Sunday, June 11, 2023
Bringing the Latest in News Straight to Your Screen

How To Build A Culture That Your Employees Can Rave About

By News Creatives Authors , in Leadership , at September 2, 2021

With 4 in 10 workers considering leaving their jobs, it is more important than ever to ensure your online reputation will appeal to potential applicants. 

One of the first places job hunters go when learning more about an employer is a review platform like Glassdoor, which has quickly become the go-to source for prospective employees, current employees, and even employers looking for new talent and partnerships. And with the current job market favoring employees and job seekers, having a top-rated Glassdoor therefore, is something every organization should strive to achieve for both internal and external reasons.

Dr Don Brown, CEO of LifeOmic, has built a company with nearly 100 5-star reviews and has gained a 100% approval rating from employees. As a serial entrepreneur with a string of successful companies, three of which have sold to GM and IBM, how does he do it? 

Culture and Unique Retreats

As more companies take their teams fully remote, many employees desire to connect with their teammates outside of Zoom or Slack. This has seen demand for company-wide retreats skyrocket; corporate getaways are quickly becoming a necessity, appealing to recruits and retaining current employees accordingly. Memorable experiences like these, encourage employees to tell their network and share an online review. “We’ve uniquely positioned the company as a place to work if you love the outdoors,” says Brown, “just take a look at our Team page, and you can tell we attract a certain type of person.” He continues, “we have many people who appreciate time in nature, and we want to make sure they know we’re aligned with their values. For example, each year, we take more than 50 employees on a backpacking trip in the Utah mountains where they enjoy three days of being completely unplugged.”

Nick Heard, Executive Director of the National College of Education, has observed that creating a culture proposition that is tangible and lived has a transformative approach. He says, “culture is dynamic and needs to be consciously shared and curated by all colleagues. It isn’t something that is done to, and takes time to co-create and build desired shared behaviors”.

Consequently, Heard believes that recruitment takes a different feel when existing colleagues are effusive about working practices, and consequently become ‘culture advocates’ for an organization; “the team are motivated and passionate about sharing what they love – which is far more powerful in terms of recruitment and retention than any review.” 

According to Professor Moira Clark, if you ask employees what they desire at work, it is recognition and appreciation. In many large organizations, this can be extremely rare to find. “This is about managers making time for colleagues and showing that they genuinely care, are valued and respected” she says. Clark concludes that training and development is also an important ingredient in acquisition and retention of colleagues. “We know that the best organizations to work for train and develop employees and ensure that the softer skills of warmth and support are encouraged and valued” she says. After all, Richard Branson famously suggested, train people well enough so they can leave. Treat them well enough, so they don’t want to.


Striving for openness and transparency in the workplace allows leaders to build trust and foster a community of employees who genuinely want to work each day. According to a study from Harvard Business Review, 70% of workers are most engaged in their job when senior management communicate openly with them. An engaged employee is not only more likely to write a review of their experience, but is more likely to infer detail about what makes a company great and unique. “We have an unusual degree of transparency at LifeOmic. Whether it’s finances, underlying structure, or the customers we’re working with,” says Brown. He continues, “we want to make sure our employees feel like they’re working at a company where they know what’s going on and they aren’t just robots.”

Observations made by Heard support this, “I paint a picture of where we are currently and where we want to be, inviting colleagues to write their path in the journey. Being responsible and building trust, rather than top-down accountability is a key part of our work.” This powerful sentiment can be observed today, in fact, as the National College of Education commences a first day of learning for learners on MSc and MBA programs in education leadership, in partnership with the University of Roehampton. These programs, among the most popular in Europe, combine the academic rigor of Master’s level knowledge study with the managerial application of skills and behaviors synonymous with apprenticeship learning – a fusion that’s gaining traction across Biden’s America currently, and for good reason.

Cash Perks

The pandemic changed the way employers thought about employee benefits and perks. According to a recent study from Willis Towers Watson, 42% of companies are changing their employee benefits plans due to COVID-19. With these changes, prospective employees are more interested in understanding what unique perks a company can offer them and will consider Glassdoor to identify any reviews that highlight these benefits. “We launched a program that encourages LifeOmic employees to track habits like sleep, mindfulness, and nutrition,” says Brown. “The more habits they complete, the more cash they receive. Employees can earn $100 for each month with the potential to earn up to $1,950 total. Based on LifeOmic’s current employee count, we predict we’ll pay a total of $100,000 this year.” 

Glassdoor is powerful enough to make or break a company’s reputation with potential employees. As more and more companies begin to experience a hiring crunch, it is well worth the time and effort to build a company culture that your current employees can rave about. Whether you’re implementing new perks or analyzing ways to build trust, leaders must therefore begin to prioritize ways to make their online reputation, starting with their current employees. After all, if you serve them well, they will serve your customers.


Leave a Reply

Your email address will not be published. Required fields are marked *