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Developing your own workplace culture is not a 100-metre sprint, but can rather be compared to a marathon with various milestones along the way. There is no finish line: instead, it is about embarking on a journey and actively working towards employee satisfaction. With or without certification as a Great Place To Work - we have been accompanying organizations on this journey for over ten years! To show you what working with us could look like, we have created the Great Place To Work® Journeys. We graphically depict the joint journey and describe goals, challenges, milestones and results (we therefore recommend that you download the visualization before reading the article).
Reusspark - Center for Nursing and Care: The path to a strikingly unique employer value proposition
Join us on this journey and learn how we helped the Reusspark Care and Support Center develop a strikingly unique employer promise based on their workplace culture.
Initial situation
Reusspark is not only committed to the residents of the nursing and care center, but also to its own employees. For example, they offer flexible working hours, childcare, shared use of the facilities and active implementation of employees' ideas. They wanted to use this commitment as part of their employer marketing in order to attract new specialists and talent and developed a claim internally. However, they were still struggling to attract suitable talent and specialists in the care sector. This led to our collaboration, with the aim of developing a new employer value proposition: "Our goal is to retain and attract the skilled workers we need and to recruit the employees of the future," said Tobias Breitschmid, Head of Finance and HR. They also wanted to find out how they differ from their competitors and review the measures taken as part of their commitment to their employees.
These were the biggest milestones along the path from a shortage of skilled workers and a lack of attention from suitable talent to a strikingly unique employer value proposition for the Reusspark nursing and care center.
Milestones
1st project kick-off: workshop with the management
Let the adventure begin: a workshop with the Reusspark management kicked off the joint journey. They looked at their own workplace culture and took a closer look at the nine dimensions of the Employee Culture Journey. They discussed questions such as "What messages do we want to convey to our employees?", "How do we inspire our employees?" and "What measures have we taken so far to motivate our employees?". Unique strengths of Reusspark as well as measures already implemented for a better workplace culture were recorded. In a second step, the aim was to find out whether and how these measures are perceived and valued by employees.
2nd Trust Index™ employee survey
The Trust Index™ employee survey served as the basis for analyzing and further developing the workplace culture. The anonymous survey of employees and executives/management provides a clear and accurate picture of the workplace culture and makes it tangible. It also helps to identify what employees value or rate as particularly positive (for example, by looking at which statements have the highest approval ratings in the survey). Based on these qualities, statements were formulated for the new employer value proposition that are in line with the lived workplace culture.
3. evaluation of the Culture Audit™
Processes and measures for cultural development are recorded in the Culture Audit™. Some of the points documented in the Culture Audit™ explain individual results from the employee survey. For example, the values for the "respect" dimension were particularly high, which in turn can be attributed to the "Grüezi culture" practised in the company: "For example, the director makes sure to say Grüezi to everyone. This starts with the cleaning staff and extends to the nursing staff and his colleagues".
4th icing on the cake: Award as Great Place To Work® and Great Start! training company
Even though certification was not the actual aim of the employee survey, Reusspark achieved all the criteria for both the Great Place To Work® certification and the Great Start! award. These awards were not the focus of the collaboration, but they were a nice confirmation of the measures already implemented for the workplace culture.
5. interviews with managers and focus groups with employees/learners
In focus group interviews, a group from the company that is heterogeneous at best discusses set questions. In this case, it was doctors, managers, nursing staff and trainees who explored the question of what makes Reusspark attractive as an employer. It was frequently mentioned that Reusspark, with its cultural offerings and history, is a supra-regional meeting place for all generations. Reusspark as an employer is innovative and in tune with the times, offers freedom, has flat hierarchies and short decision-making processes and is informal, friendly and benevolent.
These points were collected and prepared for the final workshop with the management. In the meantime, our consultants analyzed the external perception of Reusspark, the named competitors on the talent market and drew up concrete proposals on how Reusspark can differentiate itself from its competitors.
6. final workshop with the management
The final workshop with the entire management team brought together the results of the employee survey, the evaluation of the Culture Audit™ , the points from the focus group interviews and the differentiation options from the competitive analysis. The management was then able to use all this data to work on the characteristics of the new employer brand.
The result: a new and strikingly unique employer value proposition
As a result of the survey, evaluations and workshops, the new employer value proposition was created: "...strikingly unique!" Embedded in and supported by our own workplace culture.
