Building Great Places to Work

September 3. 2013

2013 NorthCoast 99 Winners Report

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September 3. 2013

This FREE benchmark report summarizes best practices and innovative trends in the workplace among the 2013 NorthCoast 99 winners in recruiting, selection and on-boarding; compensation, rewards, and appreciation; training, development, and performance management; work/life and wellness; leadership, empowerment, and involvement; and community impact.

 

September 3. 2013

The Top 15 Things That Retain Top Performers

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September 3. 2013

As part of the NorthCoast 99 program, annually, ERC researches factors that top performers seek in jobs, factors that engage them, and factors that retain them. Each organization that applied for the NorthCoast 99 chose a sample of their top performing employees (depending on the size of their organization) to participate in the Top Performer Engagement Survey. In 2013, a total of 4,280 top performers participated in the survey. More...

September 3. 2013

8 Ways NorthCoast 99 Winners Impact Northeast Ohio Communities

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September 3. 2013

NorthCoast 99 winners not only make an impact in the workplace, they are also committed to making an impact on the communities in which they live and work and supporting the causes their employees care about. In 2013 specifically, winners impacted hundreds of local non-profit organizations and causes, and participated in hundreds of hours of community service and philanthropy. More...

September 3. 2013

Case Study: Women's Leadership Development Initiative

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September 3. 2013

Background

Based on trends in its industry related to more female enrollments in accounting than male enrollments, continued turnover and stagnation of female managers, more flexible work arrangements being offered to females, and women occupying only 11-31% of all senior leadership positions in its industry, Skoda Minotti recognized the need to enhance its recruitment, retention, and advancement of women; sustain a positive and supportive environment for the firm's female employees; and offer work/life balance which enables women to succeed both in and outside the office. More...

September 3. 2013

10 Behaviors Winners Expect From Their Managers

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September 3. 2013

At NorthCoast 99 winners, managers and supervisors play a critical role in attracting, retaining, and engaging top performers. They often work with top performers very closely and are critical in shaping the experience that they have in their jobs and at the company, which ultimately affect their satisfaction and engagement. More...

September 3. 2013

11 Ways Employers of Choice Empower & Involve Employees

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September 3. 2013

At NorthCoast 99 winners, employees feel involved and empowered to make a difference in their organizations. Winners want employees to move the organization forward with their ideas, suggestions, and initiative. Employees, and especially top performers, participate in driving change throughout their organizations because winners empower them to do so. Here are elevent (11) ways these employers of choice in Northeast Ohio empower and involve employees. More...

September 3. 2013

30 Tactics Leaders Use to Engage Top Performers

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September 3. 2013

The attraction, retention, and engagement of top performers starts at the top of most winning workplaces. At winners’ workplaces there is a sense that leaders really care for employees, and especially top performers.

Winners' leaders lead by example in attracting, retaining, and engaging top performers by setting the tone for the workplace and its culture. Their involvement with top performers, day-to-day interaction, desire to develop them, thoughtful and frequent recognition of their contributions, and willingness to champion and support initiatives to retain and engage them all show that leaders value top performers. More...

September 3. 2013

Supporting Work/Life: 6 Tactics Winners Use

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September 3. 2013

Most NorthCoast 99 winners place a high priority on work/life balance. Winners understand that many of their employees need flexibility for their unique needs such as family obligations, child care needs, medical conditions, doctor's appointments, school schedules, and personal matters or preferences.

The following are the most common practices used by winners to help their employees achieve a better work/life balance: More...

September 2. 2013

Case Study: Skilled Worker Training Program

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September 2. 2013

Background

Swagelok Company relies on a skilled manufacturing workforce to produce high-quality fluid system products, assemblies, and services used by major industrial customers around the world. To sustain the promise of quality and availability for these customers requires that Swagelok develop creative ways to attract skilled operators. More...

September 2. 2013

Case Study: Employee Resource Groups

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September 2. 2013

Background

Summa Health System considers its employees to be one of the most important parts of its community and strives to make sure that employees feel appreciated, stay engaged, and maintain a good quality of life. One key area of focus for Summa is developing and retaining its top talent by developing employee resource groups. More...

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