The Best Companies Get Results Through People

The Best Companies Get Results Through People A Customer Care News recently asked Jennifer Kluge to provide

fter more than 10 years of conducting best

to Work For, a human resources awards program she created

regions, 101 Best and Brightest Companies

us with information about 101 Best and Brightest Companies

company competitions in several Midwest

to recognize those companies that are making the lives of their

to Work For has found that successful companies under-

lowing article highlights some of the strategies that have proved

and strength of their customer relationships, are directly

employees better as well as the community as a whole. The fol-

successful for those companies that have been deemed “The Best and Brightest.” We at CCN truly believe that learning from others’ successes (and failures) is a great way to improve your own policies and programs to ensure both your employees and customers

tied to how well they focus on the employee as a whole

person. They know that an employee who is valued and connected to his or her work is more likely to listen and

deliver the kind of value that today’s customers demand.

They also know that engaged employees give higher levels

Fall 2011

are satisf ied, which will ultimately lead to business success.

stand that their business results, including the quality

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Customer Care News

of discretionary effort and are more loyal to their organizations.

Using independent research methods that evaluate

company communication, community initiatives, com-

pensation and benefits, diversity, employee development, employee engagement, and work-life balance to single out those companies that demonstrate exemplary human

resource initiatives, the team at Best and Brightest has come to the overriding conclusion that outstanding companies purposefully keep employee welfare as a top pri-

ority. These companies achieve business results through

Perk Value Tied To People Perspective Experience has shown that the value of any employee benefit or incentive strategy is directly proportional to its relevance to employees. A 2010 entry from the 101 Best and Brightest Companies to Work For demonstrates a private club’s commitment to a positive work environment and its employees’ well-being, both on and off the job, by offering the following to attract and retain employees:

meaningful policies and innovative best practices in human

resource management, proving that well-managed companies with good benefits and desirable incentives top the

list for engaging employees – especially in today’s rapidly

• Daily changing selection of free nutritious meals that include hot entrees, soups, salads, sandwiches and desserts

changing work environment.

• Free soft drinks, coffee, milk and snacks available

tend to be,” said Red Level Networks CEO David King,

• Annual holiday cash bonuses raised from mem-

“The happier the employees, the more productive they

one of Metro Detroit’s 101 Best and Brightest Companies to Work For. “Employees thrive in a healthy work envi-

ronment fostered by executives who care not just about

the work being done but also about the people.” (“How

to Create a Positive Work Environment,” Corp! April 21, 2011; www.corpmagazine.com)

at all times bers for employee service • Free (or very minimal fee) secure, protected onsite parking • Complimentary parking to attend downtown events • Extended time off and special consideration (time off with pay) for employees who are ill,

Compensation, Benefits Go Above and Beyond

Although the economic challenges of the recent reces-

sion hindered the ability of many employers to increase wages, 68 percent of the 101 Best and Brightest Companies to Work For applicants still managed to increase base com-

grieving or have had a baby • Annual holiday turkey for all employees • Free annual flu shots and heart health screenings • Subsidized or free on-site weight management program • Retirement bonus and farewell events • Reduced rates for on-site car wash, barber shop, tailor and massage therapy • Uniform/business attire purchase assistance • Discounted catered personal on-site events • Discounted products and merchandise • Personal check cashing service • Sports, theater and event ticket/concierge service While such perks might seem a bit unusual in many work environments, they are clearly matched to employee preferences and the employer’s resources.

At the same time, they allow the employees to be not only the providers but also the consumers of the

Fall 2011

very services offered in the marketplace.

www.customercarenews.com

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pensation in 2010. Not only that, it was noted that most menu-driven benefits packages and financial incentives now go way beyond insurance coverage and merit increases to include items such as:

• Team incentives (25 percent)

Personal Well-being Is Key

More and more, today’s successful companies have

discovered the value in emphasizing the “quality” aspects

• Wellness incentives (73 percent)

human resource practices to demonstrate a genuine con-

• Referral bonuses (59 percent)

• Annual performance awards (60 percent)

• Process improvement awards (54 percent) • On-the-spot awards (58 percent)

The notable point is that these organizations concretely

Fall 2011

that customer service and performance are top priorities.

• Employee discounts with negotiated vendors (78 percent)

let their employees know how much their efforts on behalf of the company are appreciated. They understand that an

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engaged workforce will demonstrate through daily actions

of their workers’ lives. These companies go beyond routine cern for each of their employees.

“For us, this philosophy of treating people the way we

would like to be treated means we have a collaborative and

nurturing work environment where people are given the

opportunity to grow,” said Plante & Moran’s Managing Partner Gordon Krater upon receiving one of Corp! magazine’s 2011 reader-selected Best of Michigan Business awards. (Corp! April 7, 2011; www.corpmagazine.com)

Customer Care News

Clearly, more and more business leaders understand

said, “Paying close attention to what employees think

tors and that by improving the individual well-being of

and employee engagement.” (“Strengthen Commitment:

that workers are affected by both work and non-work fac-

their employees, they are more likely to have reliable, better performing workers and stronger bottom line results.

and feel will help you increase employee commitment Focus on What Employees Think and Feel,” Corp! April 21, 2011; www.corpmagazine.com)

Companies that take care of their workers realize bet-

Work-Life Balance Grows

ter worker retention, performance and results. Experiences

tance for workers during the past decade. Of this year’s 101

that using innovative, people-focused human resource

Work-life balance issues have grown in personal impor-

Best and Brightest, nearly 75 percent offer their employees opportunities to telecommute while more than 90 percent

offer flexible scheduling that includes everything from flex-time to job sharing. Family-leave policies that often go beyond basic legal requirements are offered by nearly 60 percent of the winners while more than 48 percent offer a

with hundreds of Best and Brightest Companies prove policies and practices capitalizes on the greatest resource every company has — its human capital. Valuing the

whole person not only makes an organization an ideal place for employees to work, but it also helps that organization achieve success in the marketplace. CCN

phased return-to-work process for those coming back from

Jennifer D. Kluge, creator of 101 Best and Brightest Companies

Policies that proactively accommodate the influence of

manager, having worked for a large advertising agency, and is a

a leave of absence.

family issues let employees know that their personal con-

cerns are significant not only to them, but to their employer as well. It helps employees feel valued as a whole person rather than feeling the work/family dichotomy.

to Work For (www.101bestandbrightest.com), is a veteran HR

consummate strategic thinker, Crain’s Detroit 40 Under 40 win-

ner, and a two-time finalist for the Entrepreneur of the Year in the Great Lakes Central Region.

Community Involvement — Part of the Job

Community initiatives move an area forward and often

strengthen the local customer climate for a business. More than 97 percent of the 2011 Best and Brightest participants

routinely make charitable donations while more than 87

percent conduct on-site activities such as blood drives and food drives. In addition, more than 80 percent sponsor

local charitable activities and more than 56 percent of the

companies formally recognize their individual employees’ community involvement. Such activities underscore community support as a vital part of both the workers’ and

the company’s roles in society, and at the same time they produce a “good will” effect among customers.

Focusing on People Works

“Customer loyalty is the fuel that drives financial suc-

cess…Acquiring new customers can cost five times more

than satisfying and retaining current customers,” said cus-

tomer loyalty author Eva Jenkins. (“The Cost of Customer Loyalty Depends Upon Employee Engagement,” Customer

Service Manager (CSM) May 3, 2011; www.customerser-

Fall 2011

vicemanager.com)

Diana Moss, senior director of employee engagement

for Comcast, a Chicago 101 Best and Brightest recipient,

www.customercarenews.com

Jennifer D. Kluge

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