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O P I N I O N
All four corners
Do you want to lead a firm where people come and stay, and where employees are always striving for improvement?
O ne of the best parts of my job is working with the winners and other top firms in our Best Firms to Work For award. Seeing what they are doing that works, and how they continually try to improve, has been a great tool for me as I continue to learn and grow in this industry. These firms are never satisfied and are always looking for ways to improve, something we all should be doing.
Kyle Ahern GUEST SPEAKER
continuously improving the workplace. First it takes input from your employees to know what they like and what they want to see changed. Second, it takes communication from management to let them know that you are listening to what they are saying, and that you are laying out your vision to implement the changes that employees want to see. When a change might not be in the best interest of the company, “Being a Best Firm to Work For improves the lives of your employees, attracts new employees, and shows your clients you care about the people who work for you.”
Here is a look at the four areas where the Best Firms are outpacing the rest of the field, and how they are achieving those results: 1)Training/mentoring. This is something most employees rank as very important to them. It can help in recruiting new employees, retaining key employees, and showing that your firm is invested in their future by providing training, mentorship, or both. These can be formal or informal: Lunch-and- learns, corporate universities or formalized training programs, coaching or mentoring on the path an employee wants to take, or giving incentives for reaching benchmarks. All of these are examples of what the top firms are doing in an area that employ- ees really appreciate. 2)Communication. The top firms focus on commu- nicating with their employees to make sure they are
See KYLE AHERN, page 4
THE ZWEIG LETTER December 31, 2018, ISSUE 1277
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