Page 95 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

82B RE-ENGAGE

Positive Comments
Survey comments such as the following ones, praising senior leaders
for their generosity, were fewer and farther between:

: “XYZ Company is a great company to work for. Leadership al-
ways finds ways to give to the employees.”
: “Senior leadership takes every person who meets their quarterly
goals to Las Vegas (four times a year). I don’t know a lot of compa-
nies that take care of their sales producers like this.”

Theme F: Feelings of Being Generally Devalued by Senior Leaders
This theme is similar to pay inequity, but broader. It transcends the
issues of pay inequity, greed, and excessive self-interest and encom-
passes the felt offense of devaluing the employee in more basic and
larger ways.

Negative Comments
There was no shortage of comments from survey participants along
these lines:

: “Senior executives and managers do not acknowledge your capa-
bilities when speaking to the client.”
: “Management makes everyone feel as though they are replaceable.
Our chairman came out and said that shareholders come first, cus-
tomers second, and employees third. How do you think that makes
the employees feel?”
: “There is a lack of support for minorities. Not a lot of people here
are open to those who are different from what they are used to. As
a result, people are singled out for being who they are. I think once
people start to respect you for your work rather than acting like
they are in high school or hazing for a fraternity, then this com-
pany will be a much better place to work.”
: “This organization consistently views employees as fiscal liabili-
ties to be limited as much as possible; until we are perceived as