What data tells us about building a great workplace culture

With an impressive 120 organisations recognised in this year’s Best Workplaces, there’s bound to be a melting pot of different workplace cultures, industries and ways of working. One thing that’s consistent across the board is a culture of high trust. The idea is that in a high-trust organisation, all employees feel seen and heard. More than 65,000 employees in Ireland were invited to complete the Great Place to Work survey last year and their responses have helped us piece together exactly what it is that makes a Best Workplace. A quick look at the data behind this prestigious recognition and it’s clear to see that trust is what makes these organisations stand out among the rest.

Building a great culture

A great workplace culture is one where employees feel valued and supported. It goes beyond just perks and benefits but focuses on encompassing shared values, clear communication, and a sense of collaboration. This sense of collaboration is crucial, especially when considering the effects of the relatively new hybrid way of working, which can sometimes leave an element of disconnect among employees. An emphasis on coming together can help with this, instilling a sense of belonging and mutual support among employees.

According to our data, at Ireland’s certified best workplaces, 83 per cent of employees agree that at their organisation, “we’re all in this together” — to contrast, just 56 per cent of employees in organisations not certified by Great Place to Work. People are more likely to enjoy their work when they feel a connection with their peers, but these figures show how important it is for colleagues to share a bond and genuinely get along; with this culture, they are more likely to collaborate effectively, communicate openly, and trust one another.

A friendly workplace fosters a positive atmosphere where employees feel valued, supported, and respected. 93 per cent of employees at Ireland’s best workplaces feel their organisation is a friendly place to work, versus just 68 per cent of employees at non-certified organisations. We have seen that fostering this friendly environment helps to encourage open communication, allowing for the free exchange of ideas and constructive feedback – creating a generally more productive culture for every employee. This sense of togetherness contributes to a feeling of belonging that takes a workplace from good to great.

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Leading with purpose

For any organisation to truly succeed, great leadership needs to be at the helm. Great leadership sets the tone for an organisation’s culture and inspires a shared vision among employees. Effective leaders provide guidance, direction, and motivation, aligning their team towards common goals, goals which foster a sense of purpose among employees, instilling confidence in their tasks. Without this confidence, trust levels fall. Among the best workplaces, 91 per cent of employees agree with the statement, “management is competent at running the business”. This number drops to just 65 per cent for employees at non-certified organisations.

On the other hand, while it’s essential for organisations to have a sense of purpose and direction, leaders must practise what they preach. Among the best workplaces, 83 per cent of employees agree with the statement, “management’s actions match its words”. For employees at non-certified organisations, this statement resonates with just 47 per cent. A disconnect between words and actions can lead to scepticism and create a sense of uncertainty and lack of trust in the organisation’s direction among employees. Employees need to have faith and trust in their leaders for any organisation to truly thrive.

Continuous learning and development

Amidst rapidly evolving industries and technological advancements, investing in employees’ growth is pivotal. Most employees need growth to feel stimulated and challenged; to know there’s a pay rise on the horizon or an eventual switch-up from the same routine tasks every day. Keeping this in mind, among employees at non-certified organisations, just 59 per cent feel they are developing professionally in their current job, compared to 84 per cent in organisations that are members of Great Place to Work.

Learning and development opportunities not only equip employees with the skills needed to adapt but also signal a level of trust in the employee and a commitment to their professional advancement. Whether through workshops, online courses, mentorship programs, or skill-building sessions, empowering employees to enhance their expertise helps to cultivate a culture of continuous learning.

Naturally, providing regular feedback is also vital when it comes to new opportunities for employees. Regular feedback helps to establish a consistent and open channel of communication between employees and their managers, fostering a sense of transparency and trust. A total of 82 per cent of employees at certified workplaces agree that their line manager gives regular feedback on their performance, with this number dipping to 55 per cent among non-certified organisations.

Employees can benefit personally and professionally from their manager’s valuable insights into their strengths, areas for improvement, and the alignment of their work with organisational goals. This kind of information, especially when coming candidly from their manager, can be essential for employees to understand how their contributions impact the overall success of the company.

Health and wellbeing at work

When employees feel physically and mentally well, they are better equipped to meet the challenges of their roles with focus, creativity and resilience. This heightened level of engagement translates directly into improved productivity, reduced absenteeism and higher employee retention rates — put simply, a happier workplace. Among best workplaces, 82 per cent of employees agree that their organisation is a psychologically and emotionally healthy place to work in contrast to 44 per cent of employees at organisations not certified..

Workplace wellbeing and an open-door level of communication go hand in hand and this starts from the top down. At certified workplaces, 89 per cent of employees agree that “management is approachable, easy to talk with”, with this number dropping to 62 per cent at non-certified organisations. Employees will only feel secure to speak with managers candidly about any issues if there is a certain level of trust; after all, why would they want to confide in someone if they don’t feel they’re going to be heard?

Ensuring a healthy work-life balance for all employees is also an essential element of prioritising health and wellbeing at work. When looking at the data, 84 per cent at best workplaces agree that at their organisation, “people are encouraged to balance their work life and their personal life”. This number drops to just 53 per cent at non-certified organisations. Promoting a culture that values and encourages employees to flourish both at work and outside of work can help prevent burnout and support mental health. Establishing clear communication regarding after-hours expectations and providing resources for stress management and mental health support further contributes to a balanced work-life dynamic. It’s about maintaining that culture of respect and transparency holistically, and making sure employees know help is there if they need it.