Case Studies of Companies using Trust, Passion, Speed, and Proactivity

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Driving Employee Trust: Best Practices

Three best practices used by companies to develop employee trust include 1) creating a culture of healthy relationships, 2) having clear communication and feedback channels, and 3) developing the leadership skills of supervisors.

1. Culture and Relationship

  • Employee trust needs to be worked at every level of the organization, company, direct managers/supervisors, and team members.
  • Companies build employee trust by creating a culture that promotes healthy relationships, and in which people feel like part of a community, and where engagement is encouraged.
  • Creating a culture of trust includes trusting employees first by allowing them to grow through tasks that promote their personal development, training managers to avoid micromanaging, leading them through performance review, KPIs, and building a sense of accountability.
  • Some companies with great employee relationship cultures are Zappos, Warby Parker, Southwest Airlines, Twitter, Chevron, SquareSpace, Google, REI, Facebook, and Adobe. These companies focus on trusting their employees, making them independent, and creative activities to build a sense of community.

2. Communication

  • To build trust, companies must build clear company-employee communication strategies. Companies must provide employees with clear channels of communication where they feel safe to speak and listened.
  • Companies must also communicate key goals, processes, instructions, important changes, schedules, and performance, with transparency.
  • Trust is built when people feel they are understood and valued. Having a safe environment where they can afraid of making them, and a feedback culture is essential.
  • Companies need to listen to the employees' opinions and feedback and take action on it. This can be done through surveys, meetings, activities, and open-door policies.
  • Yelp, WME, GitHub, Legaspi, are examples of leading companies with great open-door policies, including open calendars and employee empowerment.

3. Trust in Direct Managers/Supervisors

  • Employee trust starts with trust in their direct leaders. Companies must educate managers and supervisors on leadership skills and keep them informed of the company's goals and changes, so they can make the right decisions and gain their teams' trust by providing them the correct information and being knowledgeable.
  • Employees must feel that their leaders have integrity and ethic, that they will give them credit for their job, and who recognize when they don't know something but are resourceful to find the information.
  • Lack of trust in the manager affects the company by increasing fear on the decisions and job security while having managers they can trust increases employee retention. It is important when selecting a candidate to hire people that are leaders and not only managers.
  • Managers must be consistent, fair, honest, stay true to their word, own their mistakes, and care for their employees, so they develop trust in them.
  • Building healthy relationships between managers and employees includes treating people as individuals and not as numbers.
  • In-N-Out Burger is an example of a company that has been praised for having great supervisors who listen and understand their employees and care for their growth.
  • Power Home Remodeling, Acuity Insurance, Ultimate Software, Workday, and Chili's are some companies with great programs to educate their managers and develop leadership skills.

Research Strategy

To determine the "best practices," we identified lists of predefined best practices and tips from business magazines and reports to build employee trust. Then, we selected the "best" from the ones repeated most often across different sources.
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Driving Employee Passion: Best Practices

Four best practices that drive employee passion are 1) creating recognition and rewarding programs, 2) developing company culture and building connections; 3) promoting proper communication channels and transparency, and 4) providing learning and growth opportunities.

1. Recognition and Reward

  • Studies say that people like being recognized when they do something good, 82% of employees who consider themselves passionate for their companies say that they get recognized or rewarded when they do a great job.
  • Recognition is celebrating small wins, exceptional work, or even personal moments like birthdays. This makes employees feel motivated and valued, elevating morale, and encouraging them to repeat positive actions.
  • Recognition works hand-in-hand with feedback and reward. The most motivated employees enjoy receiving feedback as it makes them feel validated, more committed to the company, and part of the business goals.
  • Feedback allows employees and the company to grow and learn.
  • Additionally, employees should also be rewarded for a job well done, which can be done through monetary or non-monetary incentives like periodical performance recognition, incentives, bonuses, or performance recognition walls/emails.
  • When it comes to recognition and feedback, companies should plan strategies of feedback frequency, feedback quality, recognition quality, recognition frequency, and suggestions.
  • Zappos' incorporated peer-to-peer rewards, GE Healthcare's management recognition program, E.ON's thank you notes, and Apple's paid-time-off reward program are examples of great employee recognition programs.

2. Culture and Connection

  • This practice focuses on creating a positive work environment by building strong connections, team support, and a good relationship between the employees.
  • It includes creating a company culture that helps employees identify with a common goal and develop a sense of community through vision, mission, values, ethics, and strategy.
  • Employees that are passionate about the companies they work in say their company makes an effort to create team building activities and efforts to help the teams become successful. 87.1% of them say their company promotes events that help them celebrate together and create healthy connections.
  • Companies with passionate employees promote cultures of collaboration, encouragement, positive interpersonal ties, group spirit, and belonging.
  • In 2019, Forbes listed some companies with the best employee culture, which include Microsoft, Zoom, ADP, Google, Hubspot, and Weave HQ, among others. All of these companies are similar in the focus they give to employee value, collaboration, team development, engaged management, ethics, work-life balance, and promotion of activities for team involvement.

3. Education and Growth

  • Passionate employees say their company cares about training them and promoting their growth and development within the company and as a person.
  • This is achieved through strong training programs, promoting innovation, and creating an environment of constant learning.
  • 58% of managers who lack motivation at work said they never received management training, which makes them more prompt to issues with their coworkers or motivating their employees.
  • Most passionate employees say they receive proper coaching, mentoring, and counseling from their leaders, and opportunities to learn and grow as a person and within the company.
  • Some companies with great training and development programs, learning opportunities within the company, and even access to courses, academies, or university studies for their employees are Seattle Genetics, SAS, Amazon, Bonobos, AT&T, Randstad US, Paycheck, Cybercoders, Marriot International, and Walmart, among others.

4. Communication

  • Companies with passionate employees focus on building strong and transparent communication practices between the company, employees, and every management level.
  • This involves listening to feedback and ideas from employees, being transparent to ensure employees know and identify with the company's goals, and also prevent rumors and panic, creating stability and a safe environment.
  • Some companies with great internal communication practices include TED, 3M, Microsoft, Virgin, Netflix, Experian, and Thomson Reuters. Some of their practices include creating innovative spaces to communicate, innovation campaigns, etc.

Research Strategy

To determine why these examples are considered "best practices," we began by looking for lists of predefined "best practices" that drive employee passion or engagement. We based our list of which are the "best," on their repetition across different sources, and their application in high-level companies.
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Driving Employee Proactivity: Best Practices

Three practices used by companies to drive employee proactivity include a 1) feedback culture, 2) reward and recognition, and 3) growth and learning opportunities.

1. Feedback Culture

  • Creating a feedback culture involves having transparent communication between the company and employees, listening to the employees' feedback and, more importantly, acting on that feedback.
  • For employees to feel that their suggestions are being heard, companies need to be willing to take negative feedback and criticism, keep feedback confidential, protect employees from negative repercussions from the feedback provided, and encouraging open dialog between the employee and organization.
  • Employees become less proactive when they feel like promoting changes, giving suggestions, or taking initiatives is not appreciated by the company, supervisors, or colleagues, and when they lack the confidence that their ideas won't be criticized, ignored, having repercussions, or consequences.
  • Atlassian is an example of a company praised for its feedback culture. They use web and mobile tools to encourage feedback between managers and employees, and through it, have successfully boosted the creativity, autonomy, efficiency, and commitment of its employees.

2. Reward Proactivity and Innovation

  • To have proactive employees, they need to feel motivated to innovate and encouraged through reward and recognition of their job proactivity, efforts, and ideas.
  • Recognition can be personal or public, of the employee, or action, keeping it confidential when needed, motivating employees to keep giving suggestions or being proactive, and encouraging others to be proactive, too.
  • Giving credit to employees for their ideas is a way of recognizing their efforts and small wins, making them feel appreciated, and developing trust.
  • Rewards can be monetary and non-monetary, with peer-to-peer recognition, cash incentives, incentives, additional benefits, acknowledgment, or appreciation tokens.
  • Google, N6A, The Walt Disney Company, and Southwest Airlines are examples of companies with great reward programs aimed to drive employee proactivity. These programs include buddy passes, experiences rewards, benefits, etc.

3. Growth and Learning Opportunities

  • Another practice that drives proactivity is providing opportunities to learn and grow within the company, as it keeps employees motivated.
  • To promote employee proactivity, they should be assigned jobs based on their strengths, be empowered to ask, make decisions, get an education, have tools to learn new skills, and have a work that challenges them to keep growing.
  • Feeling stagnant is one of the main reasons top employees feel unsatisfied with the company. For them to keep being proactive, it is necessary to give the opportunities to grow in better positions, avoid micromanaging, have a work that keeps them challenged, flexibility, and room for change.
  • New challenges and education inspire individuals to find new ways to overcome obstacles and make positive changes in their workplace.
  • Oshkosh Corporation is an example of a company that promotes learning and development among its employees and then rewards them for educating themselves and using that to do a good job.

Research Strategy

To determine which were considered "best practices," we looked through multiple lists of tips and strategies that drive employee proactivity in websites and magazines oriented to business and human resources' education. Then, we selected the "best" based on their repetition across multiple sources.
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Driving Employee Spreed: Best Practices

Three best practices used by companies to drive employee speed include providing feedback, providing the right tools and skills, and measuring performance.

1. Feedback

  • One of the first steps every company must do to speed up the work done by an employee is maintaining an active communication, talking to them, delivering feedback about what the employee is doing right, and where to improve.
  • It is important to be transparent, understand the obstacles preventing the employee from working faster, and also communicate the impact their work speed has on the company.
  • Feedback sessions allow employees to set productivity goals, feel accountable to comply with their target, and improve communication.
  • Poor communication between employees and managers often leads to productivity problems. Managers who take the time to explain responsibilities and expectations to their employees build commitment and objectives' awareness easily.
  • When employees understand their direction and feel connected with it, it becomes easier to foster efficiency.
  • Additionally, companies can use feedback as a tool to engage with the employee and boost morale, reduce fear, and care for the employee's health and mental care.
  • Adobe is a company that has developed effective programs of communication between employees and managers focused on empowerment and engagement.

2. Skill Development and Tools

  • Employees need to receive proper training and have time to practice to provide their best performance.
  • According to Mind The Workplace, 77% of the employees confessed they are often distracted during work. Teaching employees techniques to manage distractions and focus on their work can help boost overall speed.
  • 75% of the employees think their employers don't give them the tools and technology needed to make their job faster. Investing in technology and tools that accelerate processes can help increase employee speed.
  • Companies and managers can boost speed by making sure their employees have the skills needed to comply with their job efficiently and provide learning opportunities to make the job faster, like project management skills, and cross-training.
  • Google has used technology to boost the productivity of its employees through the implementation of tablets for work, productivity apps, and project management tools.

3. Measuring Goals and Performance

  • To drive speed and productivity, employees need to be clear of their goals. This keeps them engaged, motivated, and makes them feel more confident in their skills.
  • When goals aren't clear, productivity decreases because employees become busy with work that doesn't bring real results.
  • Setting goals that are attainable and meaningful help improve productivity, performance, and encourages collaboration and teamwork.
  • Along with goals, companies must create ways to measure if these are being met and to track individual, team, and company performance.
  • Companies also keep employees motivated to perform faster by rewarding them when they reach their goals through benefits and incentives.
  • GE, Cargill, Eli Lilly, Accenture, and Google are examples of companies that have developed exceptional performance review processes like peer-to-peer feedback, annual reviews, etc.

Research Strategy

To determine which are considered "best practices" to improve employee speed, often known as productivity or efficiency, we searched through available lists of best practices, strategies, and tips on business magazines and websites. Then, we selected the "best" based on their repetition across multiple sources.