feature
Jose Tolovi-Neto, managing partner with
Great Place to Work Canada, a company
that helps other organizations become
better workplaces. “They would talk a lot
about their relationship with their managers
and how much they trusted them.”
Greg Epperson/Shutterstock.com
This led the company to create a proprietary
Trust Index that has been widely
adopted around the world.
“Our concept of trust came from a lot
of research and observation,” said Tolovi-
Neto. “Having published nine books, we
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have learned that when we are able to create
these trust-building relationships, the
effect on performance can be measured.”
Increased employee engagement is one
result of building a culture of trust; innovation
is another, he says, because “in an
environment of trust, people are allowed
to make mistakes.” Recruitment also benefits
for two reasons: employees naturally
wish to share their good workplace with
people they like, and – because they are
invested in the company’s success – they
are motivated to seek out potential colleagues
likely to contribute to it.
“We worked with a retail chain in
Canada that has 100 stores,” said Tolovi-
Neto. When the performance at different
locations is compared, “the stores where
employees are more satisfied are selling
seven per cent more. Also, satisfaction
with compensation is 10 to 15 per cent
higher; the interesting fact is that compensation
is the same.”
THE IMPACT OF TRUST
ON CULTURE
JetBlue Airways chair Joel Peterson is
another exponent of workplace trust; in
fact, he just released a book of his own,
The 10 Laws of Trust: Building the Bonds
“ORGANIZATIONS THAT
ARE HIGH-TRUST TEND TO
BE MORE INNOVATIVE.”
– JOEL PETERSON, JETBLUE AIRWAYS
Continued on page 30
28 ❚ SEPTEMBER 2016 ❚ HR PROFESSIONAL