Here at Hire Dynamics, we understand the importance of having a culture that stimulates our employee’s enthusiasm. We foster high performance by encouraging leadership, loyalty, and employee engagement. We believe in our mission to be the staffing company admired for our people, partnerships and performance.
Recognized as a “Best Place to Work” in the industry and in all our markets, we create an engaging, positive work environment through accountability, transparency and support. As a highly trusted organization we are able to generate more energy, engagement and productivity.
Why is trust so pivotal at Hire Dynamics? In a recent article, “Driving a High-Performance Culture with Trust,” Peter Chatel shares the significant impact trust has on employee engagement. Trust is the foundation at which a company can function at its highest ability. Trust is a human instinct in which we rely on to feeling protected. When employees don’t feel safe, they are less likely to engage at work or implement new ideas that could be beneficial to the company.
According to Chatel’s findings, 50% more of those working at high-trust companies plan to stay with their employer over the next year. An additional 88% said they were likely to recommend their company to family and friends.
To build organizational trust, employees need connection with their work, to their leaders, and the company itself. So what specific leadership behaviors can be used to increase trust? What is the relationship between trust and innovation?
Here are three ways we have built an organization of trust that has helped encourage and establish a successful, high-performing culture:
- Helping employees feel more connected. Employees are more likely to stay engaged if they feel that their contributions will make a difference. They will invest more in themselves and in the company. Developing a relationship of trust drives innovation and our colleagues are able to work together in the most effective ways.
- Improving the flow and frequency of communications and removing fear. Employees are more likely to take risks and be up-front when facing difficulties. Our people feel safe communicating their ideas and opinions especially when they are acknowledged and rewarded for their work. Employees who feel valued are more likely stick around which is why we make that a primary focus of ours.
- Closing the gap between senior leaders and employees. There is an increase of quality collaboration. Our leaders take time to develop relationships and connect with employees. It helps to eliminate barriers and create a shared understanding and common goal. When managers are focused and engaged in the accomplishment of employees, those employees are more likely to be successful at the company long term.
Trust within an organization and among colleagues is paramount to success. Have you found that to be true and what is your advice for fostering this type of work environment?