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Each year, we at Great Place to Work survey millions of employees in more than 50 countries to glean their insights on what makes them love the work they do, and to learn how their employers have created an exemplary work environment.
We also conduct a culture audit to review each company’s benefits and people programs, such as health insurance, training and development, compensation, paid time off, retirement plans, and philanthropic efforts. We have learned great workplaces are not created through a particular set of benefits that are unique to a particular industry, limited to public or private organizations, or the advantages of large or small organizations. Instead, universally, a Great Place to Work for All is one where employees trust the people they work with, have pride in the work they do, and enjoy the people they work with.
Until now, our methodology has remained relatively unchanged, but the original formula of only focusing on trust, pride, and camaraderie doesn’t work anymore. The way we do business—and work—has changed. So what’s needed to succeed in the new business frontier? A Great Place to Work For All has six components we now measure: Values, Innovation, Financial Growth, Leadership Effectiveness, Maximizing Human Potential, and Trust.
Read the full article about becoming a successful business by Michael Bush and Sarah Lewis-Kulin at Fortune.