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6 Things You Can Do To Be A "Best Place to Work"

September 21, 2017

I recently read an article by Gallup on what high-quality job candidates look for in a company. An interesting takeaway from this article was that high-quality candidates are more likely to do their homework when searching for and considering the best places to work. Gallup has found that eight in ten U.S. adults who are open to a new job or who are actively seeking a job say they are at least somewhat more likely to apply to a company that has won a great workplace award. Coming from a “best place to work,” I have put some thought into what contributes to this coveted title.

1. Be selective - hire top talent.

If you don’t hire top talent, then how do you expect to be the best? Understanding the job (maybe through a job analysis), and then determining what a successful employee would be like, are the first steps to knowing who to hire. At Select International, we practice what we preach. We have multi-step hiring processes that include screening interviews, technical interviews, computer based-assessments (e.g., personality scales, situational judgment scales, biodata scales, and simulations), behavioral-based interviews, and realistic job previews, while also striving to create the best candidate experience.  

2. Be transparent.

It’s important to keep everyone in the loop of what is going on in the organization - this includes talking about the bad news. Creating a “circle of trust” among employees unites an organization. At Select International, we have monthly company meetings to discuss all good, bad, and even the ugly that may be happening. Read more: Leadership Tips for Better Communication

3. Invest in your employees by providing opportunities for development.

Top talent strives to be the best; without the opportunity to grow can lead to dissatisfaction, lower productivity, and ultimately drives those most-valued employees to leave. Provide opportunities to discuss goals with employees and make sure they are set for success in achieving those. Unhappy employees that leave are likely to give negative reviews about the organization (like on Glassdoor.com), which can ultimately discourage top talent to apply in the first place.

4. Give support.

Support should not only come from leaders, but also from colleagues. A lack of support can create frustration and halt success. Employees should feel that their contributions are valued by the organization. One way to make sure you have supportive “team players” is to identify them through the hiring process by assessing for the right competencies

5. Provide work/life balance.

Work-life balance is a huge perk for employees. There’s a misconception that this is only important to employees who have a family, but this applies to everyone. Having a balance between work and life allows employees to enjoy their life outside of the office. The rise of millennials in the workforce has shown us that this group of job seekers wants - and even demands - to have work-life balance. Giving employees flexibility (when possible) on where, when and how they do their work can increase engagement. At Select International employees have opportunities to work from home and have flexibility in their work hours.

6. Create a positive culture.

Culture is an important aspect of a healthy organization. Creating a strong culture and having shared values in your organization are important, but what’s even more crucial is making sure you are selecting people who align with those values. This is also known as motivational fit. Motivational fit is something that is often overlooked in the hiring process. You may have an awesome culture, but what you think is a great culture may not be the same for others.

These are only a handful of many examples of what makes an organization a “best place to work.” Employees are the foundation of any successful organization. It all starts with using your hiring process identify and select the best talent! 

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Jessica Petor Jessica Petor is a Research Analyst located at PSI's Pittsburgh office. She holds a Master of Science degree in Industrial Organizational Psychology from Northern Kentucky University.