Hall of Fame - 2004
AMI Insurance
To AMI CEO John Balmforth, customers and staff are the same - they are people. "The key is responding to people's needs - acknowledging them, saying thanks." 2004's series of floods saw AMI putting this 'customer care' philosophy into action. Customers certainly appreciated the help they received, and so staff appreciate the thanks and recognition they received for the huge 'above and beyond' efforts they made during this time. That's what makes AMI different, and what keeps staff so enthused about working for this large and very successful insurer.
BMW Group New Zealand
"Great brands attract great people. As an organisation, BMW has great depth, and the consistency of our employment practices and the longevity of our staff is a great strength," according to new MD Mark Gilbert. And staff agree - total belief in the product, a genuine desire to meet the needs of discerning customers, a terrific physical working environment, and a culture that celebrates success all contribute to this great workplace.
Colenso BBDO
Employees at Colenso BBDO are encouraged to take responsibility for their relationships with both clients and team members, and take ownership of results. The idea that people are running "their own agency within the agency" is encouraged, and is a strategy to overcome the unintentional feeling of disconnection that can occur in a rapidly growing organisation. A large assembly point in the Ponsonby office serves to bring everyone together, and is critical for whole-organisation communications and celebrations.
Colmar Brunton
Maintaining their position in the top 20 has been a matter of keeping on with existing practices while measuring progress on a monthly basis through out the year. Staff growth over the year has meant a strenuous induction process for new staff which includes how to have fun and being involved in the MAD awards (Magnificently Achieved Deeds).
DDB NZ
In an industry that has been neglectful in recent years of its people's need for training and development opportunities, this advertising agency (on the request of its staff) has bitten the bullet and invested heavily. 2004 was the first year of "DDB University" - an initiative designed to harness and share the knowledge and experience of their more senior employees, as well as provide in-house access to short courses developed in conjunction with AUT. A slick prospectus published biannually, full of compulsory and elective courses, demonstrates DDB's commitment to the project and its people.
Dispute Resolution Services
DRSL are able to engage their widely dispersed staff with a strong "one culture" focus and compelling vision, offering a picture of the future which has both a 'social good element' and increasing job satisfaction. As a small professional services firm they also accommodate very flexible working arrangements.
Equinox
Too small last year to be eligible for the top 20 list, rapid staff growth and significant improvement in survey results has seen this IT consulting company catapult onto the list this year. At Equinox they see the effort they put into recruitment as a fundamental point of differentiation - they "hire on attitude and train on skills."
Express Data NZ
"Once staff buy into your Vision, everything else falls into place," according to General Managers Gavan Brunton & Paul Plester. In Express Data's case this involved "legendary customer service" and simply "being the best in the world"! A distinctive culture that is based around humour, hard work and dedication has evolved. Staff are expected to be fully involved in all aspect of the business and empowered to do whatever needs to be done to meet customer needs. Great emphasis is placed on celebrating success. "This builds pride - we aim to reward results graciously and frequently."
Fisher & Paykel Healthcare
A model "consumer-centric" organisation, Fisher & Paykel Healthcare's East Tamaki building is divided up into "patient focuses" - teams that look after all aspects of a particular patient solution, from product design to manufacture to sales and marketing. The open-plan building - which they have been in for about 6 years - has proven so successful that they are currently in the process of duplicating it.
Fletcher Easysteel
A clear objective to be a top 20 organisation this year and very targeted plans based on last year's survey results culminated in significant improvements and Fletcher Easysteel making the list. For GM John Beveridge, key to getting such a great result in a "male dominated, hard graft, dirty" business has been setting targets, measurement, and celebration of success with leadership through action and example.
Flight Centre (NZ)
Flight Centre have been internationally recognised as being a great employer in recent years, with top placings in similar "Best Places to Work" surveys in South Africa, Canada, Australia, and the UK. For MD Graeme Moore, the key to their success is employing the right people, for the right roles, earning the right rewards. In a strong performance-based culture, transparency of results and celebration of successes are key to motivating staff.
GlaxoSmithKline
Strong organisational values have seen GSK through a difficult restructure in 2003, and in 2004 the company has returned even stronger results than before the changes. Supportive teams and an overwhelming sense of common purpose - helping New Zealanders "do more, feel better, and live longer" - mean that staff know what effect their actions have on their colleagues, their organisation, and public health.
Hosting & Datacentre Services (now Revera)
HdS continues to rock! A culture founded on 'the rock' is what makes HdS different - a culture that highlights the importance of honest and up-front communication, commitment to the organisation and its customers, and a total team approach. And this is an organisation where no individual ego is bigger than the cultural values that make up HdS. "We've lost some good people in the past, simply because they have failed to realise this," says CEO Roger Cockayne.
Manukau Institute of Technology
"The people, and the students" sums up what people like about working for MIT. Staff at MIT really BELIEVE in what their organisation is trying to accomplish - something job applicants sense at a very early stage, according to CEO Geoff Page. "Staff are really proud of this place, and when new people come onsite, this is something they 'experience' rather than being told about". Regular feedback ensures staff feel valued, and feel they are making a real contribution to bettering people's lives.
Microsoft New Zealand
MD Ross Peat is a strong believer that organisational values should be incorporated into the behaviours of employees and management, which then translates to the business value proposition that is offered to customers. The result is consistency in the messages the organisation conveys during the course of business and improved customer relationships. An integrated "values + value" strategy such as this requires the active involvement of employees, who strongly believe in, and support, what Microsoft is trying to accomplish.
Ministry for Culture and Heritage
The opportunity to work on unique "public good" projects which reflect a growing confidence in our national identity helps create an environment where staff are committed to the organisation and want to stay. Staff are treated with respect and are given the autonomy to work independently within this values-based organisation.
MORE FM Auckland
This place is noisy - in fact it sounds like there's a perpetual party going on! Then again, this IS a radio station where the Number One value is HAVING FUN! "If you're not enjoying yourself here, please have the commonsense to leave and go and ruin someone else's business" is CEO Larry Summerville's advice. Draped around the office wherever you turn is the number 10 - this signifies 'personal best', 'the max'. Creating the right environment, encouraging people to have fun AND deliver service excellence is what it's all about in this workplace.
Obex Medical
Having taken all the staff to Fiji to celebrate being in business for 20 years, the two founding partners of this niche medical device distribution company wanted to formally check out the company culture - and the result was even better than they expected. If you want to join the Obex family where staff are called "colleagues" and trust is paramount, be prepared to be interviewed by both Managing Directors and to demonstrate an attitude and personality that fits with the team culture.
Outward Bound Trust of New Zealand
Even though this not-for-profit organisation has been through significant change over the last year they have yet again improved their Best Places to Work Survey rankings. According to CEO Trevor Taylor the most important fundamentals that contributed to this are a crystal clear vision and values, respect for all fellow humans, and an emphasis on having fun.
Queensberry & Company
Unwavering commitment to the highest standards of quality have seen this manufacturer of custom photo albums make the Top 20 on their first attempt. Employees are aware that their products have to be the best available anywhere in the world, and that customer delight is the number one goal. Consistent messages from the managing Baugh family members have resulted in a successful organisation that is justifiably proud of its achievements.
Roche Products (NZ)
Roche NZ is a great example of how an organisation can make, and achieve, a goal of becoming a great workplace. Three years ago they conducted an employee survey, formed a cross-functional "Group Management Team," and set about becoming a values-based organisation. Three concepts have been central to the new philosophy: Focus (on jobs, on "adding value," and on products), Balance (specifically, work/life balance), and Belief (in themselves, in their abilities, and in what their organisation does).
Securities Commission
Addressing issues raised by staff regarding the work environment has been integral to the Securities Commission featuring in the Top 20 this year. Bucking the trend against open plan work areas in favour of individual offices saw the Securities Commission's highest rating question in the survey being "I am satisfied with my physical work environment." Flexible work arrangements involving secure remote computer network access also means staff are not bound to the office.
Toyota Financial Services
"Employees know their job best," says MD John Garland, which is why Toyota Financial Services encourages staff to look for ways to continually improve their work processes and environment. Employees that are given the ability to address any frustrations in their work tend to be more creative and productive, as they are focused more on solutions, not problems. John says that if your organisation claims that people are its greatest asset, the actions of management must support this.
Toyota New Zealand
Toyota's values, and the culture that has developed around these (the company's 'Theory C') have enabled the organisation to "navigate through huge changes in our market and industry without jeopardising our progress as a successful corporation or as a workplace," according to MD Bob Field. Central to these values are "respect for people" and "continuous improvement." People are encouraged to "manage themselves," with the MD's role described as "a role model, team leader and coach." Huge emphasis is placed on teamwork. "The CEO cannot build a great workplace - it has to be built by the whole team."
Vero
A shift from a corporate international environment to operating independently has given Vero's CEO, Roger Bell, the autonomy he was seeking to really concentrate on his two leadership passions: Staff and Business Excellence. Business Excellence provides the framework within this company for staff to contribute and fulfil their potential - and if they have any concerns they can always go and see Roger who sits in an open plan office with other members of his senior management team.
Waikato District Council
"A culture that came from the staff" meant that new CEO Gavin Ion sees little difficulty in maintaining the proud record achieved by this "Best Places" winner since 2001. It's a culture that emphasises 'making it happen - delivery,' as well as celebrating success and having fun. In addition, "we provide good working conditions and give people the opportunity to develop - to create a place where, when people do leave, they leave as better people".
Whybin TBWA
"Our people work hard in a competitive industry," says CEO David Walden, which means that it is important to take the time to celebrate successes. As advertising is very much a social activity, this feature is played up at Whybin, where fun is seen as an integral component to good work. Profit then comes from good work...now that's a positive cycle!
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