design work life � Type Love 171

design work life � Type Love 171

What Great Companies Know About Culture - Deidre H. Campbell - Harvard Business Review

What Great Companies Know About Culture - Deidre H. Campbell - Harvard Business Review

Even in this unprecedented business environment, great leaders know they should invest in their people. Those companies who are committed to a strong workplace culture tend to perform well, and now they are featured prominently in a new ranking recently released by Great Place to Work Institute. Among the top performers on the 2011 World's Best Multinational Companies list are culturally-strong technology companies such as Microsoft, NetApp, SAS, and Google.

But is there a direct correlation between employee investment and the balance sheet? As Prof. James L. Heskett wrote in his latest book The Culture Cycle, effective culture can account for 20-30 percent of the differential in corporate performance when compared with "culturally unremarkable" competitors.

To better understand the ROI, my company, Burson-Marsteller, teamed up with the Great Place to Work Institute to ask senior executives from top-ranked companies about the value of a positive work environment. The survey garnered responses from 20 of the top 25 companies in the global workplace ranking. Here's what those companies do in common:

They invest more in their employees. The response came back resoundingly: It's simply good for business. Rather than cutting back or eliminating programs, 30 percent of top-ranked companies are investing more in work-life programs, such as flex-time, health benefits, and employee perks. The remaining 70 percent have held steady the level of investment.

They're upgrading. Old-fashioned benefits like health insurance, family leave, and flex time ranked only 15 percent when considering most valued HR offerings. Traditional onsite benefits, such as cafeterias, childcare, massages, and volunteer opportunities ranked a mere 5 percent when determining what benefits provide stability during economic uncertainty. Instead programs that offer the most stability, as reported by 75 percent of respondents, are those that communicate brand mission and provide career development opportunities.

They recognize that culture is critical to talent retention. When asked which elements of workplace commitment most benefit daily operations, companies ranked culture at 80 percent and recruitment/retention at 70 percent. Competitiveness, customer loyalty, innovation, and productivity — while critical to daily operations — trailed behind with each under 20 percent. In a world where competition for talent is global, star performers seek companies with values that mirror their own.

They know their audience. These companies recognize which stakeholders will watch their every move. For this audience, it's imperative to communicate the company's commitment to being a great workplace. 70 percent of respondents ranked customers as the most important external audience to understand this crucial point. 35 percent cited investors as the second most important external audience. This means that employees and senior leadership alike should ensure that the brand is understood inside and out by customers and other stakeholders. This blend is special, valuable, and demonstrates the holistic view we have of 'doing business' in the world.

Becoming a great workplace is not a transition that will happen overnight. Being a great workplace is the result of a long-term investment in their employees. As the top-ranked companies demonstrate, this kind of investment will increase productivity, improve recruitment and retention, and save costs — all positively impacting the bottom line. In challenging economic times, we are reminded that companies should not only be a great workplace because it is the right thing to do, but because it is good for business.

Using Social Networks to Improve Operations - Gary Edwards and Mike Amos - Harvard Business Review

Using Social Networks to Improve Operations - Gary Edwards and Mike Amos - Harvard Business Review

For decades the mystery shopper was the main way retailers assessed operations from a customer's point of view. By sending in a fake shopper, typically once a month, an individual store essentially was buying a dozen performance snapshots per year. Then telephone surveys began to supplement mystery shopping. Today, digital technologies are supplanting both, with online customer surveys providing an exponentially greater number of performance snapshots per day.

A well-managed loop that links customer experience feedback with recommendations on social networks like Facebook, Twitter, and Yelp, can boost service quality and operational performance, increase traffic and create more happy customers — people who crow about a retailer online for free, turning their friends into new customers too.

A new mini-industry has emerged using these techniques, known as "customer experience management," or CEM. Our company, Empathica — as well as a number of competitors — are providing customer feedback to operations, while partnering with "web-scraping" companies to listen to random chatter online.

Now we're turning attention to linking operations to marketing through "social CEM." The aim is not to drive online advertising impressions, but to explicitly and transparently drive the behavior of customers, front line service staff and retail managers. The aim is to create a true dialogue, not simply a listening post for customer kudos and complaints. And by doing so, this loop can drive meaningful operations and customer satisfaction gains.

An example: At Debenhams, a major international department store chain based in London, a customer complained through an online survey about a poor meal they received at the store's restaurant. "Ordered turkey dinner. Very dried out. Overcooked vegetables in greasy, cold gravy." The store manager called the customer that night, apologized, and sent a coupon for two free meals. The customer was invited to post their happiness with the problem's resolution on Facebook, and did. The store manager made sure the kitchen turned out better turkey dinners. The result: a satisfied customer, better kitchen operations, and free social network advertising. Debenham's effectively took what would have been a one-off customer experience problem and turned that customer into an Debenham's advocate online and improved its operations to reduce the possibility of future disgruntled customers.

A social network feedback loop starts with information gleaned from customer surveys conducted online. Those survey-takers are then linked directly to social networks like Facebook through a link on the survey.

So how many customers will actually bother to move from surveys to socializing their experience? We have some data that suggests a healthy amount. We conducted 25 million surveys last year; more than 80 percent of respondents said they'd recommend the brand they were being quizzed about. We've then seen 10 to 20 percent of customers follow through with social network postings after the survey.

Some recommendations for retailers considering tying together their feedback, social, and operations loops: Customers need some nudging: incentives like coupons do the job. At 100 Boston Market restaurants, customer advocates got $3 coupons for a recommendation. In a three-month period, Boston Market received 100,000 Facebook newsfeed recommendations; advocates redeemed more than 4,000 coupons.

Finding customer advocates isn't the only goal. Unhappy customers need to be channeled through a "customer rescue" process to help solve problems and mend relationships, and provide feedback on problems for operations to solve.

At Citibank branches in New York City, for example, every customer who completes a survey receives a call back from their bank manager within one to two days. The manager uses survey feedback and software intelligence to determine whether complaints need resolution or whether the manager should provide a simple "thank you" to reinforce the local branch's commitment to customer service — like old fashioned retail and small local banks or credit unions still do.

The advocate process is proving far more powerful than regular social network advertising. The key is authenticity: we listen to our friends and colleagues for advice and recommendations. So while retailers and restaurant owners can buy social media advertising, the real place to drive growth is on the consumer newsfeeds. Not only are those kinds of clickthroughs more numerous. They are also more powerful. Beyond simple word of mouth advertising, poor-performing outlets get suggestions for improvement, which they use to guide better operational performance.

Seth's Blog: Insulate yourself...

Seth's Blog: Insulate yourself...

Insulate yourself...

from anonymous angry people

Expose yourself to art you don't yet understand

Precisely measure the results that are important to you

Stay blind to the metrics that don't matter

Fail often

Ship

Lead, don't manage so much

Seek out uncomfortable situations

Make an impact on the people who matter to you

Be better at your baseline skills than anyone else

Copyedit less, invent more

Give more speeches

Ignore unsolicited advice

design work life � Etsy Finds: Nidhi Chanani

design work life � Etsy Finds: Nidhi Chanani

Weave Change into Your HR Processes - Brad Power - Harvard Business Review

Weave Change into Your HR Processes - Brad Power - Harvard Business Review

Profound changes in an organization must be led from the top, but human resource professionals can play a big part in making them happen.

Consider HR's role in accelerating Harvard Vanguard Medical Associates' operational improvement initiative. This 4,500-employee Massachusetts healthcare group embarked on "Care Improvement" three years ago. Chief Human Resources Officer Dan Michaud told me how HR has helped weave the initiative into all the firm's processes for managing people:

Recruiting. "We tell recruits that this is an organization that's going through change. We value new perspectives, fresh eyes, and different experiences. We want to engage them in this process. Everyone participates regardless of rank."
Onboarding. "As part of new employee orientation and training, we describe Care Improvement and our expectations."
Training. "We've created our own certification program. The green level is a one-hour online program that introduces concepts. The bronze level requires three days of training, and participants must also be involved in two "Rapid Improvement Events'" (of 3-5 days each). We encourage executives to go to the silver level to be leaders and teachers, and to be able to coach others in improvement. The expectation is that all senior management will attain bronze this year."
Rotating people. "We have a fairly good-sized Care Improvement department. We would like to have a care improvement leader at each site eventually."
Recognizing success: "We do not have monetary rewards for improvement results, but we do recognize successes."
Communicating. "We use our intranet for sharing stories about successes. At every Rapid Improvement Event there is a report-out, to which everyone is invited."
Redeploying people who are freed up by process improvements. "We retrain or redeploy people who are freed up by more efficient processes. We have a policy on layoffs: no-one will be laid off as a result of process improvements."

What do business leaders who are leading change need from HR?

Talent flow. Leaders need help defining new positions and competencies, assessing individuals' competencies, and matching the two.
Rewards. Business change leaders must be sure that rewards are consistent with the new ways of working. A manager in charge of reengineering the way a health insurer interacted with health care providers redesigned the firm's service organization by physician specialties, such as obstetrics and gynecology, so that the people handling inquiries would be knowledgeable about the specialty and could coordinate resolution of issues. She needed help in negotiating a dashboard of shared goals across affected departments. She then needed flexibility to tie performance to shared rewards and to implement non-financial recognition for the multiple departments that affected service.
Training and Development. Leaders must develop other managers' skills at leading changes in the way work is executed. At CSX, the $11 billion railroad, the operations process excellence group develops process improvement and change skills for selected managers. Assistant Vice President John Murphy told me that "high potentials" are appointed to development slots in an 18-month program with more than 250 hours of skills training, including a formal peer assessment that looks at their skills, leadership, and personal style.

Sustaining improvement activities is all about people — managing the social side of change. HR processes can either accelerate or slow progress, so the HR function has a critical role to play.

In future posts, I'll look further at how HR can help operational improvement professionals enable change, and how to reinvent HR to provide these services.

The Art of Non-Conformity � The Tower: A Free Report for a New Way of Life

The Art of Non-Conformity � The Tower: A Free Report for a New Way of Life

Web Design | Application Development

Web Design | Application Development

13 Insanely Cool Resumes That Landed Interviews At Google And Other Top Jobs

13 Insanely Cool Resumes That Landed Interviews At Google And Other Top Jobs

14 More Of The Coolest R�sum�s Ever

14 More Of The Coolest R�sum�s Ever

An Extensive Guide To Web Form Usability - Smashing UX Design

An Extensive Guide To Web Form Usability - Smashing UX Design

Contrary to what you may read, peppering your form with nice buttons, color and typography and plenty of jQuery plugins will not make it usable. Indeed, in doing so, you would be addressing (in an unstructured way) only one third of what constitutes form usability.

In this article, we’ll provide practical guidelines that you can easily follow. These guidelines have been crafted from usability testing, field testing, website tracking, eye tracking, Web analytics and actual complaints made to customer support personnel by disgruntled users.

[Editor's note: Have you already got your copy of the Smashing Book #2? The book shares valuable practical insight into design, usability and coding. Have a look at the contents.]

Why Web Form Usability Is Important

The ISO 9241 standard defines website usability as the “effectiveness, efficiency and satisfaction with which specified users achieve specified goals in particular environments.” When using a website, users have a particular goal. If designed well, the website will meet that goal and align it with the goals of the organization behind the website. Standing between the user’s goal and the organization’s goals is very often a form, because, despite the advances in human-computer interaction, forms remain the predominant form of interaction for users on the Web. In fact, forms are often considered to be the last and most important stage of the journey to the completion of goals.

Let’s clarify this last point by discussing the three main uses of forms. As Luke Wroblewski states in his book Web Form Design: Filling in the Blanks, every form exists for one of three main reasons: commerce, community or productivity. The following table translates each of these reasons into the user and business objectives that lie behind them:

Uses of forms, based on Luke Wroblewski’s Web Form Design: Filling in the Blanks.

Thus, the relationship between forms and usability have two aspects:

1. Forms can make a website usable or unusable, because they stand in the way of the user achieving their goal;
2. Forms need to be usable in order to help the user achieve that goal.

This post will focus on the second point, because a usable form will naturally contribute to the overall usability of the website, hence the first aspect.

The Six Components Of Web Forms

Web forms are a necessity and often a pain point for both designers and users. Over time, users have formed expectations of how a form should look and behave. They typically expect Web forms to have the following six components:

1. Labels These tell users what the corresponding input fields mean.
2. Input Fields Input fields enable users to provide feedback. They include text fields, password fields, check boxes, radio buttons, sliders and more.
3. Actions These are links or buttons that, when pressed by the user, perform an action, such as submitting the form.
4. Help This provides assistance on how to fill out the form.
5. Messages Messages give feedback to the user based on their input. They can be positive (such as indicating that the form was submitted successfully) or negative (“The user name you have selected is already taken”).
6. Validation These measures ensure that the data submitted by the user conforms to acceptable parameters.

Skype’s registration form contains all six components.

Tackling Usability Via Three Aspects Of Forms

Despite differences in layout, functionality and purpose, all forms have three main aspects, as noted by Caroline Jarrett and Gerry Gaffney in their book Forms That Work: Designing Web Forms for Usability:

1. Relationship Forms establish a relationship between the user and the organization.
2. Conversation They establish a dialogue between the user and the organization.
3. Appearance By the way they look, they establish a relationship and a conversation.

For a form to be usable, all three aspects need to be tackled. Let’s look at each aspect in turn to figure out how to make a form truly usable, along with practical guidelines that you can easily follow.

Aspect 1: The Relationship

“No man is an island,” the 17th-century English poet, satirist, lawyer and priest John Donne once said. Indeed, human beings thrive on relationships, be they amorous, friendly, professional or business. A form is a means to establish or enhance a relationship between the user and the organization. When done badly, it can pre-empt or terminate such a relationship.

With this in mind, a number of principles emerge:

• Relationships are based on trust, so establishing trust in your form is critical. This can be achieved through the logo, imagery, color, typography and wording. The user will feel at ease knowing that the form comes from a sincere organization.
• Every relationship has a goal, be it love and happiness in a romantic relationship or financial gain in a business relationship. Ask yourself, what is the goal of your form?
• Base the name of the form on its purpose. That name will inform users what the form is about and why they should fill it in.
• Just as in a relationship, getting to know the other person is essential. Get to know your users and always consider whether the questions you’re asking are appropriate and, if so, whether they are timely. This will instill a natural flow to your form.
• Knowing your users will also help you choose appropriate language and remove superfluous text. And it will help you craft an interface that balances your needs and the user’s.
• Do not ask questions beyond the scope of the form. In a relationship, you would become distrustful of someone who asked questions that were out of place. The same thing happens online. Consult with relevant stakeholders to see what information really is required.
• Sudden changes in behavior or appearance will make users edgy. Likewise, never introduce sudden changes between forms or between steps in a form.

Know your users. Make it easy for registered users to log in and for new users to register. Debenhamsmakes this distinction barely noticeable.

Amazon, on the other hand, simplifies the process for registered and new customers.

Aspect 2: The Conversation

A form is a conversation. And like a conversation, it represents two-way communication between two parties, in this case, the user and the organization. In fact, the user has filled out the form in order to initiate communication with the organization.

For instance, with a social network, a user would fill out a registration form to inform the organization that they would like to join. In inviting their request (whether automatically or manually), the organization would ask the user a number of questions (in the form of labels), such as their first name, last name, email address and so forth. Upon acceptance (or denial), the company would inform the user of the outcome, thus completing the communication process.

Viewing forms from this perspective yields some useful guidelines:

• As mentioned, a form is a conversation, not an interrogation. Aggressive wording in labels will make users feel edgy, and (if they do not leave) they will most likely give you the answers that you want to hear, rather than the truth.
• Order the labels logically, reflecting the natural flow of a conversation. For example, wouldn’t it be weird to ask someone their name only after having asked a number of other questions? More involved questions should come towards the end of the form.
• Group related information, such as personal details. The flow from one set of questions to the next will better resemble a conversation.

  

  Yahoo’s registration form effectively groups related content through purple headings and fine lines.

  

  While Constant Contact groups related content, it separates the groups too much, which could confuse the user.

• As in a real conversation, each label should address one topic at a time, helping the user to respond in the corresponding input field.
• The natural pauses in a conversation will indicate where to introduce white space, how to group labels and whether to break the form up over multiple pages.
• In any conversation, people get distracted by background noise. So, remove clutter such as banners and unnecessary navigation that might distract users from filling out the form.

  

  Dropbox provides a fine example of what a registration form should look like. The white space is effective, and the page uncluttered.

Aspect 3: The Appearance

The appearance or user interface (UI) is central to the usability of a Web form, and there are several guidelines for this. To simplify the discussion, let’s group them into the six components presented earlier.

1. Labels

• Individual words vs. sentences If the purpose of a label is simple to understand, such as to ask for a name or telephone number, then a word or two should suffice. But a phrase or sentence might be necessary to eliminate ambiguity.

  

  Amazon’s registration form contains full sentences, whereas individual words would have sufficed.

• Sentence case vs. title case Should it be “Name and Surname” or “Name and surname”? Sentence case is slightly easier — and thus faster — to follow grammatically than title case. One thing is for sure: never use all caps, or else the form would look unprofessional and be difficult to scan.

  

  See how difficult it is to quickly scan the labels in Barnes & Noble’s registration form?

• Colons at the end of labels UI guidelines for some desktop applications and operating systems such as Windows recommend adding colons at the end of form labels. Some designers of online forms adhere to this, primarily because old screen readers mostly rely on the colon symbol to indicate a label. Modern screen readers rely on mark-up (specifically, the label tag). Otherwise, the colon is a matter of preference and neither enhances nor detracts from the form’s usability, as long as the style is consistent.
• Alignment of labels: top vs. left vs. right Contrary to common advice, above the input field is not always the most usable location for a label. It’s ideal if you want users to fill in the form as fast as possible. But there are times when you’ll want to deliberately slow them down, so that they notice and read the labels attentively. Also, keeping a long form to a single column and making users scroll down the page is better than breaking it up into columns in an attempt to keep everything “above the fold.” Each style of alignment has its advantages and disadvantages:

  

  *Times retrieved from “Label Placement in Forms” by Matteo Penzo.

  

  Forms should never consist of more than one column. Notice how easy it is to ignore the column on the right here on Makeup Geek (not to mention the note about “Required fields” at the bottom).

2. Input Fields

• Type of input field Provide the appropriate type of input field based on what is being requested. Each type of input field has its own characteristics, which users are accustomed to. For instance, use radio buttons if only one option of several is permitted, and check boxes if multiple choices are allowed.
• Customizing input fields Do not invent new types of input fields. This was common in the early days of Flash websites, and it seems to be making a comeback; I have seen some odd input fields implemented with jQuery. Simple is often the most useful. Keep input fields as close to their unaltered HTML rendering as possible.

  

  Altering the interface of input fields will confuse users.

• Restricting the format of input fields If you need to restrict the format of data inputted by users, then at least do so in a way that won’t irritate users. For example, instead of displayingMM/DD/YYYY next to a text field for a date, consider using three drop-down fields or, better yet, a calendar control.
• Mandatory vs. optional fields Clearly distinguish which input fields cannot be left blank by the user. The convention is to use an asterisk (*). Any symbol will do, as long as a legend is visible to indicate what it means (even if it’s an asterisk).

3. Actions

• Primary vs. secondary actions Primary actions are links and buttons in a form that perform essential “final” functionality, such as “Save” and “Submit.” Secondary actions, such as “Back” and “Cancel,” enable users to retract data that they have entered. If clicked by mistake, secondary actions typically have undesired consequences, so use only primary actions where possible. If you must include secondary actions, give them less visual weight than primary actions.

  

  Not clearly distinguishing between primary and secondary actions can easily lead to failure. The above action buttons are found at the end of a lengthy form for enrolling in St. Louis Community College. Just imagine pressing the “Reset Form” button by accident.

• Naming conventions Avoid generic words such as “Submit” for actions, because they give the impression that the form itself is generic. Descriptive words and phrases, such as “Join LinkedIn,” are preferred.

  

  Although Coca-Cola correctly gives more importance to the primary action button, it settles for the generic word “Submit.” “Register with us” would have been more helpful.

4. Help

• Text to accompany forms Your should never have to explain to users how to fill out a form. If it does not look like a form or it’s too complicated to fill out, then redesigning it is your only option. Accompanying text should be used only where needed, such as to explain why credit card data is being requested or how a birth date will be used or to link to the “Terms and conditions.” Such text tends to be ignored, so make it succinct and easy to read. As a rule of thumb, do not exceed 100 words of explanation (combined).
• User-triggered and dynamic help Rather than include help text next to each input field, show it only where required. You could show an icon next to an input field that the user can click on when they need help for that field. Even better, show help dynamically when the user clicks into an input field to enter data. Such implementation is becoming more common and is relatively easy to implement with JavaScript libraries such as jQuery.

  

  Skype’s registration form contains both user-triggered help (the blue box that is triggered by clicking the question mark) and dynamic help (the suggested user names).

5. Messages

• Error message This notifies the user that an error has occurred, and it usually prevents them from proceeding further in the form. Emphasize error messages through color (typically red), familiar iconography (such as a warning sign), prominence (typically at the top of the form or beside where the error occurred), large font, or a combination of these.
• Success message Use this to notify users that they have reached a meaningful milestone in the form. If the form is lengthy, a success message encourages the user to continue filling it out. Like error messages, success messages should be prominent. But they should not hinder the user from continuing.

6. Validation

• Only where needed Excessive validation is as bad as its complete absence, because it will frustrate users. Restrict validation to confirming key points (such as the availability of a user name), ensuring realistic answers (such as not allowing ages above 130) and suggesting responses where the range of possible data is finite but too long to include in a drop-down menu (such as a country-code prefix).
• Smart defaults Use smart defaults to make the user’s completion of the form faster and more accurate. For example, pre-select the user’s country based on their IP address. But use these with caution, because users tend to leave pre-selected fields as they are.

  

  Twitter’s registration form uses both dynamic validation (for the name, email address, password and user name) and smart defaults (“Keep me logged in”).

Conclusion The Beginning

The word “conclusion” is not right here. Let this be your starting point to take what I have written about and apply it to your own forms. The good news is that there is much more to say about all this; you can find an abundance of resources on each point made here. For starters, three books are listed below that inspired me when writing this post. As I stated at the beginning, taking shortcuts by only tweaking the UI will not make your forms more usable. What more can I say? The theory is now with you. Go get your hands dirty.

best-global-companies-work-for-cnnmoney: Personal Finance News from Yahoo! Finance

best-global-companies-work-for-cnnmoney: Personal Finance News from Yahoo! Finance

Want to work for a multinational corporation with great perks and opportunities around the world? Here are the 10 best.

More from CNNMoney.com: • 100 Best Companies to Work For • Most Powerful Women in Business 2011 • Hottest Young Stars in Business

Every year, Fortune publishes its list of the 100 Best Companies to Work For, which features the top U.S. companies to work for based on things like benefits, perks, diversity, and pay. Now Fortune's data partner for that list, Great Place to Work, is launching its own list of the best global companies to work for based on many of the same metrics.

Read on to find out the top 10 companies in its inaugural list, "The World's Best Multinational Workplaces," along with some highlights about what makes them so great.

Who qualifies? Companies must have appeared on at least five national Great Place to Work lists, have at least 5,000 employees worldwide, and at least 40% of their global workforce must work outside of the company's home country.

Microsoft

Photo: Floyd Yarmuth/CNN

Headquarters: Redmond, WA, USA
2010 Revenue ($ millions): 69,900
Rank: 1

What makes it so great?

After Microsoft employees voiced their desire to contribute more to their communities, the software company gifted its workers with 40 paid hours a year to dedicate to volunteer activities — ranging from working in a soup kitchen once a week to spending a week building an orphanage. Bill Gates' brainchild also supports employees who are new parents: In Norway, where maternity and paternity leaves are quite generous at the federal level, Microsoft hosts a "Junior Lunch" every quarter, allowing new parents on leave to come to the office for a lunch with their children, keeping the working parents in touch with their colleagues and up-to-date with office happenings.

"Microsoft is a place where you can be yourself," says an employee. "It's expected that you have an opinion, and there are multiple opportunities to really make a contribution to the company and to society. Unless you work here, it is hard to believe the passion that people display."

SAS

Photo: Courtesy of SAS

Headquarters: Cary, NC, USA
2010 Revenue ($ millions): 2,430
Rank: 2

What makes it so great?

SAS, a business analytics and business intelligence software company, doesn't outsource its North Carolina headquarters maintenance staff, preferring that its crews of gardeners, food service employees, and health care staff are SAS employees. Many SAS-ers also take pride in the company's Curriculum Pathways program. Free of charge for all educators in the U.S., the interactive program provides standards-based resources in English, science, mathematics, social studies, and Spanish for over 50,000 American teachers. With initiatives like this, the company stays true to its mission — to enhance people's ability to use information and create knowledge — and sets a great example for its staff. "It is, by far, the best place I have worked in more than 15 years of working within the industry," raves an employee.

NetApp

Photo: Courtesy of NetApp

Headquarters: Sunnyvale, CA, USA
2010 Revenue ($ millions): 5,123
Rank: 3

What makes it so great?

The 'Catch Somebody Doing Something Right' initiative, started by Vice Chairman Tom Mendoza 17 years ago and informally kept alive since, rewards NetApp employees of all levels for deeds that positively reflect the computer storage and data management company's culture. Mendoza makes 30 calls, 5 minutes each, a week and personally thanks staffers for their impressive behavior. "NetApp makes you feel that you are part of a bigger picture. Every effort you make to do [your] job really means something to the organization as a whole," says an employee.

After NetApp was forced to reduce its global workforce by 5% in 2009, the company's execs went on a global tour, stopping by their offices in 13 different countries to raise company morale. The initiative worked: The next 12 months brought record numbers, including a 60% increase in the company's stock price.

Google

Photo: JP Mangalindan

Headquarters: Mountain View, CA, USA
2010 Revenue ($ millions): 29,321
Rank: 4

What makes it so great?

Though Google has grown tremendously since its startup days — the company hired 31.9% more employees this year than last — the behemoth Internet company still operates like one in many ways, says an employee. "The amount of direct exposure we get to leadership and the fact that the well-being of employees is held in such high regard [are both] incredible."

With initiatives like 20% time (engineers are encouraged to spend 20% of their time brainstorming and developing new Google-related content, even if it never materializes), Googlers retain the innovative spirit that often gets lost as small companies grow into larger ones.

The company also provides mentoring programs for its workers: In Google to Googler (g2g) classes, employees train each other on technology, business, and personal interests and in gWhiz, any Google employee globally can register to answer questions or provide mentorship on an area of expertise.

FedEx Express

Photo: Courtesy of Fedex

Headquarters: Memphis, TN, USA
2010 Revenue ($ millions): 24,600
Rank: 5

What makes it so great?

Next time a FedEx courier smiles as he/she hands you a package (if you live in the Middle East or Europe), be sure to go online and fill out a customer service form — you could help that employee win the Courier of the Year competition. Couriers are rated by customers based on politeness, presentation, and helpfulness. In 2010, The company received 7,659 nominations — and the winners' faces beam on posters in FedEx Express offices across the region.

The delivery service provider also has an online recruitment tool, Career Hub, which allows employees to track new job opportunities within the company and plan their careers.

Cisco

Photo: Courtesy of Cisco

Headquarters: San Jose, CA, USA
2010 Revenue ($ millions): 40,040
Rank: 6

What makes it so great?

Every other month, Cisco CEO John Chambers invites employees whose birthdays fall within the designated two-month period to an informal Q&A with the head honcho himself. Those not located in its sunny San Jose headquarters can join the chat via Cisco TelePresence locations and TV broadcasts.

The company also offers job sharing, onsite childcare and, in France, pre-first day training. Through an interactive website, new employees learn all about Cisco's mission and its culture, allowing for a smooth transition on the first day. This type of training is representative of the management chops the company boasts.

Marriott

Photo: Courtesy of Marriott International

Headquarters: Bethesda, MD, USA
2010 Revenue ($ millions): 11,691
Rank: 7

What makes it so great?

The "In the Beginning" introductory course, required at all Marriott hotels in Mexico, involves three days of interactive sessions that expose new hires to the Marriott culture. (A graduation ceremony and a one-night stay in the hotel are some of the spoils included in completing the course.)

The hotel company also begins every shift — in every department worldwide — with a "stand-up" meeting, where leaders highlight the goings-on in the company, acknowledge excellent associate behavior and birthdays, and discuss the company's numbers. "There are so many associates that have been with the company for so long. [You gain] a wonderful second family, with friendships that last for years," says an employee.

McDonald's

Photo: Courtesy of McDonald's

Headquarters: Oakbrook, IL, USA
2010 Revenue ($ millions): 24,100
Rank: 8

What makes it so great?

The fast-food giant cares about its employees' talents in the kitchen — and on the stage. McDonald's Peru encourages workers to participate in the "Voice of McDonald's" program, which is basically an American Idol with a Golden Arches twist. The top 16 singers (each gets a plus one) receive an all-expenses paid trip to the McDonald's Global Convention in Orlando, Florida, to compete against one another for the winning title — and a prize of $25,000 and a possible recording contract.

Fun aside, the company ensures that all employees receive fair treatment. In the UK, McDonald's has partnered with Job Centre Plus to provide jobs for long-term unemployed applicants and with Remboy, which helps disabled and disadvantaged unemployed citizens. "This company cares about people — developing them, training them and giving them the tools to do their job confidently and effectively. There's a great training system, and also a clear focus of where we are and where we are going," an employee says.

Kimberly-Clark

Photo: Courtesy of Kimberly-Clark

Headquarters: Irving, TX, USA
2010 Revenue ($ millions): 19,700
Rank: 9

What makes it so great?

There's no better place to have a conversation than over a cup of coffee — and the management teams at Kimberly-Clark offices in Central America get that. At the "KC Café," employees can chat with administrative and operational employees about worries, cares, and career advice. A different leader hosts the initiative once every two months, hoping to break down the walls between boss and employee.

The same offices host an annual Mother's Day celebration, rewarding its mom-employees with a catered breakfast and, in 2010, a "spa" with food, drinks, and gifts. The company also offers onsite child-care and job sharing, making parenting a bit easier for KC workers. According to an employee, this healthy and happy environment is also common in the offices: "People are transparent; problems are solved in the moment, which prevents comments in the hallways — and resentment."

SC Johnson

Photo: Courtesy of S.C. Johnson & Son

Headquarters: Racine, WI, USA
2010 Revenue ($ millions): 8,800
Rank: 10

What makes it so great?

Ever wonder if you made the wrong decision with your career, but you're too afraid to take a risk and dip your toes in some other options? If you work at SC Johnson Canada, that's not a problem. They actually let you try out jobs in different areas of the company for three to six months through their Internal Internship Program. Once your internship is complete, you're free to return to your original position and, if a position opens up that requires similar skills acquired during the internship, you are free to apply.

The "Family Company" also implemented a rule in their Italian bureau that stays true to the work/life balance they promote: Directors and managers cannot call meetings before 9:30 in the morning and cannot hold a meeting after 5:00 in the afternoon, so employees can drop-off/pick-up their kids from school.