Being a ‘Best Place to Work’ Is Good for Business

I still speak fondly of a former employer even though I left years ago. For more than seven years, I had the privilege of working for Making It Count Programs, a division of Monster Worldwide (Monster.com). The enthusiasm was infectious, and I realized it when a few friends asked me how they could join MIC. My enthusiasm was also marketable.

A business with satisfied employees equals increased promotion, which means more customer buy-in, which leads to more revenue. It would be great to get formal recognition, but a great employee experience is even better. People believe people. Regardless of how word gets around, being a "best place to work" is good for business.

If you want to get that employee ambassadorship fired up, I have thoughts--five of 'em.

Invest in leadership development. Businesses, non-profits, and institutions with effective leaders have the most solid foundations to be places where folks want to work. One of the coolest progressions in leadership that I’ve read about is that of Clarence Otis Jr., the former CEO of Darden Restaurants, which made Fortune’s “100 Best Companies to Work For” list. Having started with Darden in 1995 as the treasurer, Otis’ climb took only nine years. He told The New York Times that he learned leadership is “less and less about getting the work done and more and more about building the team.” Otis attributed his success to his predecessor and mentor.

Encourage employee feedback. I don’t care if you run a small business with fewer than 10 people, find out what’s on your employees' minds, and take their feedback into genuine consideration. According to BBVA Compass, “highly engaged employees are 38 percent more likely to have above-average productivity.” This isn't about folks skipping through hallways, licking lollipops while holding hands. But employees feel a certain level of satisfaction and ownership when they are heard.

Be honest about negative employee feedback that goes public. Angry employees will spill it all. Sure, there are those employees who go scorched earth because they don't want to take responsibility for their stuff, but there are also those who have legitimate beefs. Here's where it gets sticky; the best job seekers are taking notes. The best strategy is to do some internal PR and honestly address what's out there. Employees always appreciate that feedback is being addressed, especially when it's not what leadership wants to see or hear.

Promote professional development. I work for a global recruitment firm, where a major healthcare organization is in my portfolio. Over 50 percent of the candidates I interview say that one of their top priorities in searching for a new job is growth or some sort of development. Employees are almost always grateful for serious attempts to help them improve their skills and expertise. For the record, I have access to an impressive menu of professional development opportunities, and my employer has been named one of the best 100 employers in its state.

This is about more than making a list. The marketplace is highly competitive, and part of winning is having employees who want to be on the job and do the work. It goes without saying that customers like it when the employees who serve them project positivity and fulfillment. Win the market by influencing your employees to be evangelists for the brand.