The idea of a great workplace has evolved to fancy parties and amazing benefits. But it doesn’t stop there.
A Great Workplace is about the trust employees
have with their leaders, the pride they have with their jobs, and the happiness they experience with their colleagues.
When people think of a great workplace, they often picture an organization with lavish perks, fancy parties and amazing benefits. While those elements are present in many of the well-known Best Workplaces, the definition of a great workplace goes far deeper than perks and benefits. In fact, at its core, a great workplace is about the level of trust that employees experience in their leaders, the level of pride they have in their jobs, and the extent to which they enjoy their colleagues.
While trust, pride and camaraderie are far more challenging to sustain than a great set of perks, they are all attainable by any organization willing to work on them.
Business leaders, research institutions, and the public all rely on the Great Place to Work® Trust Model© as the definitive standard of what it means to be a great workplace. Our annual research represents more than 12 million employees from thousands organizations of varying sizes, industries, maturity and structures in over 50 countries.
Through our Certification Program, our Best Workplaces lists and our Culture Consulting Services, thousands of organizations each year use this Model to assess their workplaces and benchmark themselves against the Best Workplaces in the world.
In our 30 years of research, we have found that people experience a great workplace when they consistently:
The Employee View: The Great Place to Work® Trust Model©
Based on the definition of a great workplace above, we have developed the Great Place to Work® Trust Model©, which serves as the lens we use to assess the employee experience of workplaces around the globe, and is the foundation of our Trust Index© Employee Survey.
The Trust Model© consists of these five dimensions:
Employees see management as credible (believable, trustworthy); assesses employees’ perceptions of management’s communication practices, competence, and integrity.
Employees feel respected by management; assesses employees’ perceptions of professional support, collaboration and involvement in decisions, and the level of care management shows for employees as people.
Employees believe management practices and policies are fair; assesses the equity, impartiality, and justice employees experience in the workplace.
Measures how employees feel about their own individual impact through their work, their pride in the work of their team, and their pride in the organization overall.
Measures whether employees believe their organization is a strong community where colleagues are friendly, supportive, and welcoming.
The Manager’s View
From the manager’s perspective, a great workplace is one where managers:
Through our work, we’ve identified the nine areas where leader and manager actions, behaviors, and communications have the greatest impact on the level of trust in an organization. They are:
Hiring practices ensure new employees fit into the culture and are welcomed.
Employees see how they contribute to the organization’s higher purpose.
Leaders provide information honestly and transparently.
Leaders are accessible and actively seek employee input.
Employees are appreciated regularly for their work.
These fundamental concepts about great workplaces are universal and consistent year-over-year, country-to-country. They apply to all organizations, including those with diverse employee demographics and globally distributed workforces. We invite you to learn more about how you can create a great workplace as defined by the global standard today.
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To be eligible for the World’s Best Workplaces list, a company must apply and be named to a minimum of 5 national Best Workplaces lists within our current 58 countries, have 5,000 employees or more worldwide, and at least 40% of the company’s workforce (or 5,000 employees) must be based outside of the home country. Extra points are given based on the number of countries where a company surveys employees with the Great Place to Work Trust Index©, and the percentage of a company’s workforce represented by all Great Place to Work surveys globally. Candidates for the 2017 Worlds Best Workplaces list will have appeared on national workplaces lists published in September 2016 through August 2017.
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The Best Workplaces in Asia List
Great Place to Work® identifies the top organizations that create great workplaces in the Asian and Middle Eastern regions with the publication of the annual Best Workplaces in Asia list. The list recognizes companies in three size categories:
To be considered for inclusion, companies must appear on one or more of our national lists in the region, which includes Greater China (covering China, Hong Kong, Taiwan and Macau), India, Japan, Saudi Arabia, Singapore, South Korea, Sri Lanka and UAE. For the 2021 Asia List, companies ranked on the national list in the Philippines will also be included. Multinational organizations must meet the following requirements:
Multinationals also receive additional credit for their efforts to successfully create an excellent workplace culture in multiple countries in the region. The data used in the calculation of the regional list comes from national lists published in 2019 and early 2020.