Previous Article Next Article I was looking down the list of the Sunday Times 100 best companies to workfor, and was very intrigued by the results. Eight factors are rated by employees of participating organisations. Theseare: – Leadership – Well-being – My manager – My team – Fair deal – Giving something back – My company – Personal growth. Successful business results appear to be clearly linked with the samesuccessful top 100 companies in the survey, as they have collectivelyoutperformed the FTSE by a significant margin over both three and five years. What can we HR practitioners learn from this then? Well, the top eightplaces were occupied by firms with less than 800 employees, and covered diversesectors from manufacturing to hospitality, professional services to softwareand creativity to voluntary organisations. So while it seems the businesssector is not a predictive criteria for success in this arena, in this case, itappears that size does matter. What was striking in the listing, however, was that the big household-namebranding giants – some of which are proponents of human capital management as asingular management tool – were notably and predominantly absent. If they trulybelieve their expensive cloaks of brand values run deep through theirorganisations then why not demonstrate this by putting it to the test in anindependent employee driven assessment of performance? Perhaps the message for big organisations is that in managing their peopleand successfully engaging their staff, they must think global, but act local. In a dynamic business world, where talented people are increasingly free tochoose which company to work for, the Sunday Times survey suggests that the bigorganisations will need to work much harder to attract and retain the bestpeople. As the constant renewal of the FTSE 100 group of companies indicates,there is no room for complacency for those that currently make the grade. Andfor those that didn’t, their current absence from the list or generally poorratings in the survey demonstrates considerable room for improvement. Is biggest best? Not when objectively assessed by the employees, it seems. Ilook forward with interest to next year’s entries and results. By Paul Pagliari, HR director, Scottish Water Comments are closed. Does being the biggest mean being the best?On 27 Apr 2004 in Personnel Today Related posts:No related photos.