Many of the organisations in our list have unlimited sick leave, no attendance recording system and self-supervision as the norm.
True collaboration goes beyond employees setting the menu for the canteen… It requires an ability to share 'real power', as is reflected in RMSI's decision to empower employees to calculate their own performance bonuses.
Sasken prides itself on its 'single status' policy… All employees, including the co-founder, and eligible for the same travel benefits.
Amex… shares details of the salary ranges, how these were evolved and what comparator companies were used to determine them.
There is a direct relation between great places to work and superior financial performance…. During the period 1998-2002, an annually updated index of Fortune's 100 best companies to work for would have yielded a return of 9.86%, compared to -0.56% from the S&P 500.
(This one, of course, is US data)
At RMSI, when negotiating with those who leave, managers are forbidden from offering higher salaries as an incentive to stay back. At best, they can offer a different assignment or more responsibilities.
At JW Mariott, revenue and profit and loss figures are shared with all employees across levels, eve dishwashers.
At Aztec, to engage employees, CEO… sends out regular emails to them that are presonal, inspirational, and at times, even philosophical.
Sapient's senior-most bosses, its two managing directors, do not have their own rooms. Seriously. They do not even have their own cubicles or work stations.
At PSI Data Systems, employees were constantly kept updated of the company's true financial picture, orders that were in the pipeline and stragies that would change the company's performance. ( Even when the company was in the red.)
1 comments
i wonder if my company which prides itself in HR practises has read it,,will try and post it on forums and get some feedback
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