Research reveals what makes companies good places to work

According to new research by HR and payroll software provider, Ciphr,  85% of people can name at least three positive aspects that make their companies good places to work.

The research revealed the top 15 reasons why an organisation is a good place to work, ranked by popularity:

• Good colleagues / friendly people (40%)
• Good pay (35%)
• Provides job security (34%)
• Good/supportive managers (27%)
• Good employee benefits/reward package (24%)
• Encourages flexible working / work-life balance (21%)
• Has a good reputation in its industry/sector (21%)
• Supports its employees’ wellbeing (21%)
• Promotes a safe, fair and healthy work environment (21%)
• Promotes diversity and inclusion (20%)
• Provides remote working options (19%)
• Values and respects all employees equally (19%)
• Has strong core values and purpose (19%)
• Appreciates and recognises employees’ work fairly (18%)
• Good career growth / advancement opportunities (17%)

In the survey, respondents were asked to share why they think their organisation is a good workplace. A comprehensive, randomised list of 43 options was offered to the respondents, who could select as many or as few of the reasons that applied to them. On average, each person chose seven reasons.

The list also offered an option to offer an opposing view – if they didn’t believe their organisation was a good place to work. Only 6% of people said there was ‘nothing’ about the company where they are employed, which made it a ‘good place to work’.

Even among job hunters, the responses were more positive than negative. Seventy-three percent of the people currently changing jobs or planning to do so could still give at least three reasons why their organisation was a good place to work, while a further 53% named at least five reasons, indicating that there are usually many reasons for individuals to join, stay, or leave an organisation.

Claire Williams, Chief People Officer at Ciphr, commented: “I don’t think any employer should underestimate the importance and impact that the relationships that employees have with their colleagues can have on individual and team performance, morale, productivity, and even retention.

“At a basic level you are far more likely to work in a collaborative and engaging way with people you get on with, and there is a higher chance of enjoying your role and having a positive association with your employer, if your time is broadly filled with like-minded people.

“The social connectivity employees can find through their work also became more important throughout the pandemic, when everyone’s social circles reduced and many of us shifted to remote work. Many of us forged new and closer relationships with colleagues as we bonded over that shared experience and the personal challenges it brought.

“Building a workforce and hiring new employees based on common values and effective behaviours is a great place to start if you are looking to improve relationships between colleagues. However, this can also pose a risk in reducing or negatively impacting your organisation’s diversity. It is therefore prudent to take a measured approach if introducing any process or criteria when hiring and firing, where part of the goal is to create a more harmonious workforce. Employers should consider recognised and accredited screening methods or psychometric testing, for example, to avoid inadvertent discrimination.”