Great Place to Work® lead the industry with the most rigorous, data-based model for quantifying employee experience: The Great Place to Work Trust Model™. Since 1992, we have surveyed more than 100 million employees around the world and continue to use these deep
insights to define what makes a great workplace: TRUST.
Great Place to Work®是國際權威的職場文化與人力資源管理諮詢公司。自 1992 年以來，我們已
經對全球超過 1 億名員工進行了調查，並利用這些深刻的見解來定義出色的職場體驗：信任。
We have in total 92 companies on the Greater China list this year with an average Trust Index score of 89.3. This year, we have awardees coming from a variety of industries.
本年共有92 家企業上榜，他們的Trust Index 平均分為89.3，獲獎企業也來自各行各業。
Our 30 years of continuous research has proven that the definition of a great workplace is one where employees trust the people they work for, have pride in what they do and enjoy the people they work with.
我們 30 年來的持續研究證明，卓越職場的定義是員工信任他們為之工作的人、為他們所做的工
Much like any other relationship, the employer–employee relationship needs a foundation of trust, and to thrive there must be a sincere sense of care and support.
Once employees have a consistently positive experience across key areas that contribute to employee well-being, namely, mental and emotional support, sense of purpose, and meaningful connections, they can flourish inside and outside of work.
Leaders at great workplaces understand that purpose is not found in a mission statement on the wall or in a company handbook. Rather, they actively help employees connect the work they do with the company’s values and mission.
Innovation is top of mind for executives today. But the term has evolved over the past few years, taking on a new meaning as it has adapted with the pace of business amid ever-more global commerce, rapid technology shifts, and massive market consolidation and disruptions.
Innovation now is as much about agility as it is about invention.
New ideas are the basis for growth and improvement at any company. To cultivate an innovative culture, companies must instill the sentiment that all new ideas have merit, while also providing honest feedback about both successful and unsuccessful ideas.
Creating Aspirational Workplaces
While COVID-19 has forever changed the way we work, Best Workplaces™ are stepping up to support their employees. Going far beyond perks to create aspirational workplaces, they foster a culture of:
• Genuine listening
• Caring and empathy
Best companies worked hard to understand the current realities of their workforce, from marginalized, hourly workers to white-collar desk workers.
Home life spilled into work life in unprecedented ways. Parents became homeschool teachers overnight, many having to choose between their children and their jobs. Lockdowns led to an alarming spike in domestic violence. Burnout raged and mental health suffered.
The Best learned to pivot and adapt to the workforce challenges of today. They took a holistic view of workers to support their full lives, which includes their families, communities and personal lives outside of work.
Most importantly, they took action. They focused less on broad policies and more on what each person needed—in real, tangible ways. This transformed mental health assistance, elder care support, childcare and isolation support resources.
In recent years, researchers and companies have proved that a sense of purpose affects performance. It feeds employees’ desire to be part of something bigger than themselves, and inspires innovation and better ways of doing things. Yet, creating purpose that connects with
everyone across an entire organization is easier said than done.
During the recent turbulent years of Covid pandemic, so many things shifted place and the journey became ‘jumpy’. The immediate reaction of the leadership was raising concerns as to how all these changes will affect the morale of the people and its effect on productivity.
Smartly enough, and thanks to the trust-based cultures they are heading in their certified Great Workplaces, they didn’t have a loss in productivity, but a sizeable gain instead. They took care of how they implemented the practices that were needed to adapt to the
restrictions. It’s not only working from home, is how you facilitate the process of working from home, how do you support, keep them focused and inspired. This turbulence might be going out, but very likely another challenge is on its way. What did you learn? Is your
The following survey statements reflect the strengths of the Best Workplaces™ awardees.
Besides payment and shared profit, these statements reflect areas where employees see
the need for improvements.