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Related Blog Posts

3 Steps to an Innovative Workplace

by Kelli Marjolet on May 30, 2013 
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Building a “Culture of Innovation” is certainly a hot topic these days, and rightly so; hiring great innovators almost universally coincides with being both successful and a great workplace. However, with all the information floating around on the topic, it still remains elusive.

Here at Great Place to Work® we get an intimate view of the inner workings of innovative companies.

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Great Workplaces Make Great Profits

by John P. Muldoon on January 28, 2013 

John P. Muldoon

What’s soft and mushy on the outside, but competitive and profitable on the inside? It’s a company that ranks highly on the annual Great Place To Work® survey. “It’s not some fluffy, nice-to-have concept,” said Paul Rellis, CEO of Microsoft Ireland. “It is really good for our business.”

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Seeking Better Performance? Try Shared Capitalism

by Amy Lyman  on January 26, 2013 
Amy Lyman

A recently released National Bureau of Economic Research Working Paper documents the powerful role that shared capitalism practices play in the overall positive financial performance of an organization. This research paper reports on analysis conducted by Doug Kruse and Joseph Blasi of Rutgers University and Richard Freeman of Harvard University.

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Related Publications

How to Drive a Customer Service Culture

by Marcus Erb 

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Creating a base of avid customers is the dream of many executives. Loyal buyers offer the promise of steady repeat business, free word-of-mouth advertising, greater revenue, and ultimately happy investors. Workplace culture efforts by CarMax, the U.S.'s largest retailer of of used cars, have led to industry leading customer satisfaction, strong associate engagement, and record setting revenues after weathering the recession. This article highlights the key strategies and practices used to achieve these outstanding results.

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Scripps Health Case Study

by Sarah Lewis-Kulin 

gptw-publications-thumbWhat does it take to turnaround a large hospital system characterised by operating losses, high turnover, labour shortages, union and legislative risk? This study shares Scripps Health’s journey to becoming a great workplace, including how it assessed, benchmarked, and improved its workplace. As a result of its efforts, Scripps Health has seen drastic improvements in financial performance, turnover rates, and employee morale. Over the past 10 years, employee results have improved by 54% while the system has realised over $70 million in cost savings and increased its annual profits by over 1200%.

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