The idea of a “great place to work” conjures up images for all of us, but are those images all the same? Is there really such a thing as a universally great workplace?
Recently, I’ve been having many discussions with leaders and HR professionals that they are struggling to create and then maintain a thriving corporate culture. They speak about how they’ve followed the advice in articles online, implemented the latests solutions from a recent conference, aligned with their competitors benefits etc. In short, they percieve they are doing everything they should be, but the needle isn’t moving. My inituition tells me that they are trying to wedge their circle shaped business into a square concept of what a great place to work is, and it just isn’t aligning.
While certain common features may make an organization attractive, the reality is that this concept is highly subjective. Perspectives, expectations, and needs vary significantly among individuals, influenced by factors such as age, tenure, location, culture, gender, industry, and job role. Aiming for a one-size-fits-all model of a great workplace is a flawed approach to creating a truly thriving corporate culture.
The Subjectivity of Workplace Happiness
Different people value different things in a workplace. A survey by Deloitte found that:
Millennials prioritize a sense of purpose and opportunities for personal growth, whereas Generation X and Baby Boomers often value stability and financial security.
A study by Gallup revealed that:
60% of remote-capable employees now prefer hybrid work models. In contrast, younger employees often seek more face-to-face interaction and mentorship opportunities, highlighting the generational differences in workplace preferences.
Similarly, cultural and geographic factors play a critical role. A work environment that is considered great in the United States, with its emphasis on individual achievement and work-life balance, might not align with the values in countries like Japan, where teamwork and long working hours are traditionally emphasized.
Varied employee needs and expectations
Job title: Chief Technology Officer (CTO)
Age: 52
Gender: Female
Tenure: 15 years
Industry Seniority: High
Location: United States, Silicon Valley
What makes a great place to work?
“A great workplace fosters innovation, continuous learning, and flexibility. Having access to the latest technology and remote work options is essential. Inclusivity and diversity also play a critical role, enhancing creativity and problem-solving capabilities. A positive environment makes me feel empowered and motivated. Conversely, a toxic culture, micromanagement, and lack of career advancement opportunities can significantly compromise the workplace.”
Job Title: Manufacturing Engineer
Age: 40
Gender: Male
Tenure: 8 years
Industry Seniority: Medium
Brazil, São Paulo
What makes a great place to work?
“In manufacturing, a great workplace prioritizes safety, efficiency, and continuous improvement. Strict safety standards are a must. Clear communication, defined roles, and access to training are essential for productivity. Knowing my work contributes to the company’s success makes me feel valued. In contrast, a lack of safety measures and poor management practices can quickly compromise workplace morale.”
Job Title: Chief Financial Officer (CFO)
Age: 45
Gender: Female
Tenure: 10 years
Industry Seniority: High
Location: India, Mumbai
What makes a great place to work?
“A great workplace is built on integrity, ethical practices, and transparency. For a finance executive, maintaining high standards of corporate governance is crucial. Work-life balance is equally important, with flexible hours and wellness programs supporting mental health. Trust and autonomy make me feel committed and satisfied. However, a lack of ethics, poor communication, and micromanagement can undermine workplace quality, leading to distrust and disengagement.”
Top tip: Ask 10-20 people working across your organisation what makes a great place to work for you personally? and see how many different perspectives and needs you hear.
The Flaws of a Homogenized Approach
The notion of a singular, universal model of a great workplace is as impractical as a “one size only” clothing label. Just as we sigh with disappointment when confronted with such labels, employees often feel frustrated by generic workplace policies that don’t consider their unique needs or even the uniqueness of the organization they work for. Standardized corporate perks like ping-pong tables and open office layouts may appeal to some but can be alienating or impractical for others. A survey by Workfront found that:
49% of employees say they would work longer hours if they could do so from a private, quiet space.
A Call for a Nuanced and Tailored Approach
As our understanding of workplace wellbeing matures, it is increasingly clear that we need to move away from a homogenized approach to workplace culture. Instead, organizations should aim to respect and account for the unique needs present in each workplace. Customizing work arrangements, offering diverse benefits packages, and actively listening to employee feedback can help create a truly great place to work that resonates with a diverse workforce and the diverse needs of business.
A study by McKinsey found that;
companies that tailor their employee engagement strategies to different demographics and job roles report 30% higher engagement scores.
This demonstrates that when organizations take the time to understand and address the unique preferences of their employees, they can foster more loyal, motivated, and productive teams.
A tailored approach not only respects the diversity of employee needs but also allows organizations to differentiate themselves from the status quo. By creating a workplace that feels uniquely great to their employees, companies can stand out for all the right reasons and attract talent that will gravitate towards what they have on offer rather then creating a salary war between your org and your three closest competitors all offering a similar employee experience.
The true hallmark of a great workplace is its ability to adapt and thrive alongside its people and business environment, evolving to meet the ever-changing landscape.