THE LINK BETWEEN ENGAGEMENT, TRUST AND REVENUE
For more than two decades, companies on Fortune’s list of 100 Best
Companies to Work For have provided three times the return of
standard stocks (Figure 1). One thing they have in common?
These are large companies that dedicate considerable resources
toward employee engagement. It seems that a correlation clearly exists
between organizational trust, employee engagement and performance.
On April 27, The Globe and Mail will release Great Place to Work®
Canada’s annual list of Best Workplaces™ in Canada. But what
makes one firm “better” than another? What makes the difference
between good, better and best?
According to Great Place to Work®, the firm behind Fortune’s
list of 100 Best Companies to Work For and The Globe and Mail’s
list of Best Workplaces™ in Canada, the differentiating factor is
trust. But does trust lead to superior performance or vice-versa?
By Jen Wetherow
jozefmicic/123RF Stock Photo
Figure 1: Stock returns of high-trust cultures
HRPROFESSIONALNOW.CA ❚ APRIL 2018 ❚ 41