profit directly to your bottom-line is to increase your use of teleconferencing and decrease the amount of your travel both for long distance and in-town trips.

Teleconferencing provides many of the benefits of “being there” in person and now with the advent of Web conferencing (which is video with telephone conferencing combined and includes computer application sharing), putting in “face time” with a client just got significantly easier and less expensive.

When you as a business owner, do not have to pay for employee air travel, rental car expenses, hotel rooms, meals, long distance calls, mileage, and airport parking fees for even one less trip per month, the savings can be huge! Over the course of a year the potential savings and benefit to your profit can be so significant that you may change your employees to a very limited travel schedules.

What might be some of your actual cost savings? Here is just one example of actual travel expenses for an employee based in Washington DC to traveling to Groton, Connecticut for a three day business trip:

Air fare ;$400

Hotel for three nights ($120 per night) $360

Per Diem ($50 per day) $150

Airport Parking ;$50

Mileage to airport and back $20

Total Expense $980

This is just one example of a potential travel saving and is calculated at the government per diem rates. Your own company?s per diem reimbursement rate may even be higher. It is clear that not every trip can be replaced by teleconferencing, but what about the quick one day trips and meet and greet type contract reviews or routine sales calls. These can effectively be replaced by regular teleconferencing saving a business a huge amount of travel expenses over the year and leveraging a significant amount of profit to the bottom-line.

Before you comment “my clients need to have me in the same room”, consider trying out Web conferencing first. You may be pleasantly surprised to find that the positive statement you make as a “green” company resonates with your clients. Your clients may appreciate your efforts and willingly embrace your change to only occasional travel and more frequent Web and teleconferencing contact in their effort to help with your company?s “green” thrust.

Going “green” can help leverage money to the bottom-line. Just how much flow-through you get simply depends on you and the efforts that you are willing to take. Web and teleconferencing are easy to try, are fairly inexpensive to use, and can leverage the most profit to the bottom-line in the long run. Consider putting a “green” face on your business and improving your bottom-line in the process.

Article Source:
http://www.articlecity.com/articles/business_and_finance/article_8860.shtml