For many years, there has been quite a bit of talk about employee engagement as a means to lift corporate profits and reduce absenteeism and turnover. However, this talk has not produced better companies. In fact, the evidence shows that incivility and instances of employee abuse are getting worse. Additionally, with profit as the primary goal of organizations, most employees view any benign treatment they receive as a secondary convenience that will dissipate once corporate fortunes decline. That is, many employees still believe they are expendable in the eyes of their employers. This book turns that equation around by examining the practices of twenty-one companies that put the interests and needs of employees first. Profits are necessary but insufficient for corporate health. The companies featured in this book see it as their mission to offer people a better, more fulfilling life for themselves, and assist with that holistic journey by providing the organizational elements people need to reach their potential. They do this first by creating respectful and kind cultures that treat every person as an equal, sentient partner in the success of the company. Second, they diligently work to satisfy people’s basic needs: financial security, belonging, meaning, autonomy, self-acceptance, self-confidence, and growth. The result is a web of fellow-feeling: earnest affection among people who feverishly work to live up to both the high standards of the institution and their obligations to one another. By providing a place where people can do their best work and thrive as individuals and as members of a cohesive community, everyone profits.
Table of Content
1. Mo
2. Vergonnen
3. Kindness
4. Unruly
5. Community
6. Basic Needs
7. Belonging
8. Meaning
9. Autonomy
10. Self-Acceptance
11. Self-Confidence
12. Growth
About the author
William F. Baker directs the Bernard L. Schwartz Center for Media, Public Policy, and Education at Fordham University. He is also the Distinguished Professor of media and entertainment at IESE Business School, Barcelona, Spain, and President Emeritus of WNET-Thirteen, New York’s public television station. For ten years, he taught a business class at the Juilliard School in New York.
Michael O’Malley is Managing Director at Pearl Meyer, a leading consultancy to executives and boards, where he is responsible for a broad range of talent management initiatives centered around compensation design, leadership development, and organizational effectiveness. He is also a Lecturer in Yale University’s School of Medicine.
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