Page 73 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times
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60B    RE-ENGAGE               Today . . .

         :                             Health-care benefits are extremely
          Ten Years Ago . . .
          Employee benefits are important, par-
                                       important because they are eating up
          ticularly when I change jobs or when I
          have a significant claim related to myself
                                       more and more of my take-home pay. I’m
                                       also very concerned about my retirement,
          or a member of my family. I also want a
          fair contribution to my retirement from
                                       tank. I also have an interest in maintaining
          my employer.                 particularly when the stock market is in the
                                       some semblance of work-life balance, and I
                                       expect my employer to honor that.

           In Chapter 9 we will examine the transformation that is going on
        in the world of work related to employee benefits and whole-person
        and lifestyle needs. We know that health and retirement benefits have
        always been important, but their priority has clearly risen in the minds
        of most employees. Survey comments in particular reflect an increase
        of employee interest in work-life balance, something not spoken of
        with the same level of frequency just a few years ago.
           We know that some employee engagement drivers are timeless and
        will not likely go out of style. For example, keeping employees aligned
        with company goals, making sure they are in the loop, and inspiring
        their trust are enduring conditions that have been emphasized as es-
        sential leadership competencies for decades. It doesn’t shock us that
        the quality of leadership was an important driver of employee engage-
        ment five years ago, was still important five years later, and will likely
        be important five—or fifty—years from now.



        :   MAKING UNIVERSAL DRIVERS INTO “SIGNATURE” DRIVERS


        Although winning companies consistently score high on all six driv-
        ers, there are marked differences in how each company goes about
        achieving those levels of excellence or where it places the emphasis.
        We use the term “signature” to describe the two or three of the six
        drivers that combine to reflect each employer’s culture, lend it a dis-
        tinguishing style, and serve to support its business objectives. This
        is an extremely important concept for those who aspire to become
        employers of choice like those featured in this book.
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