QUALITIES OF WINNING ORGANIZATIONS

EMPLOYER DATA

ORGANIZATIONAL STRATEGY, POLICIES & BENEFITS

99% offer a retirement plan to employees 99% provide health insurance to full-time employees 42% provide health insurance to part-time employees 80% offer paternity leave 65% do not have a waiting period for employees to utilize paid time off after they are newly hired

TALENT ATTRACTION, ACQUISITION & ONBOARDING

100% have a structured, formal onboarding program, as well as use one or more metrics to measure the effectiveness of their onboarding process 93% offer 30- and 90-day check-ins as part of their onboarding process 57% have a formal mentorship program for new employees

EMPLOYEE WELL-BEING

95% have an Employee Assistance Program (EAP) 82% encourage civic engagement among their employees by providing time off to vote 78% assist/encourage employees to take on leadership roles in civic life, including serving on boards of directors or elected positions 94% ensure a safe and secure working environment by providing an entrance that can only be accessed via an employee swipe card, coded keypad or manual buzzer inside of the building 38% offer security escorts to employees’ cars

EMPLOYEE ENGAGEMENT & TALENT DEVELOPMENT

95% offer informal staff gatherings around food/drink, including morning coffee chats, happy hours, etc. 99% have formal development and career advancement discussions with top performers 100% delivered, paid for or reimbursed employees who participated in professional and leadership development and/or training classes

TOTAL REWARDS

92% have a compensation philosophy in place 80% share their compensation philosophy during performance reviews and/or merit pay discussions 54% provided employees with a Total Rewards Statement, which outlines the types of compensation and benefits an employee receives, including monetary value and noncash items, such as salary, bonuses, profit sharing, equity compensation, health benefits, transportation benefits, meals, travel expenses, gift cards and clothing allowances 56% offered performance-based incentive amounts that were larger than what had typically been offered in the past

DIVERSITY, EQUITY & INCLUSION (DEI)

93% have a documented policy about diversity, equity and inclusion (DEI) 71% discuss their diversity, equity and inclusion policy during staff meetings 91% made one or more budgetary or staffing allocations specific to furthering their DEI efforts 75% offer employees a formal opportunity to self-identify their preferred pronouns by providing the option to do so in various written communications, such as on job applications, email signatures, employee ID, business cards, etc. 72% measure employee sentiment around DEI among their employees as part of a larger Employee Engagement Survey that includes measurements around inclusion or psychological safety

TOP-PERFORMER TRENDS

% OF TOP PERFORMERS RANKING JOB ATTRIBUTES AS #1

MALE & FEMALE TOP PERFORMERS BY YEAR

GENERATIONS OF TOP PERFORMERS BY YEAR

Data note: This gender question in this year’s Top-Performer Survey was restructured to include additional answer choices. As a result, the percentages in the graph above do not equal 100%. The percentages for the expanded gender answer choices are noted below. Prefer to self-describe as: 0.2% | Prefer not to answer: 6.5%

The future of work is here. So are we.

In a year of disruption, we’ve embraced new ways of looking at challenges.

We understand that collaboration happens everywhere. Innovation doesn’t start or stop at a door. That agility and flexibility are keys to success, and we succeed when everyone gets a seat at the table, whether that table is in a conference room or in the cloud.

It’s the Cleveland Fed’s 23rd year on this list, and for all of these years, the Bank has worked to support the American people. While we continue to adapt and to address challenges, the Bank’s people are still doing that work.

Join the Cleveland Fed and inspire more of its change: https://clefed.org/joinus