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
14
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
15
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
16
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
17