I’m often asked what is it that Great Place to Work^® does. It would be easy to respond with the typical consultant speech about helping companies become great workplaces, but that’s not an entirely honest answer. The honest response is that Great Place to Work is here to answer one vital question:

What is possible? Think about that for a moment.

What is possible? A possibility – in its simplest form – is unrealised potential. But, to actively pursue a possibility is to be more than optimistic, it’s to be hopeful. You see, optimism is the belief that something will get better. Hope is the understanding that together, we can make something better.

Sir Ken Robinson recently argued that the world faces two climate crises: one, a crisis of natural resources and the other a crisis of human resources. As globalisation accelerates and the demand for human resources becomes more prevalent, the betterment and sustainability of the world’s human resources must be a main focus. The solution to this human resource crisis lies in our unique ability to build relationships, to understand the value of our differences, and to admire and celebrate the things that make us similar. These are sustainable human connections.

If we are to think about what is possible, we must also stop to ponder the incredible role companies serve in this process. Our years of research continues to point to the relationship between employee and manager as one of the most powerful and influential relationships many of these employees will develop.

It’s easy to understand what is possible if employees are provided a safe place to work, are paid fairly, and are able to support their families, but think about what is possible if these same employees are respected and admired by their manager, are encouraged to give input and advice, are provided ample opportunity to grow and develop, are able to build deeper relationships with their colleagues, are routinely given challenging work, are encouraged to explore and take risks, and are supported when mistakes are made. Think about the possibilities.

When employees are provided with this level of support, they are able to focus their attention and energy on things external to them – things the company gets back in return – such as trust and loyalty, flexibility and agility, and ultimately the employees’ creativity and innovation. These are tremendous gifts that each employee has the potential of giving. They just need the right environment in which to give. In 1954, Abraham Maslow introduced his hierarchy of needs. Maslow suggested that employees have an evolving set of needs they must fulfill, and that an employee could not achieve a higher level until the lower level needs were met. Addressing workplace experience helps companies understand how to meet the needs of their employees – to increase the likelihood that they will reach their fullest potential – and to create a competitive advantage.

Now, I want you to think about what is possible when those very same employees return home to their families, when they interact with their children. Think about how a company can impact the employees’ relationship with their community, with their larger network of personal and professional friendships, with their regional and national pride. Think about what is possible.

Margaret Mead once said “Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has.”

Sustainability is not solely about our natural resources. The quality of our workplaces does matter. In fact, high quality workplaces are the environments in which employees are free to and ready to give back. Join us on this exploration – to work together to make something better – to answer the question... what is possible?