Wegman Food Markets, Inc: “When management says they care about their people it actually shows in their actions. I have always been made to feel wanted and valued as a person and employee”.
Cisco: “I am given complete autonomy to do what’s best and if I need help, I have a strong support system. I love working for Cisco and hope to continue to for a very long time. I also love the diversity in the executive leadership, which is unique.”
Salesforce.com: “It is the only company in this size I know with this strong an employee force. Our Employee Resource Groups are a pivotal part of employees having a place to feel included or participate in meaningful ways to the causes that are important to them.”
Finding work can be a challenge on its own, but finding a workplace that fulfills all of your needs and has a happy/healthy organizational culture can feel nearly impossible. This is why we’re going to take a peak into three of Fortune’s best companies to work for: from a human resources management perspective, what do these companies do to support their employees? How can current and future employees learn from them?
Before we dive into our three companies, let’s be sure that we have an understanding of human resource management (HRM) and how it harnesses a quality work environment. HR management is the “development of management systems to ensure that human talent is used effectively and efficiently to accomplish organizational goals”(MGMT453 lecture). In simpler terms, it is the processes that create functionality and culture within a workplace. If an organization is lacking in this area, it is at the employees and the organization as a wholes’ expense . If an organization has strong HRM, then everyone involved reaps the benefits.
Well, let us talk about what strong HRM looks like! Common themes between our three companies (Wegmans Food Markets, Cisco, and Salesforce.com) include cultivating a positive culture, a work-life balance/flexibility, good benefits, strong values, and the experience of a family-like environment (Great Place To Work Institute, 2024). Each of these themes are a direct result of HRM. The truth is, although employees from these three companies have very similar things to say about working there, they still are three very different companies- with very different employees. A large part of HRM is being strategic in the manner that processes within the workplace are aligned in order to meet the needs of the organization and its employees. This is where things can get tricky!
Arguably, deciphering which HR process are the best (and will be the most effective) for your workplace may be one of the most challenging aspects of being a manager. There are many ways to go about this, such as using an evidence-based approach, but often times it is about understanding the differences in your workforce- and capitalizing on it. In other words, the greatest managers “break the rules of conventional wisdom” by encouraging individuals to use and develop their naturally occurring strengths versus spending time focusing on developing their weaknesses (Buckingham, Coffman, 2014).
This idea of breaking the rules of conventional wisdom and cultivating an organizational culture that people want to be a part of is one that I would like to follow as a manager. I would like to be the manager who chooses the right strategies and processes that best suits my colleagues, as well as the organization as a whole. Most of all, I would like to be the manager that gives my employees a positive work culture, a work-life balance/flexibility, good benefits, strong values, and the experience of a family-like environment.
References
Buckingham, M., & Coffman, C. W. (2014). First, break all the rules : What the world’s greatest managers do differently. Gallup Press.
Fortune 100 best companies to work for® 2020. Great Place To Work®. (n.d.). https://www.greatplacetowork.com/best-workplaces/100-best/2020
