"Culture at Work: Building a Robust Work Environment"by G. Michael Barton. WorldatWork. 2006.
November 13, 2006 – Scottsdale, Ariz. – Faced with a growing talent crunch, companies are expending a lot of energy trying to achieve recognition as an employer of choice in something. In addition to the usual suspects – best companies for working mothers; women of color; diversity regardless of gender; and Fortune’s list of the best companies to work for – new possibilities are sprouting up, including best companies for innovation (BusinessWeek’s new list) and best small to mid-sized employers.
What exactly is an employer of choice? Many in the industry agree an employer of choice is a company recognized for its leadership, culture, and best practices that attract, motivate and retain top talent, achieving corporate objectives.
What do these “employers of choice” know that others do not? Or better yet, what makes these companies an employee magnet?
In his latest book, "Culture at Work: Building a Robust Work Environment" (WorldatWork Press), author G. Michael Barton distills the culture of some of the best companies into a compact list of 10 attributes. Following is the cultural profile of companies listed in Frtune’s “100 Best Companies to Work For:”
1. A commitment to development and learning
2. Unique people practices
3. Supportive leadership
4. Financially secure
5. Health and well-being are encouraged
6. Employees are recognized and rewarded for contributions
7. Work-life balancing is supported by the organization
8. Work environments are positive and attractive
9. Diversity is valued by the organization
10. Organization structure encourages employee input.
Many of today’s business leaders and managers are ill equipped to define, let alone influence, the culture in which they work. "Culture at Work" serves as a tool for assessing and managing organizational culture, making it easy to understand not only what defines culture and how it works, but also ways you can influence it.
Examples of behaviors controlled by culture include:
•Innovation versus status quo
•Individual versus team orientation
•Process versus goals and outcomes
•Centralized versus decentralized decision making
•Cooperative versus competitive.
Barton, whose previous book, "Recognition at Work," is a WorldatWork bestseller, has liberally sprinkled action and discussion points throughout the text, making the book both reader-friendly and accessible. Other quick, value-added takeaways, such as helpful hints, checklists and resources, make this a must-have publication not only for human resource professionals and academics but management teams as well.
"Culture at Work: Building a Robust Work Environment to Help Drive Your Total Rewards Strategy" by G. Michael Barton. WorldatWork. 2006. 154 pages. Softcover. ISBN: 1-57963-158-4. Member price: $29.95. Non-member price: $39.95 USD.
About WorldatWork®
The Total Rewards Association
WorldatWork (www.worldatwork.org) is an international association of human resources professionals focused on attracting, motivating and retaining employees. Founded in 1955, WorldatWork provides practitioners with knowledge leadership to effectively implement total rewards – compensation, benefits, work-life, performance and recognition, development and career opportunities – by connecting employee engagement to business performance. WorldatWork supports its 30,000 members and customers in 30 countries with thought leadership, education, publications, research and certification.
The WorldatWork group of registered marks includes: WorldatWork®, workspan®, Certified Compensation Professional or CCP®, Certified Benefits Professional® or CBP, Global Remuneration Professional or GRP®, Work-Life Certified Professional or WLCPTM, WorldatWork Society of Certified Professionals®, and Alliance for Work-Life Progress® or AWLP®.
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