Great Places to Work Presentation TREK

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Making Your Business a Great Place to Work


Making your business a GPTW • • • •

Why it’s good for business. Trek’s journey. What it means to be a GPTW. 5 Simple Strategies you can implement.


GOOD FOR BUSINESS


Each of these companies is recognized as a Great Place to Work by the Great Places Institute. These companies are retail companies like most of you. And each of them recognizes the importance of being a great place to work‌. Because it’s good for business.


It is good for business. GPTW companies…. • Higher engagement (increased productivity) • Happy Employees = Happy Customers

Engaged employees “show up” and are willing to go above and beyond. They proactively reach out to the customers that walk in the door. They are willing to stay late to close a sale if needed. They work harder for you and your business…. Without being asked to.


Happy Employees = Happy Customers


Happy Employees = Happy Customers


Happy Employees = Happy Customers


Happy Employees = Happy Customers


It is good for business. GPTW companies…. • Higher engagement (increased productivity) • Happy Employees = Happy Customers • Higher # of applicants / position


48 applicants per position


It is good for business. GPTW companies…. • • • •

Higher engagement (increased productivity) Happy Employees = Happy Customers Higher # of applicants / position Lower turnover



It is good for business. GPTW companies…. • • • • •

Higher engagement (increased productivity) Happy Employees = Happy Customers Higher # of applicants / position Lower turnover Higher Profits



TREK’S JOURNEY


• Global research & consulting firm • 25 years in the industry • Surveyed over 10 million employees


What we have learned • Have the Best Team on the Field


A GREAT WORKPLACE IS ONE WHERE EMPLOYEES TRUST THE PEOPLE THEY WORK FOR, HAVE PRIDE IN WHAT THEY DO AND ENJOY THE PEOPLE THEY WORK WITH.


What we have learned • Have the Best Team on the Field • Transparency & accountability matter


Power Rankings When managers and leaders know their score and how they compare to their peers, it motivates them to improve. It creates competition to improve the score and accountability to making a change.


What we have learned • Have the Best Team on the Field • Transparency and accountability matter • Have a road map for improvement


WHAT IT MEANS TO BE A GPTW


“Great workplaces are built through the day-today relationships that employees experience… not a checklist of programs and benefits.” Great Place to Work Institute


What it means to be a GPTW‌

70%

30%

Relationships

Perks


What it means to be a GPTW‌ Credibility Respect Fairness Pride Camaraderie


Credibility Communication: Communications are open & accessible Competence: Competence in coordinating human & material resources Integrity: Integrity in carrying out vision with consistency

• Communication • Competence • Integrity


Credibility 1. 2. 3.

I can ask management any reasonable question and get a straight answer. Management delivers on its promises Management has a clear view of where the organization is going and how to get there.


Respect Support: Supporting professional development & showing appreciation Collaborating: Collaboration with employees in relevant decisions Caring: Caring for employees as individuals with personal lives

• Support • Collaboration • Caring


Respect 1. 2. 3.

Management recognizes honest mistakes as part of doing business. Management genuinely seeks and responds to suggestions and ideas. Management shows a sincere interest in me as a person, not just an employee.


Fairness Equity: Balanced treatment for all in terms of rewards Impartiality: Absence of favoritism in hiring & promotions Justice: Lack of discrimination and process for appeals

• Equity • Impartiality • Justice


Fairness 1. 2. 3.

People are paid fairly for the work that they do. Promotions go to those who best deserve them. I feel people are treated fairly at this organization


Pride Personal Job: In personal job, individual contributions Team: In work produced by one’s team or work group Company: In the organization’s products & standing in the community

• Personal job • Team • Company


Pride 1. 2. 3.

I feel I make a difference here. People here are willing to give extra to get the job done. People look forward to coming to work here.


Camaraderie Intimacy: Ability to be oneself Hospitality: Socially friendly & welcoming atmosphere Community: Sense of “family” or “team”

• Intimacy • Hospitality • Community


Camaraderie 1. 2. 3.

I can be myself around here. This is a friendly place to work. There is a family or team feeling here.


Small differences = Big impact BAD Do not have goals Keep information from employees Pay people for doing their job

Hire whoever they can get Try to pay as little as possible to save on expenses


Small differences = Big impact BAD Do not have goals

GOOD Communicate the goals

Keep information from employees Pay people for doing their job

Share information

Hire whoever they can get

Recognize outstanding performance

Hire employees w/ skills for job Try to pay as little as possible Offer fair compensation to save on expenses


Small differences = Big impact BAD Do not have goals

GOOD Communicate the goals

GREAT Create a shared sense of purpose

Keep information from employees Pay people for doing their job

Share information

Are honest and transparent

Recognize outstanding performance

Show regular, personalized appreciation

Hire whoever they can get

Hire employees w/ skills for job Try to pay as little as possible Offer fair compensation to save on expenses

Hire people who fit into the culture Share rewards of mutual efforts regularly & equitably


SIMPLE STRATEGIES TO BE A GPTW


Simple Strategies to being a GPTW 1.

Have the best team on the field and invest in them.

Give them feedback, train them to be great managers, solicit feedback from staff.


“Let’s face it; people don’t quit companies, they quit their boss” CEO, Twitter GPTW Conference. Dallas, Texas 2015


Best team on the field • Hire for talent and cultural fit, not just skills. • Invest in the time and tools to train your employees. • Fire your underperformers and unhappy employees.



Simple Strategies to being a GPTW 1. 2.

Have the best team on the field and invest in them. Use a two-way communication approach.

Create forums where you share information but also seek information from your team. Use the performance review process, company updates, group bike rides. Consider challenges you have in your business‌ and leverage your employees to help address.


Two-way communication • Have regular meetings with all staff to share business updates. • Create a forum for employees to give feedback. • Be available and ask “how can I help”.


Simple Strategies to being a GPTW 1. 2. 3.

Have the best team on the field and invest in them. Use a two-way communication approach. Inspire a sense of purpose for your employees; have a shared vision.

Do your employees come in to punch a clock everyday? Or do they come in to sell some of the best bikes on the planet? Do they recognize the impact they have in the lives of the customers they interact with. From fitness/health goals, to getting kids on a new bike, to helping the community.


Have a sense of purpose • Have a vision for your business. • Regularly tie decisions and the goals of the business to your companies vision. • Measure your employees on these values.



Simple Strategies to being a GPTW 1. 2. 3. 4.

Have the best team on the field and invest in them. Use a two-way communication approach. Inspire a sense of purpose for your employees; have a shared vision. Celebrate & reward your employees.

Celebrate and reward employees‌ make this a regular part of your day. Say thank you.


Celebrate and Reward • Say Thank You… regularly • Find ways to reward employees for living your companies values • Celebrate both the small things and the big things.



Simple Strategies to being a GPTW 1. 2. 3. 4. 5.

Have the best team on the field and invest in them. Use a two-way communication approach. Inspire a sense of purpose for your employees; have a shared vision. Celebrate & reward your employees. Trust & empower your employees to do their jobs.

Most employees want to do a great job‌ train them on their roles, hold them accountable to doing a great job, then let them do their jobs. Empower them to be great employees.


Trust and Empower • Don’t micromanage… trust your staff. • Give responsibility to employees and empower them • Ask employees for their help and feedback


GPTW SCORECARD



THANK YOU


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