Great Place to Work® lead the industry with the most rigorous, data-based model for
quantifying employee experience: The Great Place to Work Trust Model™. Since 1992, we have
surveyed more than 100 million employees around the world and continue to use these deep
insights to define what makes a great workplace: TRUST.
Great Place to Work®是国际权威的职场文化与人力资源管理咨询公司。自 1992 年以来，我们已
经对全球超过 1 亿名员工进行了调查，并利用这些深刻的见解来定义出色的职场体验：信任。
We have in total 92 companies on the Greater China list this year with an average Trust Index
score of 89.3. This year, we have awardees coming from a variety of industries.
本年共有92 家企业上榜，他们的Trust Index 平均分为89.3，获奖企業也来自各行各业。
Our 30 years of continuous research has proven that the definition of a great workplace is
one where employees trust the people they work for, have pride in what they do and enjoy
the people they work with.
我们 30 年来的持续研究证明，卓越职场的定义是员工信任他们为之工作的人、为他们所做的工作
Much like any other relationship, the employer–employee relationship needs a foundation of
trust, and to thrive there must be a sincere sense of care and support.
Once employees have a consistently positive experience across key areas that contribute to
employee well-being, namely, mental and emotional support, sense of purpose, and
meaningful connections, they can flourish inside and outside of work.
Leaders at great workplaces understand that purpose is not found in a mission statement on
the wall or in a company handbook. Rather, they actively help employees connect the work
they do with the company’s values and mission.
Innovation is top of mind for executives today. But the term has evolved over the past few
years, taking on a new meaning as it has adapted with the pace of business amid ever-more
global commerce, rapid technology shifts, and massive market consolidation and disruptions.
Innovation now is as much about agility as it is about invention.
New ideas are the basis for growth and improvement at any company. To cultivate an
innovative culture, companies must instill the sentiment that all new ideas have merit, while
also providing honest feedback about both successful and unsuccessful ideas.
Creating Aspirational Workplaces
While COVID-19 has forever changed the way we work, Best Workplaces™ are stepping up to
support their employees. Going far beyond perks to create aspirational workplaces, they
foster a culture of:
• Genuine listening
• Caring and empathy
Best companies worked hard to understand the current realities of their workforce, from
marginalized, hourly workers to white-collar desk workers.
Home life spilled into work life in unprecedented ways. Parents became homeschool teachers
overnight, many having to choose between their children and their jobs. Lockdowns led to an
alarming spike in domestic violence. Burnout raged and mental health suffered.
The Best learned to pivot and adapt to the workforce challenges of today. They took a holistic
view of workers to support their full lives, which includes their families, communities and
personal lives outside of work.
Most importantly, they took action. They focused less on broad policies and more on what
each person needed—in real, tangible ways. This transformed mental health assistance, elder
care support, childcare, and isolation support resources.
In recent years, researchers and companies have proved that a sense of purpose affects performance. It feeds employees’ desire to be part of something bigger than themselves, and inspires innovation and better ways of doing things. Yet, creating purpose that connects with
everyone across an entire organization is easier said than done.
During the recent turbulent years of Covid pandemic, so many things shifted place and the journey became ‘jumpy’. The immediate reaction of the leadership was raising concerns as
to how all these changes will affect the morale of the people and its effect on productivity.
Smartly enough, and thanks to the trust-based cultures they are heading in their certified Great Workplaces, they didn’t have a loss in productivity, but a sizeable gain instead. They took care of how they implemented the practices that were needed to adapt to the
restrictions. It’s not only working from home, is how you facilitate the process of working from home, how do you support, keep them focused and inspired. This turbulence might be going
out, but very likely another challenge is on its way. What did you learn? Is your organization
The following survey statements reflect the strengths of the Best Workplaces™ awardees.
Besides payment and shared profit, these statements reflect areas where employees see the
need for improvements.