Glassdoor for Employers Fri, 29 Apr 2016 22:59:05 +0000 en-US hourly 1 3 Ways You Should be Using Glassdoor Fri, 29 Apr 2016 16:00:02 +0000 When learning about your company, people from the outside world trust what they hear from employees more than any other spokesperson. A...

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When learning about your company, people from the outside world trust what they hear from employees more than any other spokesperson. A recent study from Edelman confirmed this, and says not only do they want to hear from employees about how customers and employees are treated, but other issues including business practices and financial performance.

This makes sense, and it’s one reason Glassdoor is such a valuable avenue to job seekers and beyond. Our company relies entirely on employee stories to create authentic employer branding content for our clients, so I’m sold on what using real stories can do to communicate current state organizational culture. I love how Glassdoor provides its users with a forum to tell authentic stories.

Here are some ideas on how you can encourage your workforce to use Glassdoor as a storytelling medium.

1. Embrace it and promote it as an avenue.

We love companies that use Glassdoor for all of its advantages. One of our clients, the Chief People Officer at a financial services company, asked at an all-hands how many new people in the room went to Glassdoor during the interview process. As longer tenured employees looked around the room, they got the message: Glassdoor reviews are part of the decision-making process for new colleagues. Our client asked the group to take some time to write a review. Not a positive review, just a review. Encouraging participation and reminding your workforce it’s an important avenue for future colleagues is clearly one way to embrace the medium.

For those that think Glassdoor reviews are written only by the disgruntled, realize that those reviews shouldn’t be dismissed. They contain valuable information. The CEO of one of our client companies was surprised about what he read, started personally responding, and made changes based on the negative reviews to positive results (lower turnover, better overall ratings).

Another CEO told us that he wanted even those employees that didn’t work out to leave feeling great about the company. With this mentality and taking a play from Zappos, they started giving generous severance packages to those who weren’t fitting in with the culture—as it was nothing personal—and they wanted those people to take the time to find the right fit the next time. Responding to what you read and taking it seriously enough to make organizational changes is another way to embrace the medium.

2. Take it further. Please, encourage stories.

So you’re encouraging employees to be brand ambassadors by using Glassdoor reviews. Great. As a story-person, I would love Glassdoor reviews to get specific. The typical review is not helpful for a discerning candidate to get the real scoop. “Great benefits” or “poor leadership” is not helpful. “I love it here” and  “I hate it here” are also not helpful. Some people are happy here and some people are not. That’s every organization. Given the lack of real examples, candidates know enough so that they’re not walking into a total disaster of a workplace, but not enough to self-select given cultural nuances.

Encouraging people to tell stories is tricky, since reviews are anonymous and the people who are currently employed and hating it are not likely going to rant specifically about things that could improve at their organization.

But there’s a way to talk about work in a meaty way, with examples, that doesn’t include your mother’s maiden name. I recently read reviews of clients we’ve worked with, whose cultures we really know, and—for every generic comment—I knew a story I had heard that better proved the point.

As an example, one of our client contacts was asked to develop and manage a communications plan for an acquisition—a giant, visible project with a quick turnaround. Even though acquisitions are commonplace at this company, there was no system in place for communicating what was going to happen to the acquired company’s employees or the acquiring company’s employees, and it had been a source of stress every time her company acquired a smaller organization. She is early in her career, new to the communications team, and had minimal training, but she knocked it out of the park. Now she’s responsible for communicating important, sensitive information related to culture transitions and acquisitions. This is just one example of how her company takes talented people and gives them crazy challenges, with limited training.

Her organization’s Glassdoor reviews consistently mirror this experience:

  • “This environment is fast paced, challenging, and pushes me to do great work.” (This was listed as a pro)
  • “It’s learn as you go.” (This was listed as a con)

But with the story, you can picture yourself doing the work: ‘I would absolutely hate it,’ or ‘That’s exactly what I need to jump levels of experience ahead.’

3. Share content you create using employee stories on Glassdoor.

I love Glassdoor because it’s an open platform. But, if you really want your bright spots to contribute in meaningful ways, and asking them to write something isn’t enough (and pressuring team members to do it is not an option/not in the spirit of the platform), let them tell their stories in other ways.

Glassdoor allows organizations to post content they create on their pages. So, this could be pictures, or comic strips, or videos, or an infographic. Get the story, and the storyteller’s permission to share it, and create it yourself (or ask a story-based digital agency like ours for help).

The important thing is to get your workforce talking about their experience in an authentic way to the outside world. Candidates trust their perspective, and they want to hear from them more than anyone else at your company. Encourage your colleagues to share whatever specific experiences are meaningful to them so candidates have real information to align with the right organization for the long term. And, using Glassdoor as a storytelling platform is a no-brainer. Candidates are already there, trying to get the skinny on working for you! Dale in accounting can’t wait to tell them all about how your company supported him as he studied for the CPA exam (just ask him).

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Registration Now Open for Glassdoor’s 2016 Summit! Thu, 28 Apr 2016 16:05:33 +0000 We’re excited to announce that registration is now open for the Glassdoor Summit Sept 13-14 in San Francisco! The talent acquisition landscape...

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We’re excited to announce that registration is now open for the Glassdoor Summit Sept 13-14 in San Francisco!

The talent acquisition landscape is rapidly changing, and organizations now need to connect the dots between recruiting, talent attraction, and culture in order to stay in front. In its third year, the Glassdoor Summit is a one-of-a-kind event that brings together dynamic presenters to share how industry leaders are transforming employer branding and recruiting through transparency.

To make room for all the great content, the Summit is now a two-day event that includes intimate breakout sessions, pre-event workshops, and more networking opportunities for attendees. This year we’re excited to welcome leaders like Josh Bersin (Founder of Bersin by Deloitte), Patty McCord (former CHRO at Netflix), Ana Relic (SVP Global Recruiting at Salesforce), and Rich Barton (Founder of Expedia, Zillow, and Glassdoor) in short TED-style mainstage and breakout sessions.  Check out all the speakers here.

What makes the Glassdoor Summit unique?

Fast-paced format

Hear dynamic speakers share engaging stories and strategies in short TED-style mainstage and breakout sessions in a fun, unconference-like setting.

Action plans for right now

Learn WHAT leading organizations are doing in recruiting and branding today, HOW they’re doing it, but more importantly, how YOU can do it too – starting now.

Intimate event

Develop quality connections with the industry’s most influential leaders through interactive group breakouts, networking events, and a limited audience size to maximize engagement.

Here’s what past attendees had to say:

  • “Having the tidbits of information, practical applications I can take back and say let’s do this, let’s do that – I thought that was great.” – Michelle Smith, Director of Talent Acquisition, Riverbed Technologies
  • “There’s a conversation that needs to happen within talent acquisition that hasn’t been happening at most of the conferences out there… but it happened here today.” — Madeline Laurano, Founder, Aptitude Research Partners
  • “What was really beneficial to me were the tips, the takeaways, the calls to action.” – Tobye Lovelace, HR Director, La Jolla Group
  • “I was blown away by how dynamic, enlightening and enjoyable this day was.” – Jennifer Newbill, Sr. Manager Global Candidate Attraction, Engagement and Experience, Dell
  • “This is how people can really absorb and hear the same thing repeatedly in different ways so they can internalize it and go back and build a strategy to execute at their own company.” — JT O’Donnell, Founder,  Careerealism

Check out the full agenda for the two-day event:*

Monday, Sept 12

  • 2:00pm – 4:45pm:  Glassdoor Labs – Classroom style training sessions on how to take advantage of Glassdoor included with Summit ticket
  • 6:00pm – 8:00pm:  Welcome Cocktail Reception

Tuesday, Sept 13

  • 8:00am – 9:00am:  Networking Breakfast
  • 9:00am – 12:30pm:  Keynote and Mainstage Presentations
  • 12:30pm – 1:45pm:  Lunch
  • 1:45pm – 4:15pm:  Breakout sessions (3 tracks: Employer Branding, Talent Acquisition, and HR Exec)
  • 8:00pm – 11:00pm:  Summit Party

Wednesday, Sept 14

  • 8:00am – 9:00am:  Networking Breakfast
  • 9:00am – 12:30pm:  Keynote and mainstage presentations
  • 12:30pm – 1:30pm:  Lunch + meet and greet with keynote
  • 1:30pm: Summit Concludes

*Subject to change

Don’t miss your chance to be part of this intimate industry event with unique content that will leave you inspired and excited to go back to your teams to start enacting change in your organization right away.

Register now to attend the Glassdoor Summit on September 13-14 in San Francisco.

More questions?  Get in touch! Email us at or on Twitter at #gdsummit.

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Why Working From Home Is Good for Your Employees Thu, 28 Apr 2016 16:00:03 +0000 Working from home is more common than ever, with technology continually disrupting the landscape of how and where we can do our...

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Working from home is more common than ever, with technology continually disrupting the landscape of how and where we can do our jobs. While many benefits exist for the company who provides work-from-home set-ups, such as savings in overhead and 24/7 accessibility to key players, equally as many benefits abound for employees who choose the work-from-home option.

Here are just a few of the reasons why working from home is good for your employees:

1. Work-life balance.

Awaking at 3 a.m. for a sick child or arising early to take a pet to the veterinarian can stress out an employee who otherwise enjoys his job writing code or managing the finances of their growing company. However, with a (flexible) work-from-home environment, an employee can more fluidly navigate being pulled from both ends – home and work.

As well, working from home means an employee can break away for a rejuvenating nap should they need it, and they can recapture lost time by working a little longer into the evening from the comfort of home.

2. Health and fitness.

One aspect of a healthier lifestyle that working from home offers is the availability of home-based exercise circuits, whether it be as simple as a walk around the neighborhood or a jog through a local nature trail. As well, an employee can access their own custom food pantry to fulfill refueling needs and goals.

3. Project momentum.

Taking care of business instantaneously is a valuable, stress-reducing benefit when a devoted employee wants to stay on top of the details at any hour of the day. When a problem erupts or new details unfold on an important project, having a fully functioning office at home makes it easy to address things right now, eradicating worry and maintaining project momentum.

4. Cost savings.

Work from home days generally mean donning more casual attire. Wardrobe expenses and trips to the dry cleaner are reduced when an employee is permitted to wear shorts, t-shirt and flip-flops and work from the comfort of a porch or other converted space. This benefit can rack up thousands of dollars in savings for the employee.

5. Uninterrupted productivity.

By working from home, employees can set themselves up for quiet, uninterrupted work cycles; whereas, at the office, other employees stopping by their office and various office-wide activities often interrupt flow.

6. Time with your family.

Even if an employee is solitarily tip tapping away on their computer, knowing their spouse or child is nearby in the other room can be a calming force. For employees whose hours in the office rack up, more time to be around their family is a bonus.

7. Pet therapy.

Pets are therapeutic and can make terrific office companions. For some employees, being at home amid their furry, four-legged friends offers a layer of comfort that quells the stresses of the day.

8. Zero commute.

Working from home saves the costs of car maintenance and fuel. By expending only the energy of walking to and from the office, eliminating hundreds of dollars per year on automobile costs, and reducing the likelihood of other issues (traffic jams and fender benders), the employee’s bottom line benefits. As well, it saves commuting time.

9. Job satisfaction.

A sense of empowerment and freedom exudes from someone entrusted with a more flexible, work-from-home arrangement. Not only does this flexibility create more satisfied employees, but it can also increase employees’ enthusiasm for the company’s goals and ambitions. 

10. Lifestyle flexibility.

Work-from-home offices sometimes translate into mobile offices, meaning employees can use their laptop to conduct key business functions in other people’s homes or office locations. For example, this can mean working from an aging parent’s home if they are needed there, as well as from other areas of the country – or the world. The flexibility of combining demanding work schedules with fluctuating and evolving personal lives is crucial for sustainably happier employees.

Bonus for introverts!

In addition to the reasons listed above, introverts may especially gain from the work-from-home environment. Because of their inclination for less-is-more social interaction, introverts often relish in the solitude and thus reap added benefits from the work-from-home option.

While working at home may not be feasible for everyone all the time, even the part-time possibility of a work-from-home environment is advantageous for employees seeking more harmony between work and personal life.

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3 Performance Indicators That Will Make or Break Your Company Wed, 27 Apr 2016 16:00:45 +0000 Want to really find out how your business is performing? Setting and analyzing key performance indicators (KPIs) for your company is the...

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Want to really find out how your business is performing? Setting and analyzing key performance indicators (KPIs) for your company is the best way to stay on track with your business goals.

The question is what to focus on when it comes to performance. Should you rely on classic standbys like financial- and customer-focused indicators? Or opt for a newer indicator coming into vogue, one that prioritizes employee performance.

How you measure performance can say a lot about your company’s objectives. Let’s take a look.

Financial-based indicators

These are the most commonly used metrics for performance, including revenue growth rate, net profit and return on investment (ROI). In terms of employee performance, these are often quantified using output-related measurements. These can be useful for growing your company’s finances, but companies that focus solely on profit-related indicators often face an innovation problem.

A focus on financial goals can pressure managers to prioritize short-term profitability over creativity. Financial indicators also don’t provide a full picture of a company’s performance. Rather than taking risks on new ideas, these companies can become known for creating “one-hit wonders” that sell and repackage past successes. Eventually, quality and customer satisfaction can become compromised and employee motivation drops.

MSFT and stack ranking

Microsoft learned that lesson at the expense of its top spot in the tech world. Originally a leader in cutting-edge technology, after 2000 it began slipping in the rankings against companies like Google and Apple because of its inability to keep up with trends. While these companies released paradigm-shifting products like the iPhone and Google Maps, Microsoft treaded water by simply updating Windows Office. Financial indicators reflected the company’s shift in popularity but not the contributing factors.

Internally, Microsoft took a cut-throat approach to performance management called “stack ranking.” In this system, employees were ranked according to their performance, with the top being put in line for promotions and the bottom 5 to 10 percent shown the door.

Rather than boosting productivity, this system merely increased competition and discouraged teamwork. Ultimately, instead of collaborating on new ideas, employees focused on gaining favor to survive.

Customer-focused indicators

These are increasingly seen as the most important performance-based metric.

Main customer-centered KPIs include conversion rate, customer retention and Net Promoter Score (NPS). Due to varying objectives, companies that focus on customer-centered indicators prioritize gaining a loyal customer base by producing great quality products, utilizing different marketing techniques and emphasizing strong customer support.

An example of this is Riot Games’ Free To Play games, which helped the company gain a loyal customer base by allowing gamers to play some of their best games for free online.

Zappos’ customer service is famous for providing unsatisfied customers with gifts and free shoes. Creating a customer service culture is an essential part of its business strategy and the focus of CEO Tony Hsieh’s book Delivering Happiness.  

However, for companies that don’t take off straight away, the money and time put into each product can lead to slower profit generation and financial instability. While customer satisfaction is an important key to success, what customers ultimately want are state-of-the-art products. Customer-focused indicators can help you build a loyal client base, but they do not necessarily solve a company’s innovation problems.

Companies should use a combination of both financial and customer-focused indicators, but there is a third key measurement essential to meeting your company’s goals.

Why employee-centered indicators are so important

More and more companies are beginning to realize the importance of employee-centered metrics. These types of indicators include employee engagement, satisfaction and turnover.

Studies show that higher employee engagement is linked to higher customer satisfaction. When employees are happy at work and believe in their product/company, this comes across to customers. Gallup revealed that companies with high employee engagement levels outperformed companies with lower levels of engagement in customer ratings by 10 percent.

Engaged employees take fewer sick days, achieve more

A study by Workplace Research Foundation found that engaged employees take an average of 2.69 sick days annually compared to disengaged employees, who take an average of 6.19 days. Most important, they’re motivated to achieve more. Gallup’s study also showed that engaged companies outperform others in productivity by 21 percent and profitability by 22 percent.

The treatment of employees is also an important factor for consumers. Deloitte’s 2015 study on millennials revealed that this generation considers the treatment of employees as the top characteristic of industry leaders, even over profit generation and impact on overall society.

The report concluded: “While they believe the pursuit of profit is important, that pursuit needs to be accompanied by a sense of purpose, by efforts to create innovative products or services and, above all, by consideration of individuals as employees and members of society.”

Atlassian benefits from autonomy

Companies with employee-centered strategies are also more likely to foster innovative environments that promote autonomy and employee ownership.

For example, Atlassian became famous for its “Shipit” days, which encourage employees to drop their normal work in favor of spending 24 hours on a creative project of their choice. Allowing employees the freedom to try new ideas sounded like a financial risk but it resulted in great returns. In fact, projects developed during these sessions resulted in some of Atlassian’s most profitable products.

The company not only dominates Australia’s tech industry, it has also been named the best company to work for the past two years.

Employee-first takes off

More and more companies have started focusing on an employee-first strategy.

In an interview with Inc., Virgin Atlantic CEO Richard Branson disclosed that the company puts staff first, customers second and stakeholders third. “If the person who works at your company is not appreciated, they are not going to do things with a smile,” he says.

Southwest Airlines, consistently in the top 10 in employee and customer satisfaction surveys, follows the same ideology, motivating employees with its company values and an environment that recognizes employees for going above and beyond.

A final word about performance

In the end, perhaps a company’s success ought to be reflected by a combination of indicators: finance, customer and employee, all working synergistically.
As Southwest founder Herb Kelleher put it: “A motivated employee treats the customer well. A customer is happy so they’ll keep coming back, which pleases the shareholder. It’s just the way it works… They can buy all the physical things. The things you can’t buy are dedication, devotion, loyalty—the feeling that you are participating in a crusade.”

Matias does Communications at Impraise, a web-based and mobile solution for actionable, real-time feedback at work.

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Glassdoor Announces Chief Human Resources Officer Wed, 27 Apr 2016 13:30:22 +0000 Today we are excited to announce a new executive to Glassdoor: our Chief Human Resources Officer (CHRO) Carmel Galvin. Carmel comes to...

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Today we are excited to announce a new executive to Glassdoor: our Chief Human Resources Officer (CHRO) Carmel Galvin. Carmel comes to Glassdoor with nearly 25 years of extensive international experience in HR, and she will be responsible for building Glassdoor’s people strategy and infrastructure as we continue to expand our global footprint.

As you might imagine at Glassdoor, where our mission is to help everyone find a job and company they love, HR is a vital function at our company. We are thrilled to welcome Carmel, whose wealth of experience and enthusiasm closely aligns with our deep appreciation for the importance and impact that employees make in maintaining a great company culture and in supporting the growth of our company.

“Glassdoor is disrupting the employment space through greater workplace transparency, putting the power of information into the hands of employees. I am thrilled to join a company focused on improving the world of work and the way in which employees and employers connect,” said Galvin. “I am especially excited to join Glassdoor at a time where the company is experiencing rapid growth as a business and as an employer, and with that look forward to the opportunity to build a world class HR organization.”

Glassdoor currently employs nearly 600 people in our San Francisco Bay Area headquarters, and offices in Chicago, Ohio, London and Dublin.

Want to work for Glassdoor? We’re hiring! Check out our open jobs and learn what our own employees have to say about working here.

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Event Recap: Boston Best Places to Work Roadshow Tue, 26 Apr 2016 16:00:17 +0000 The invite for the Boston Best Places to Work Roadshow somehow squirmed its way into my inbox, and it couldn’t have happened...

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The invite for the Boston Best Places to Work Roadshow somehow squirmed its way into my inbox, and it couldn’t have happened at a better time. We didn’t lose just one great employee this week to a different opportunity; we lost two. That might not sound like much, but there are only 17 people in our location.

I will add that this is an anomaly. Our retention rate is actually quite good for our industry, and our Glassdoor rating is above average. Even so, this situation still makes you wonder how the company can do better. Enter: Glassdoor’s Best Places to Work Roadshow.

Most people dread these types of sales-y seminars (my boss was even a little hesitant to let me skip work for a morning), but I knew it was going to be worth it. Glassdoor didn’t disappoint.

You know that super jazzed feeling you get after listening to a motivational speaker? Same thing happened to me here. I love the company I work for and I know I’m not the only one. I also know that we can still improve because not everyone feels this way. Do you know the feeling? Then this Roadshow is exactly what you need. The insight and ideas are applicable to any company looking to do better.

Embrace transparency

It’s no surprise that people want companies to be transparent. However, what surprised me was learning that 62% of Glassdoor users agree that their perception of a company improves after seeing an employer respond to reviews, even if those reviews are negative! This is such an easy way to help improve an outsider’s impression of the company and attract top talent to your open opportunities.

It’s not just about transparency with the outside world; you need to apply this concept within the company walls as well. We have close to 40 offices across the U.S. and Caribbean, and having everyone feel connected can be challenging. Listening to Steve Degnan from Nestle Purina was enlightening. Employees like to know what’s happening and to feel empowered. Every Monday, each Nestle Purina employee gets to work with an email from their Chairman with news, updates, or highlights concerning the company. They don’t ever feel like they’re left in the dark. It’s another easy way to be transparent.

Culture as a competitive advantage

Did you know that by 2020, Millennials are going to make up 40% of the workforce? Job expectations of a Millennial are drastically different than those of a boomer. Times are changing and companies need to change with it. This group wants meaningful work, coaches/mentors, and a good company culture. This makes culture and employee engagement a business priority, not just an HR priority (a common message throughout the Roadshow).

All the speakers discussed embracing the changes and the benefits of doing so. Job seekers aren’t choosing positions based on pay alone; the top priorities are culture, value, career opportunities and leadership. If you want to attract the best talent to your company and have happy employees, you need to give them an atmosphere where they feel valued and inspired. Every company has a culture, so you might as well invest in making it a good one!

Tell us how you really feel

One of my favorite ideas I took from the Roadshow came from Katie Burke at HubSpot, and not just because it’s a Boston area company. Employee surveys are nothing new, but I really like their simple approach. It has three questions:

  1. Would you recommend working here to a friend?
  2. How are we helping you to grow in your career?
  3. What advice do you have for Senior Management?

Yep, that’s it. And honestly, I don’t think you need any more. People want to be heard, and this gives them the opportunity to anonymously give their feedback directly to the people responsible for making changes. It’s a very quick and simple way to give employees a voice. So simple yet so effective.

Bring it home

I’ll be honest, I was a bit nervous to go back to the office with all the information and new ideas buzzing around in my head. Not because I didn’t agree with the presentations from the Roadshow, but change isn’t always welcomed with open arms. Lucky for me, this time it was. The management I work with knows that our people are our biggest asset, and if we can implement ways to improve our culture than we need to do that. Every company needs to have that same mentality.

I’m really happy Glassdoor picked Boston as one of the cities to host the Roadshow. We’re a proud city – we live and breathe for everything Boston. Out of top 10 Best Places to Work, three are based here, which is incredibly impressive. I bet very few (if any) in attendance work for one of those companies, but the 200+ people there couldn’t be happier for each of those winners.

This Roadshow wasn’t just about sharing insight on how your company can be a Best Place to Work. Honestly, it was about making Boston the Best Place to Work. For that, thank you to everyone at Glassdoor. You’ll be seeing a lot more Boston companies on that list!

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9 Things to Do When Your Employees Are Seriously Unhappy Mon, 25 Apr 2016 16:00:15 +0000 Employee unhappiness rots a culture. And as culture disintegrates, so does market share, revenue and sales. So, what should your company do...

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Employee unhappiness rots a culture. And as culture disintegrates, so does market share, revenue and sales. So, what should your company do to turn around seriously unhappy employees and protect future sustainability?

1. Ask your employees why they are unhappy. This may sound simplistic and obvious but quite likely is not happening if your employees are visibly miserable. 

Written surveys will not extract the root of discontent — employees will feel vulnerable and at-risk of jeopardizing their jobs. However, if it isn’t apparent, you must find a way to unearth the why behind disgruntlement in order to effectively respond.

One example is to talk with employees one-on-one. Ask specific questions about their accountabilities. If they are a project manager, for example, ask them to describe their most recent achievement in attaining a project goal or achieving a milestone. Then, ask what project they are struggling to get to the finish line, and what resource would help propel it forward.

In other words, just start talking with them about their normal day-to-day and let the conversation evolve. Issues will bubble up if you give the conversation time and attention.

2. Perform after-hour visits. Ensure senior management makes their presence known locally at your service center, dealership, regional branch office, or wherever makes sense. Conduct a town hall meeting after hours. Listen, take notes and then follow-up to divisional or regional leadership with your findings. Follow up on your follow-up and ensure the loops are closed.

3. Examine your company’s values. Does your company see employees as cogs in a wheel? Or, do they balance performance expectations with kindness and respect for employees at all levels of the organization? 

As one executive shared recently, “The way in which you get results is as important as the results themselves.” In other words, the more you treat your employees with respect, the more they will do for you (and the happier they will be).

4. Help your employees become their best. Define a plan for everyone from entry-level to supervisors, managers, directors and vice presidents to advance their careers. Map the goals of your employees with the goals of your company. Clear a path and provide resources for future growth and advancement. Without an inspiring journey in view, employees at all levels begin to feel rudderless.

5. Shift gears from focusing on costs to focusing on service and results. In other words, if your employees feel constantly pressed to trim costs with little opportunity to grow value and increase the business, then it’s likely they are feeling institutionalized. Instead, reframe the conversation and action plan around how not only should they reduce costs but also how they can build a better widget, provide more exceptional service and expand market share.

6. Hire better leaders. If your leaders are stuck in the outdated hierarchical mode of bossing their people around, no questions asked; and, if your leaders wield their “gotcha” attitude, lying in wait for their employees to make a mistake, then you probably have found a source of your unhappy employees.  

Leadership who dictates versus serves and leads their employees often are at the root of withering employee morale. Take a hard look at the behavior of your current leadership and either compel them to make a change or replace them with leaders who will.

7. Organize a retreat for your leaders. Perhaps your company has undergone a series of acquisitions that resulted in leadership silos, which in turn created disharmony and disconnect among and between employees. Whatever the reason for a less than agreeable and collaborative group of leaders, you may consider bringing them together for a brainstorming retreat.

During this initiative, share feedback and discuss methods to unite your region for maximum results. Create a unified message that you can then bring back to your employees – something team members can really get behind.

8. Communicate to your employees every day. In line with number 7, you must be sure every single employee understands – and believes in – what needs to be done to achieve success. As well, translate the financial needs of the business to each individual employee so they can be an ongoing contributor to the bottom line.

9. Eliminate meetings and redundancies. In other words, let your employees do their jobs without the constant interruption of administrative oversight and unproductive meetings. Enable your teams unbroken focus on projects and action plans aimed at completing their deliverables.

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How to Manage Millennials: Strategies for Success Fri, 22 Apr 2016 16:00:48 +0000 A lot has been said and written regarding Millennials as employees, and much of it is pure speculation, not based on research....

The post How to Manage Millennials: Strategies for Success appeared first on Glassdoor for Employers.

A lot has been said and written regarding Millennials as employees, and much of it is pure speculation, not based on research. One of the biggest inaccuracies about this generation — defined as those born between 1982 and 1994 — is that they’re not motivated to work hard. Managers who say this about Millennials aren’t bad managers, they simply need to re-evaluate how they manage this particular generation of workers.

The fact is this: Millennials are willing to work hard and can be essential members of your organization and future leadership teams if they are managed effectively. Understanding what motivates Millennials and what matters to them at work is essential to properly managing and inspiring them for success.

Millennials vs. older generations

So what is the main differentiator of Millennials when compared to older generations? Millennials have different values than Baby Boomers and other older employees. Many of them question the effort and sacrifice their parents made for their careers, and they wish to forge a different path for themselves. The unique approach Millennials take to their careers is often what is construed as laziness or not wanting to work hard by managers and older coworkers.

Don’t judge Millennials by traditional values

A recent study conducted by Bentley University of college-educated Millennials in the workplace noted they have a different set of professional values and motivators than their older colleagues (Source: Bentley University, Millennials in the Workplace, 2013). The biggest mistake many companies make today is judging Millennials based on the values of the generations that came before them. It’s a brave new world; the rules have changed. It’s time for Millennials to be viewed using a new lens.

What do Millennials want?

The top need cited in the Bentley study is that Millennials want workplaces that will accommodate their personal values with respect to time and relationships. To Millennials, their personal time and relationships are highly valued and they expect a great employer to understand those values. As such, Millennials can be fiercely loyal to companies that allow them to live by their true personal and family values; they want their employers to care about them.


Millennials crave flexibility; they want to work for companies that care more about the quality of work being done than the time it took to do it. To them, a good worker doesn’t necessarily work long hours – they do the job well.

I’ve seen recent instances of this type of loyalty in my work as a business performance advisor. One of my client’s daughters is a perfect example of this caring = loyalty philosophy. She had some medical challenges associated with her pregnancy that made it difficult for her to be in the office, but she kept up with her work at home. Her employer didn’t keep score on the number of hours she put in, but was satisfied that she completed her assigned tasks. This woman has received offers from other companies — some with a higher salary — but she’s loyal to the employer that understood her need for flexibility. She elected to turn down these lucrative offers because the flexibility offered by her current employer was more valuable than a raise.

Company culture

They want career success just like everyone else, but company culture matters more to Millennials than it does to Boomers and other non-Millennial employees. The Bentley study noted that Millennials are less likely to endure unpleasant conditions at work; nearly three of four (70%) would seek another opportunity.

Organizations and managers can retain their Millennial workforce by focusing on creating a company culture that accounts for the personal time and relationships that Millennials value so highly, rather than focusing strictly on monetary compensation and hours worked.

Strategies for managing Millennials

The message here is that Millennials do care — but they care about different things than their older colleagues. For instance, they don’t differentiate by hierarchy, something that could be seen as insubordinate, but they believe “we’re all in this together” and everyone should have to earn respect.

What are the best strategies to attract and retain Millennials? It comes down to the three things that affect everyone’s motivation

1. The strength and consistency of our needs.

2. Our expectations.

3. The value of our perceived reward.

It’s important to understand Millennial values and realize a disaster will occur if the gap between what they value and what the company values is too great. In addition, when their expectations are met and they aren’t judged for what they value, the result will likely be an increase in their performance — and their loyalty.

Final note: offer mentorship

One more thing the Bentley study identified is that very few Millennials rely on their colleagues or bosses as a sounding board, preferring to go to their parents or spouses. Pairing them with genuine mentors at your organization can make a big difference to them personally and to the company as a whole.

Millennials can be valuable members of the workforce if effectively managed. Learning what they value and providing mentorship is an excellent way to integrate them into your existing workforce.

Have you had success with motivating and managing the Millennials at your organization?

The post How to Manage Millennials: Strategies for Success appeared first on Glassdoor for Employers.

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Roundup: Top Recruiting Articles This Month Fri, 22 Apr 2016 16:00:40 +0000 Spring is a time for new beginnings. With new beginnings come opportunities to start fresh, but they are also rife  with new...

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Spring is a time for new beginnings. With new beginnings come opportunities to start fresh, but they are also rife  with new challenges and unchartered territory. To keep you in the loop, we’ve rounded up 10 of the most insightful HR and recruiting articles published this month to get you up to speed on the industry’s latest trends.

1. These 15 jobs have the widest gap in pay between men and women

A new Glassdoor study  revealed that the pay gap between men and women is the highest at the top of the pay scale. “It turns out a lot of the [pay gaps] on the high end are very male-dominated fields, and the ones on the low end are very female-dominated fields,” Chamberlain, Glassdoor’s chief economist said.

2. Recruiting spring grads: What they want

Are you looking to lure in new grads? This article breaks down deal breakers for new grads and what you should be doing to remain competitive amongst these younger  candidates.

3. Book excerpt: salary negotiating secrets for women in the tech industry

This excerpt, from the book Women in Tech written by entrepreneur and software developer Tarah Wheeler Van Vlack, examines minute zero in the gender pay gap: salary negotiations. She explains the societal norms that inform this interaction and why women don’t feel comfortable asking for more.

4. Rampant wealth inequality in Silicon Valley could make San Francisco a ghost town

This story lifts the veil on wage inequality in the tech industry. While a tech company needs engineers to build products, it also requires support staff to sell products, fix them when they break, run offices  and sweep floors. The source of the problem? Anti-union sentiment.

5. Culture is more important than pay

This article reports 95 percent of candidates think culture is more important than compensation. Millennials particularly value work life balance, professional development and leadership opportunities. Learn how to create a culture of choice at your organization.

6. Want to hire great talent? Ask the right questions

Oddball interview questions are predictably unpredictable. It can be challenging with all the information out there to garner unrehearsed answers to interview questions. The way around it? Ask questions that reveal ingenuity, creativity and critical thinking.   

7. Some companies resort to forcing employees to take time off

Mobile devices and unfettered access to wifi turned work-life balance into work-life integration. This ability to work anywhere at anytime comes at the price of vacation time. It’s rare that employees are completely disconnected during vacation time, so some employers have made going off the grid a requirement.

8. 3 attributes of an effective CEO

Growth rates and profit margins are important factors to weigh when evaluating a company for an investment portfolio. One of the largest contributing factors to a company’s future success is the effectiveness of its CEO. Learn what makes a CEO effective from employees at financial-services company, Motley Fool.

9. College graduate? Need a job? Apply in these booming fields

College graduation is quickly approaching, and come May the candidate pool will be flooded by fresh-faced college graduates. This article breaks down the job titles with the most plentiful opportunities for new grads.

10. Why is it so hard to hire sales talent?

Sales professionals are a particular breed of candidate. Enticing top sales talent can be tricky, so a senior recruiter at Glassdoor breaks it down for you, including what sales professionals want and how to give it to them.

Read last month’s article roundup here for even more inspiring stories.

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Event Recap: Philadelphia Best Places to Work Roadshow Thu, 21 Apr 2016 19:00:21 +0000 Philadelphia. It’s a great city, but if you live in the suburbs, you know what a pain it can be getting there....

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Philadelphia. It’s a great city, but if you live in the suburbs, you know what a pain it can be getting there. But when I received the email from Glassdoor about their Best Places to Work Roadshow, I knew I had to make the trek into Philadelphia.

What makes a company a Best Place to Work?

PeopleShare, the staffing company I work for, is no stranger to being a great place to work. We’ve been on the Philadelphia Business Journal’s list for almost a decade running. But that doesn’t mean we can just sit back and do nothing when it comes to our company culture.

Creating a productive and supporting environment and building a strong culture in order to make your company a place people actually want to be a part of isn’t something that just happens. Culture is an area that companies need to focus on and nurture in order to make sure it’s on the right track. Which is why I jumped at the chance to attend Glassdoor’s Best Places to Work Roadshow. Who better to learn from than other companies who have been recognized as amazing places to work as well?

The event

Aside from the breakfast being delicious (thank you Jobvite!), the event itself was well organized, and the speakers were engaging.

Glassdoor’s introduction to the event included some great takeaways in itself. If a company strives to be considered as a Glassdoor Best Place to Work, it needs a mission that employees can believe in, an investment in culture, a commitment to putting people first while embracing transparency in the process, and the reminder that being a Best Place to Work isn’t all about pay. Wise words indeed.

Up next was Steph Douglass from OpenTable, who started off her presentation strong – by showing videos!  “Come join us at OpenTable” not only gave us an overview about the company, but it featured actual employees as well, which gave us a sense of what it would be really like to work there. It also reinforced one of Steph’s key points – to be true to who you are and what you stand for as a company in all you do. It was easy to see why OpenTable was included on the list of Best Places to Work of 2016. (And after her presentation, I wanted a waffle – if you watch their video, you’ll understand.)

Tiffany McGowen from Paycom, another company that earned a spot on Glassdoor’s 2016 Best Places to Work list, said it best when she stated, “Culture isn’t dictated. It is something we empower our people to participate in and enjoy.” She stressed the importance of leadership “walking the walk” and the use of one-on-ones to connect with employees. Her passion for building a winning and engaged culture was palatable, and her examples of how Paycom succeeded in this area were inspiring.

When the event was over, I returned to my office, excited to share my notes and thoughts on what I had heard with Crissy Kovacs, our Director of Human Resources. 

The next step

As the Director of Marketing and Brand Management, I am looking forward to working with Crissy in parlaying the information I learned from the Glassdoor event into new initiatives so we can make our culture at PeopleShare even stronger as we continue to expand our footprint in the staffing industry.

When you are a growing company it is tempting to sweep the need to support your culture under the rug in the belief that resources are better utilized elsewhere, but as Steph and Tiffany can attest, this is the exact opposite of what you should do if you want your company to be successful. And, lucky for us here at PeopleShare, it is something our founders understand as well.  

Becoming a Glassdoor Best Place to Work isn’t about the recognition, but rather the employees’ appreciation of your efforts to support them and show them that you do truly value them and all they do for your company. After all, if your company doesn’t support them, how can you expect them to support your company?

Attending the event allowed me to learn more about Glassdoor and how we can make better use of their platform, and how other companies are utilizing the site in monitoring and understanding the impact of their efforts to be a Best Place to Work. I came away from the event inspired, and am eager to put the new ideas I gained to use.

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8 Lessons for Growing Employee Engagement Thu, 21 Apr 2016 16:00:08 +0000 Recently, Glassdoor hosted an event in Toronto as part of their Best Places to Work Roadshow and invited Earls Kitchen + Bar,...

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Recently, Glassdoor hosted an event in Toronto as part of their Best Places to Work Roadshow and invited Earls Kitchen + Bar, HubSpot, and Ceridian to speak on employee engagement, culture, and what makes each of our organization’s Best Places to Work.

At the event Ceridian shared its story on the growth of our engaged culture; the reasons for our growth and the steps we took to reach this point, earning awards and recognition for employee engagement, are important and worth repeating here.

Our story on employee engagement does not start with a rosy picture, as we told the Roadshow audience; it starts back in 2013, when our culture was quite different, described as low energy, lacking in innovation, with values that were not understood. On Glassdoor we had a 2.2 rating. Not a great score.

Responding to this challenge, we made employee engagement our top priority. Not as a pet project for our CHRO but a priority for myself and all levels of senior management. We believed strongly in the link between employee engagement, customer experience, and product excellence.

In other words, when our employees were really engaged, they’d bring an enthusiasm and passion that would transform our customer experience; with engaged employees spreading their enthusiasm with every customer interaction, our customers would have better experiences with us. Satisfied customers would then give us the mandate to drive further changes to our product and deliver excellence.

Put even simpler, you have to be engaged to be excellent.

We embarked on an engagement journey that successfully transformed us to a highly engaged workplace delivering real success, learning several lessons along the way.

Here then are our top eight lessons on growing employment engagement:

1. Encourage open communication. I regularly host town hall meetings in an open forum format so our employees and I have a chance to talk. I travel to all of our locations – even the long trek to our Mauritius office – so that we can be face to face as much as possible. In addition, we work on making management accessible, host focus groups, conduct leadership summits and arrange off-site team meetings all to engender communication. I also end all of my meetings with my e-mail address so everyone at Ceridian has direct access.

2. Conduct regular employee engagement surveys. Twice a year we have a formal survey on employee engagement to discover what the triggers of engagement and disengagement are among the workforce. We communicate the results, both the good and the bad, back to our employees. It’s key to share the bad results along with the good, so those employees who are struggling with something know their voice was heard. Out of this survey we identify and develop programs for the top opportunities and then report back on their progress.

3. Align values with your brand promise. What are your values? They need to be clearly defined and promoted. For Ceridian, this culminated in the publication of Our Way, a set of core values around our brand promise: Makes Work Life Better. We trained our leaders on Our Way and our values and incorporated them into how we manage the business.

4. Measure adoption of company values. Once we had our values aligned and promoted, we went out and measured the adoption of them, validating the understanding of our brand and values among our employees. This helped us to measure the communication and roll-out effectiveness, capture employee sentiments, and learn how to recognize and reinforce their adoption.

5. Build better teams with communication and trust. We’re proud to drink our own champagne, as the saying goes, so when it comes to building better teams we turned to TeamRelate, one of our products. TeamRelate helps people learn about their communication styles and core values, and those of their team members, providing everyone with tips on how to better interact with their colleagues. We encourage our people to use the daily check-in functionality to communicate their engagement levels; again this information, shared, can be quite helpful for the inner workings of teams.

6. Manage your employer brand. Your employer brand is used by more than just prospective employees; although it does help to recruit top talent that will resonate with your culture, we have learned it is often used in vendor assessments too. This valuable aspect of the business requires active management; review the important and honest feedback you receive through Glassdoor and act on it if you expect your employer brand to excel.

7. Make the workplace a fun place to be. Create opportunities for fun. We have hosted board games nights, sponsored co-ed sports teams, held shuffleboard tournaments, indulged in our collective sweet tooth with birthday cakes and candy grams for Valentine’s, judged gingerbread house decorating contests – and that’s just at one office. We encourage each location through their Fun@Work committees of employee volunteers to come up with their own initiatives and then ensure they are appropriately funded.

8. Contribute to the communities you work in. We created our charity, Ceridian Cares and The PayBack Foundation, to provide financial assistance and basic necessities to families and individuals in communities local to Ceridian offices in Canada and the UK, while in the United States we partner with the United Way. We support our employees’ volunteer efforts in a variety of ways, often tying Fun@Work events to fundraising campaigns and giving every employee a paid day off to volunteer at a charity of their choice.

The results of Ceridian’s engagement journey show the efforts are worth it. Employee engagement has been up every year, with more employees responding that they are fully engaged or engaged, and less saying they’re under engaged or disengaged year after year.

Fitting then that Ceridian earned a Glassdoor Employees’ Choice Award, recognizing the Best Places to Work in 2016, something to take pride in after all these efforts.

David Ossip is Ceridian’s Chairman and Chief Executive Officer. He is the driving force behind the innovation, vision and leadership at Ceridian, one of the fastest growing Human Capital Management technology companies.

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The Importance of Building Trust in Your Business Wed, 20 Apr 2016 19:00:29 +0000 How do you define trust? According to Merriam-Webster, trust is the “assured reliance on the character, ability, strength, or truth of someone or...

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How do you define trust? According to Merriam-Webster, trust is the “assured reliance on the character, ability, strength, or truth of someone or something.”

We can trust a person, an idea, a system or an institution such as a government or business. By claiming a position of authority to govern, serve or pay their constituents, customers or employees, institutions assume a position of being trustworthy. Yet trust must be earned, not assumed, as we’re rightfully skeptical of institutions’ ability to “do the right thing.” There are simply too many examples of abuses of powerand too many opinions of how power should be usedfor everyone to trust every institution 100%.

For businesses, trust is an important metric to monitor, because it indicates how hard they will have to work to earn trust from customers, employees and potential employees (job seekers), and what steps they can take to grow trust.

For the past five years, the Edelman Trust Barometer, an annual global survey, spotlights trust by country, institution type, business sector and type of person. It also looks at what topics contribute to trust, and how leadership can best embody trust. In that spirit, let’s look at key takeaways from the 2016 Trust Barometer and how they might impact your recruiting and human resources efforts.

The “informed public” trusts institutions more than the general population does

Edelman divided survey respondents into two major groups, the informed public and the general population. The former are between the ages of 25 and 64, college educated, in the top 25% of household income and report significant media consumption and engagement in business news. The latter includes everyone. Edelman includes government, NGOs, businesses and media in its definition of institutions.

In 2016, 62% of the global informed public agreed that they trust institutions to do what is right, versus 52% of the global general population. While these numbers have improved over the last five years, the gap between the informed public and the general population suggests that the more people understand the worlds of business and government, the more likely they are to trust them. Workers on the lower end of the income scale with less education are less likely to believe that the system is rigged in their favor.

The US has the greatest gap in trust levels in institutions, with 64% of the informed public trusting in institutions versus 45% of the mass population, a 19-point gap. When segmenting specifically by income, the gap widens. Seventy-one percent of high-income respondents find institutions trustworthy versus 40% of low-income respondents. This 31-point gap is the highest in the world, and more than double the global average of 14 points.

Implication: Your low-wage workers are the least likely to trust you. Used to low pay and thin benefits while watching management drive cars costing more than their yearly income, they can be rightfully skeptical of flowery mission statements and corporate re-org announcements. Gaining trust happens on a practical level: fair wages, better benefits and reasonable hours. Companies that create a positive atmosphere for employees at all levels by communicating a customer-focused mission, appreciating and rewarding good work, and providing opportunities for advancement are more likely to stand out. Attracting and retaining employees across the income spectrum is much easier with these practical building blocks of trust in place.

The majority of the US mass population is not optimistic about the future

Globally, the difference between those who think they will be better off in five years and those who don’t is eight points, with 55% of the informed public agreeing with that statement versus 47% of the mass population. Again, the US has the highest gap (18 points) between the informed public and mass population, with 63% of the informed public saying they will be better off in five years’ time, versus 45% of the mass population.

Implication: Companies have a unique opportunity to instill a sense of optimism in workers at all levels. Think of ways your company can better communicate forward momentum around not only wage increases and opportunities for career growth, but development in your  products and services. Stories about how a new product line was developed or an inefficient process was improved can inspire optimism and trust. When people feel part of something greater and see others working together to make improvements, they’re more likely to feel good about what they do and go home with a sense of satisfaction.

Contributing to economic growth and the greater good inspires trust

When asked about the factors contributing to why their trust in business has decreased, the top answer (50% of respondents) was “fails to contribute to the greater good.” For those saying their trust in business increased, the top two answers were “contributes to economic growth” (59%) and “contributes to the greater good (45%).”

Implication: Companies with mission statements that express how they contribute to the greater good are more likely to inspire trust. Continually reinforcing that mission while also showing how the company fosters economic growth (by providing business to suppliers for example) can also inspire trust. Contributions to the greater good include philanthropy efforts such as volunteer days and donating a portion of profits. Quite simply, the very notion of contribution (versus profit-making) makes a company more trustworthy.

People trust their peers

When asked what actions they’ve taken in relation to a brand, product or service they trust, 59% of all respondents said that they’ve recommended it to a colleague or friend. When asked about the impact of conversations about companies, 75% said these conversations help them make decisions, overcome concerns and warn them about risks.

When asked whom they trust the most when forming an opinion about a company, “a person like yourself” was ranked as the third most credible (63% of respondents), after a technical expert (67%) and an academic expert (64%). The CEO was sixth most credible source, at 49%. “An employee” ranked number 5, at 52%.

Implication: People talk. Companies that make amazing products and do good things worth talking about are more likely garner trust. When they don’t know someone with direct experience with a company or product, people seek out online reviews. Indeed, 61% of Glassdoor users report that they seek company reviews and ratings before making a decision to apply for a job. (Glassdoor U.S. Site Survey, January 2016).

Giving people something good to talk about

In Edelman’s summary of its Trust Barometer research, it calls the new reality of trust “the inversion of influence.” The democratization of information, high profile revelations of misbehavior and income inequality all contribute to this new reality, where peer-to-peer influence is more powerful than the old model of top-down influence from the elites.

Edelman attributes the success of populist political candidates in 2016 to this general level of distrust among the mass population. Business, as the most “trusted to keep pace” of the four institution types Edelman monitored, has the unique opportunity to evolve and adapt their practices, build trust, instill optimism, contribute to society and give people something good to talk about.

Note: Glassdoor is at the nexus of the conversation on trust. By providing tools for employees to share their experiences and for employers to communicate their mission, vision and benefits, the company hopes to create a world and business environment that thrive on transparency and trust. With that in mind, consider signing up for your Glassdoor Free Employer Account.

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