This blog was originally posted on TalentMananagement.com.
Being recognized for and eventually building a reputation as a “Best Place to Work” or “Top Workplace” gives an organization the opportunity to leverage its industry-leading retention rate to attract top talent and differentiate from the competition. That’s becoming more and more important as our industry continues to grow.
According to Staffing Industry Analysts, the forecast is for the total U.S. staffing industry to grow 6 percent in both 2014 and 2015, reaching $132.1 billion. That is manifesting inabout 17,000 staffing and recruiting companies, which altogether operate about 35,000 offices. If that doesn’t portray the need for differentiation, I don’t know what does.
Building a “Best Place to Work” environment is ultimately about creating a place where employees trust the organizational leadership, have pride in what they do and enjoy working alongside their colleagues. It’s about the interpersonal connections built within that endure beyond employment with the company. At first blush, that may not appear to benefit your particular organization, but it really does — especially if you plan for the company to be around a while.
When we think about our best jobs, the odds are that what made it a great experience wasn’t just the work, but the environment in which that work was conducted. Regardless of the reason for departing, we generally still speak fondly of those experiences and of the company itself. Perhaps we recommend promising talent their way or even refer business. These are the long-term benefits of a strong company culture.