Secrets of the best companies to work for

By Elaine Varelas, 5/1/2006

We've all seen the "Best Companies" lists featured annually in national magazines and local business publications. These companies tout themselves as being the best places to work and showcase cutting-edge initiatives and employee-friendly policies that attract and hold onto employees like magnets.

While many of these companies are the real deal, some weasel their way onto these lists with false promises, inflated numbers, and glossy photographs. They view the "Best" ranking as a publicity opportunity, not a fundamental component of the organization's mission and employee policies.

Their dirty little secret is that they really aren't the best places to work-at least not according to their own employees. There's someone toiling away in a cubicle with no natural light, or attending the fourth mandatory 5:30 p.m. meeting this month saying, "How the heck did my employer get on this list?"

What makes an organization a genuine employer of choice? It really isn't a secret. In fact, it should be quite obvious. Human Resources managers at these organizations talk to their employees! This may sound simple, but so many HR managers and companies rely on gimmicks to attract and retain employees (remember foosball tables and Porsches?). While a sweet ride or a game room may be fun for a time, the novelty soon wears off. If the company doesn't have something more substantial to offer, most high-performing employees will move on.

To make sure those valuable workers stay put, HR managers should ask employees what they want. It stands to reasons that employees are the best source of this information. What attracted them to the organization? What will make them stay? What can the company do better? How can the organization support their career goals? What are they looking for in the short- and long-term?

Savvy HR managers know that the job market is booming. The atmosphere is unbelievably competitive right now and employers are scrambling to distinguish themselves to attract and retain the best and brightest.

So, what do employees want these days? What are the latest trends in employee-centered initiatives and policies? If you said compensation, you're half right. Employees do say "show me the money," but not any more or less than years past. The need for fair compensation is a constant, in good and not-so-stellar economic times.

These days, employees want more than just a paycheck. They want a longer-term financial connection to the organization. Workers want to see how their contribution has an impact on the company and its performance. To that end, the real best companies to work for offer pay-for-performance programs, financial incentives tied to accomplishment, and policies where employees have an equity stake in the organization. This investment works both ways. Employees also want the organization to be invested in them and their careers. High potential employees are demanding development programs to help them reach the next level, round out their technical, managerial, and leadership skills, or support an advanced degree. They also want assistance from their employer in mapping out and achieving their career path.

An organization's commitment to the surrounding community is also important, and can be a huge selling point. Employees want their organizations to be dedicated to something besides making money; they want them to give back to the community on a local or global level. The organizations that are attracting and keeping workers even offer paid time-off for employees to volunteer their efforts.

Organizations that promote these programs can make the job easier for HR managers, because the programs are impressive recruitment tools. Of course, hearing about these policies can get people in the door, but employees will turn around and walk right out again if the organization doesn't demonstrate its commitment. Talking about these initiatives as a marketing and recruitment tool is not the same as making them an integral part of the organization's culture. These initiatives can't be the first to be cut from the budget during tough times.

Managers must also be kept in the loop about the company's dedication to employee-centered programs, or it can all fall apart. Employee policies need to be derived from the core values of the organization, and must be supported by the mission, the HR department, and leadership. But managers are responsible for the follow-through, because they have the most day-to-day contact with employees.

It is the HR department's job to communicate the importance of these initiatives with managers, and arm them with what they need. Do managers know what key components draw people to the organization, and keep them there? Do they know what the company wants to be as an employer? What does the organization promise employees in its mission? Given the business challenge, what do managers need for support to keep choice employees at the organization?

The dirty little secret of many companies is that they all talk about being employee-friendly. When it comes down to it, it's all just smoke and mirrors. To be a real employer of choice, organizations must support their managers and employees to help them live the mission.

Elaine Varelas is Managing Partner of Business Development at Keystone Partners, a career management firm headquartered in Boston, and has over 20 years of career development and HR experience. She also serves on the board of directors for Career Partners International, the world's largest career management partnership. E-mail her at .