Better place to work institute

To be open to communication, listen to employee feedback and problems, be ready to take staff issues seriously and find answers. Willingness to implement changes that make a difference. In short, there should be a general sense of commitment from management to be an exemplary employer. Making the workplace attractive on all levels is also an important principle. At EHL we pride ourselves on being particularly generous with our staff perks and benefits. It is a workplace where both students and staff are encouraged to blossom and develop their potential.

The aim is to make people want to get out of bed and come to work! How to stay on top This is possibly one of the questions I get asked the most! Back in it was, after all, the first school of its kind! Followed by being the first to accept women students, weave internships into the program, offer the program in English, receive HESSO accreditation … I could go on!

We have never sat on our laurels. The 3-year run of Bilan awards confirms the fact that EHL is an exciting professional hub where people want to work, teach, study and exchange ideas. How can we improve? Just look at where education heading in these times of adapting to the 'new normal' - EHL adopted the HyFlex teaching model within a matter of days and is already looking to implement full digitalization of our programs into a virtual campus soon.

For years, the school has been copied and emulated by many. Surely a sign that EHL is doing something right!? Greatest achievements During my 7 years of working at EHL, many aspects remain high in my estimation. For example, I know that our minimum salary is far above that of other companies, resulting in a minimum pay of over 4, CHF x 13 for even the most basic jobs. These small gestures are not only festive, but they ground our sense of gratitude towards our most hard-working members.

This affected staff who could not work from home because their roles did not allow it, e. About The Great Place to Work Institute It helps companies and institutions to build on their strengths and shows them where opportunities for improvement. This effort leads to enhanced quality of work-life for employees and improved financial performance for the organization.

Their approach is based on the major findings of 20 years of research — that trust between managers and employees is the primary defining characteristic of the very best workplaces. The Institute's tools go far beyond typical employee surveys and appraisal methods to uncover a wide variety of management practices and attitudes that are often overlooked.

According to this model, trust is composed of three dimensions: Credibility, Respect, and Fairness. Credibility Credibility means managers that keep regular communication with employees to discuss the company's direction and plans — and ask for their ideas. It involves coordinating people and resources efficiently and effectively so that employees know how their work relates to the company's goals. It is the integrity that management staff brings to the business.

To be credible, words must be followed by actions.

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