The best way to learn how to manage an organization like a top leader is by simply asking them.
So, we did. To get the inside scoop on creating corporate culture magic, Taylor Meadows, our Head Strategist of Employer Branding led a conversation with two C-suite leaders from Glassdoor’s inaugural Best-Led Companies (BLC) list. During an invite-only employer branding webinar, these leaders shared their experiences with an exclusive group of more than 160 human resources, talent, and branding pros.
According to panelists Kim Van Orman, Chief Human Resources Officer from USI Insurance Services, (BLC #11) and Kenny Williams, Chief People Officer from Quick Quack Car Wash, (BLC #45), the keys to success are putting people first, communication, and intentionality.
What is the Best-Led Companies list?
Best-Led Companies honors employers with best-in-class leadership based on Glassdoor ratings of CEO approval ratings, senior management ratings, and senior leadership sentiment. Approval ratings are determined based on the quantity, quality, and consistency of reviews during the eligibility period. While no company is perfect, the leaders on this list excel at listening to employees’ opinions and enacting changes based on that feedback.
How Best-Led Companies retain and motivate employees
Van Orman says USI has thrived by flipping the script to prioritize employees and customers over shareholders.
“We put the employees and the customers at the top; we focus on them, and we create different and better opportunities and solutions and places for them,” said Van Orman. “When we make that the mindset, obviously the shareholders benefit because the employees are happy and the clients are happy.”
Williams echoed that sentiment, noting that treating employees well is part of Quick Quack Car Wash’s mission.
“We talk about changing lives for the better,” he explained, noting that the intention behind the mission is more directed toward employees than customers. “We want to change your life for the better so you can give our customers a great experience.”
Here are four things they shared about how they put employee needs first.
1. They put transparency at the center of their employer brand
Transparency was a recurring theme among Best-Led Companies during our webinar. Van Orman offered a strong example of how USI’s CEO, Michael Sicard uses monthly all-company calls to further “open, periodic, and transparent communication.”
“On those calls, [employees] can hear very candidly from him about our results, about our innovation initiatives and not just what we're doing, but why we're doing it, and how well that's going,” she said.
“He makes jokes, and he tells personal stories and shares personal pictures, and people are laughing. It's just a really incredible opportunity for us to make a connection to the CEO for 10,000 people.”
Van Orman added, that at the end of each call, Sicard invites employees to reach out — and responds to everyone who does.
2. They prioritize making work a safe space for employees
Quick Quack Car Wash’s leaders understand that many of their employees are students or fresh graduates working in their first jobs, and they want to model what a company should be. Their goal is for employees to feel challenged and empowered.
“We understand that we don't know what's going on outside of work,” said Williams. “But when you come to work, you're in a safe place where you can succeed.
Van Orman stressed that USI’s leaders aim to lead by example and aren’t afraid to get involved when employees need them. As a result, they’ve created a more ideal environment for employees through improving culture and values and implementing small policy changes.
3. They double down on DEI
While many companies have slashed their DEI budgets over the last year, Van Orman said USI continues its efforts because the practice is important to employees and prospective applicants.
“When our recruiting teams talk to younger candidates at campus recruiting events, they're all extremely interested in understanding how DEI is embedded in our culture. It's not optional,” she said. “We're really unapologetic about our ongoing commitment to DEI. I don't really care what the trend is in the news… It's the best thing for the business. It's the best thing for the team members and their environments, and it's the best thing for the client.”
Williams noted that the team has proactive strategies, such as partnerships with historically Black colleges and universities (HBCUs) to find more diverse talent. “We want our stores to look like our communities,” he said.
4. They encourage employee development and community service
Quick Quack Car Wash’s commitment to teaching and serving is a great example of its employer branding strategy and mission to improve lives.
Williams shared that a few years ago the company’s leaders decided to hold community fundraisers in tandem with kick-offs for new location openings — a practice that has generated nearly a million dollars. He believes it’s important for team members to participate in service and giving rather than taking, not only for personal development but for growth within the organization, as well.
For USI, Van Orman emphasized that across its more than 200 offices, the USI Gives Back program provides employees with a month dedicated to company-wide community service activities and an extra paid day off in recognition of their volunteer efforts.
Want to lead your company to a spot on next year’s Best-Led Companies roster? Take the lead from these best-in-class companies to get started on improving your employer branding.