Conoce a los Top Employers 2025: Descubre cómo será la excelencia en 2025
Conoce a los Top Employers 2025: Descubre cómo será la excelencia en 2025
El mundo del trabajo está en continuo cambio, pero hay una constante: las mejores organizaciones lideran de la mano de sus empleados. Estamos encantados de desvelar los Top Employers 2025 y presentaros las organizaciones que marcarán la pauta en la excelencia de las prácticas de RRHH en 2025.
Nos enorgullece anunciar que más de 2.400 Top Employers han sido certificados en 2025 en 125 países y regiones, con un impacto en más de 13 millones de personas. Este reconocimiento pone en valor el compromiso de estas organizaciones con el impulso de estrategias de RRHH y prácticas de personas de primer nivel en todo el mundo.
Como autoridad global en el reconocimiento de la excelencia en las prácticas de personas, el Programa Top Employers certifica a las organizaciones basándose en los resultados de nuestra HR Best Practices Survey. Esta encuesta cubre seis dominios de RRHH y 20 áreas, como Estrategia de Personas, Entorno de Trabajo, Adquisición de Talento, Aprendizaje, Diversidad e Inclusión y Bienestar, entre otras.
El trayecto para convertirse en Top Employers no es una tarea fácil. Requiere un compromiso firme con la mejora continua y un enfoque holístico de las prácticas de RRHH. Con nuestro Programa de Certificación, las organizaciones se someten a un riguroso proceso que garantiza que su compromiso con la excelencia se refleja en el logro de la certificación Top Employers.
Nuestro CEO, David Plink, explica lo que representan las organizaciones certificadas como Top Employers 2025: «¿Consistencia en un mundo inconsistente? En una época de constantes cambios tecnológicos, económicos y sociales, los Top Employers sacan lo mejor de las personas. Las compañías certificadas en 2025 han puesto de manifiesto esta fortaleza, demostrando una extraordinaria dedicación a sus empleados. Estamos orgullosos de celebrar los logros de estas empresas en 2025».
Existen varios enfoques y opciones de reconocimiento a disposición de los potenciales Top Employers para garantizar que el proceso de certificación es el adecuado para organizaciones de diferentes estructuras, tamaños y ámbitos geográficos. Estas diferentes vías se articulan en torno a los distintos sellos de certificación reconocidos a escala global que pueden recibir los Top Employers. Los 4 sellos de certificación son el sello de País/región, el sello Regional, el sello Global y el sello Enterprise.
Los Top Employers Global son organizaciones que participan en un número mínimo de países (de 20 a 25 en función de varias certificaciones regionales) y regiones (certificadas en tres o cuatro regiones), incluidas sus oficinas centrales mundiales. Convertirse en Top Employers Global demuestra el compromiso de una organización con la alineación de sus prácticas excelentes de personas a nivel global.
Estas son las organizaciones Top Employers Global, certificadas como líderes en RRHH por sus excelentes estrategias de RRHH y prácticas de personas:
Esta es tu oportunidad de conocer a las organizaciones que están marcando la nueva pauta en 2025.
Conoce el programa de certificación Top Employers y descubre cómo podemos ayudar a tu empresa a destacar como empleador de referencia gracias a nuestros análisis basados en datos.
¿Preparado para comenzar tu trayecto como Top Employer?Descubre más sobre los beneficios de convertirte en Top Employers. Contacta con nosotros.
Best Practice | UST’s Step IT Up Programme
Step IT Up, a UST proprietary programme, helps organisations hire more diverse employees by directly addressing the global IT skills gap. The programme offers underrepresented candidates a customised four- to seven-month curriculum focusing on technology careers. Graduates can enter a new job market with a higher salary promise. UST client companies benefit from the programme by creating a more diverse and inclusive workforce.
Why the practice was needed
Computer Science graduates have surpassed engineering graduates as the highest-paid undergraduates right out of university, but in the United States in 2021, only about 21% of Computer Science majors are women. In another study, they found that when you look at Computer Science majors by ethnicity, 64.2% are White, 18.8% are Asian, 6.9% are Latino, and 4.2% are Black
Additionally, about 10 years ago, UST also noticed that even Computer Science majors weren’t necessarily receiving the same number of focused learning hours needed to be effective in entry-level IT positions; typical (American) undergraduate education offers classes more generally, covering several topics. New IT hires must go through months of on-the-job training to be more effective in their work.
UST realised they needed to change the landscape and focus on a talent pool outside of Computer Science. They started looking at graduates with more general academic backgrounds and have created a new talent pool from which to hire.
How the practice was implemented
The Step IT Up training programme was created about 10 years ago and has been successful ever since. UST’s idea is to find, recruit, pay, and train candidates who have graduated from four-year degree programmes and help place them within their client companies.
Details on Recruiting
Candidates for the programme are recruited within the geographical area in which the client companies would like them to work. The client company usually specifies what types of candidates they’d like to consider and the requirements for the role. UST then sets out to find applicants for a new programme. Candidates are usually recruited through UST’s Alumni network, partner organisations, military bases and other outside referrals. Each applicant passes an assessment test that measures reading, math and analytics. If candidates do well on the assessment, they move on to the interview phase with both UST and the client company, and together, they select who will join the programme.
Details on Programme Participation
The UST programme is different from some others in the market in that they try to eliminate any financial obstacles candidates may face to enter the programme; candidates are guaranteed a job if they start the programme and are paid from the start of their training. Wages vary depending on geographic area, but the goal is to give them space to focus and study for the programme when enrolled. Once they’ve completed the training, candidates are given a salary increase. When they are hired into the client company, they receive a higher salary upon conversion.
This programme and the skill set earned will also set a candidate up for the potential of a six-figure salary in the future as they have entered into an industry that they may not have otherwise considered. All participants finish as technologists with the equivalent of a Computer Science degree.
Details on the Programme
The Step IT Up programmes are given onsite and virtually.
UST has executed the programme across the US, Europe, Asia, Australia and Central America.
Each training programme has an instructor with collegiate and industry experience and a Coach/Mentor.
Training can run from four to seven months, depending on the skill set requested from the client company.
The training programme is customised; UST uses a curriculum the client company has looked at and approved for an entry-level job.
The client company adds their software tools to the curriculum.
The programme usually runs with homework assignments from 8:00 to 17:00 from Monday to Friday.
To pass, candidates need at least a 70% overall and to successfully complete a final capstone project.
Results of the practice
Many women and other minority groups have been able to work in a field they did not otherwise think was for them, either due to a lack of positive role models in IT or advice/guidance to the contrary. These programme graduates help break stereotypes and break down barriers in the industry by offering a new and different voice.
90% of the individuals who start training graduate from the programme.
87% of those who start to work onsite at a client company get converted/hired directly after 12 months.
You can also learn more about UST’s social and DEI efforts in the video below.
Leveraging AI to Build Cross-Functional Bridges In Your Organisation
Building Bridges: The AI Literacy Opportunity
Imagine your organisation as my hometown, Stockholm, a city built on islands (an inner city built on roughly a dozen islands, with an archipelago of more than 30 000 islands). Now, picture the bridges, the ferries, and tunnels connecting these islands, turning it into a well-functioning city. That’s the opportunity we have right now. A chance to connect teams together across departments and functions, finding common ground and smarter ways to work.
I’m talking about Artificial Intelligence (AI). You might be experiencing AI fatigue, but hear me out. If you haven’t offered your employees a chance to learn the basics of AI, you’re in for a treat. Before mandatory regulations force you to provide AI literacy at the workplace (such as the EU AI Act, article 4), consider what you can offer your employees already.
At Sveriges Radio (the Swedish Public Radio), our Learning & Development department took on this challenge.
We realised this effort would need input from various areas within the company. And that’s when it hit us—what an opportunity to impact learning culture and cross-functional cooperation! How often do we get to speak to the whole company about something playful, serious, theoretical, practical, and relevant?
The Power of Cross-Functional Learning
Here’s the thing about AI: if we don’t speak to each other across functions and departments, we’ll never be able to launch AI on any level other than an individual one (i.e. each person using AI best they see fit, but nothing for the organisation as a whole). Basically, we’d end up with disconnected islands of AI knowledge, or lack thereof, with no means of transportation between them. But in order to build these bridges, we would have to bring everyone’s knowledge to at least the basics.
We could, of course, try to buy a course from an external source, but we didn’t feel like anyone offered exactly what we needed: something tailored to our organisation. Instead, we saw an opportunity to exemplify some of the values championed in a learning culture, such as:
Collaborative environment: Encouraging teamwork and cross-functional collaboration to share diverse perspectives on AI.
Knowledge sharing: Promoting peer learning by allowing colleagues to share real-world examples and engaging in a forum for AI learning.
Lifelong learning: Fostering continuous learning as the potential applications of AI are limited only by imagination, and the technology continues to evolve rapidly.
We created our own course in the Basics of AI from scratch, using the skills and talents within our company. We wanted our colleagues to become aware of risks while daring to try their hands at the technology.
Behavioural research shows that traditional methods focusing only on theory have an effect size of 0.04, while learning combined with practical applications has an effect size of 3.70. The difference is staggering (Albarracin et al., qtd. in Hardman). We wanted to avoid repeating the mistakes many made with the European GDPR courses: mandatory, boring click-throughs that create a bad rep for learning departments. We wanted our colleagues to not just understand AI, but to actually use it effectively and responsibly so they can become involved in shaping the future of AI within the organisation.
Our Approach: A Step-by-Step Guide
Here’s how we tackled this challenge:
Set up a structure for AI with backing from management.
Define your ‘why’ and ‘what’ with a cross-functional team. Do not get stuck in the ‘how’ quite yet.
Prioritise needs with your AI experts.
If one of your priorities proves to be to offer basic AI literacy for all, build a diverse team to create content for your first AI learning initiative.
Test your initiative with a focus group and communicate it widely before its launch (to all managers within the organisation and all your other employees. We had the luxury of having our CEO communicate our ‘why’ widely to everyone). At this point, you need to have policies and guidelines in place.
Launch with a bang – we did it on a company-wide ‘learning day’ event.
Watch as AI begins building bridges across the organisation.
We kept the course short – just four modules totalling 40-90 minutes (i.e., each module would take an estimated 10-15 minutes). This addressed concerns about time management and workload. We focused on practical applications, keeping the language simple and digestible. For the design, we used simple tools (that anyone could use) and visualised concepts early to engage our experts effectively.
Key Learnings and Insights
Through this process integrating AI, we gained valuable insights:
Have co-creators/subject matter experts set aside time for content creation in their calendars.
Ensure you have digitally competent people on your team.
Include IT/developers, —they’re key to connecting with operations, and they also need to find the course interesting (if not in technical ways, then in other ways, such as learning more about operations through scenarios around the use of AI).
Use this as an opportunity to launch communities and cross-functional understanding.
Consider turning some content into videos for better engagement and support different learning styles.
Doing it in-house can save significant costs—it did for us!
Gather data—free text answers are gold in the age of AI!
By involving people from different departments, we not only created a more comprehensive course but also started building crucial bridges between our organisational silos. The process itself became a learning experience in cross-functional collaboration.
Also, do not undervalue the value in free text answers. We live in the age of AI, and those traditional scales 1-5/1-7/1-10-questions were meant for a time when analysing data was difficult. That’s not to suggest you overwhelm your users with free text answers, but just one question can provide immense data for future use. We posed the following question: “What would you like an assistant/researcher/mentor/coach to help you out with at work?”
The Results and the Future: Beyond AI Literacy
The results were impressive. Half of our roughly 2 000 employees completed the course within less than two months of launch. That means we now had—more than a 1 000 employees who have learned the basics of AI. We also have more than 1 000 suggestions on what they would need AI to do for them. This data can easily be analysed in the current age, and one of our AI developers has already begun the work.
AI is nothing without data. In a future that is fluent in AI, nothing will be possible without employees working together across functions, roles, and departments. They are key in creating and understanding the data that will drive the future, but they will have to work together to make it happen.
As a bonus, cross-functional teams tend to feel much more motivated. One study found that a significant majority of members in such teams reported feeling motivated (Jansson and Persson 71). This not only impacts employee satisfaction and retention, but also has broader benefits. A company that values collaboration across functions becomes more attractive to potential employees and reveals hidden talents within the organisation.
So, why not start using AI literacy as that perfect excuse to get started within your organisation? Allow for those islands of knowledge to get connected. Remember, this isn’t a one-time effort—it’s the beginning of a journey. A journey towards a more connected, collaborative, and innovative organisation. Are you ready to start building your bridges?
Best Practice | Accenture Accentuates the Employee Experience
The programme «Change @ Work, Poland edition» started in 2019 as the first One Accenture initiative to promote a sense of belonging within the organisation. The programme aims to improve employee satisfaction by helping them feel more valued and connected to the organisation.
Using a dedicated AI tool, Accenture Poland engaged approximately 250 employees in real time to shape their culture of belonging. Based on extensive research, they have determined four main areas that most influence employees’ sense of belonging. Under this programme, Accenture Poland is running 15 amazing projects to shape a better world for more than 9 000 employees.
This is just a snapshot of Accenture’s innovative best practice. You can find the entire practice in our HR Best Practices database, which is exclusively available to Top Employers. Get inspiration and insight into the approach, challenges and learnings experienced by certified Top Employers.
Why the practice was needed
During difficult and unpredictable times, Accenture Poland believes that leaders must act alongside younger colleagues to co-create the best solutions. Involving employees at all levels of an organisation can also help them feel engaged with the organisation in a meaningful way and could, therefore, help retain talent.
How the practice was implemented
Accenture’s Change @ Work, Poland edition consisted of three main steps:
Accenture Poland conducted research using individual in-depth interviews with approximately 50 employees to understand the main factors that determine a feeling of belonging within Accenture.
The analysed dataset included:
The anonymised personal data of respondents was obtained from internal human resource management systems.
Qualitative data – statements of respondents obtained based on the interview discussion guide.
Quantitative data – responses to questions asked using a five-point Likert scale.
Based on the research, the organisation designed four main activities that were most important for employees in terms of belonging.
Using an AI tool, Remesh, Accenture Poland involved approximately 250 employees in shaping final solutions that best met employees’ expectations.
The co-creation method was used, and the initiative was run by employees for employees as a way to understand and focus on their real needs.
Results of the practice
More than 300 employees gave feedback to shape the final solutions.
15 initiatives are being implemented to increase employee satisfaction.
Accenture Poland is moving from talent consumption toward talent creation, with Gen Z pushing for this change.
Meet the New Top Employers
Earlier this year, Top Employers Institute proudly announced that over 2 300 Top Employers had received the Top Employers Certification in 2024. Those Top Employers were recognised across 121 countries and regions.
In June, we are excited to share that 58 new Regional Top Employers and one European Top Employer joined our global community of organisations committed to excellence in people practices. This recognition underscores these organisations’ commitment to fostering outstanding HR strategies and people practices globally.
As the global authority in recognising excellence in people practices, the Top Employers Institute Certification Programme is an extensive process involving an independently audited and fact-based HR Best Practices Survey and validation to ensure truthful answers. The survey covers six domains and 20 subtopics:
In 2023 and 2024, organisations and leaders had much to consider, with many things in flux. David Plink, CEO of Top Employers Institute, observed: “In a world where geopolitical, societal, and macro-economic developments follow each other in rapid succession, the Top Employers 2024 are showing once again that they are a beacon of stability and reliability. Top Employers have shown that despite turbulent times, their focus remains on creating the best workplace possible for their people to thrive.”
When asked what makes a Top Employer, David Plink shared: “In my 16 years with the company, there are two characteristics that I have observed consistently within the members of the Top Employers community. First, certified Top Employers go above and beyond for their people. They are the embodiment of people focus. Secondly, not a single Top Employer got certified without always striving for more. To learn, to become better and to stay curious at all times. People-focused and a growth mindset. It sounds so simple in summary, but it takes a lot to consistently live up to these principles.”
See the full list of the newly Certified Top Employers, below:
3 Trends Changing the Diversity Equity and Inclusion Landscape
In today’s rapidly evolving business landscape, Diversity, Equity, and Inclusion (DEI) principles are more critical than ever. In our World of Work Trend 2024, we discovered a significant shift in the prioritisation of DEI for Top Employers. Despite the challenges of 2023, there was an 18 percentage point increase in the prioritisation of DEI. This means that two in five Top Employers were continuing to prioritise DEI, a trend that underscores the growing importance of DEI in the business landscape.
As HR teams and leaders, you hold a significant role in fostering an environment that embraces these values. Understanding DEI and its benefits can transform your organisation, driving innovation, employee satisfaction, and overall success. Your actions are key to making a difference.
What is DEI?
Diversity refers to the variety of differences among people in an organisation. These differences include race, ethnicity, gender, age, sexual orientation, disability, and education. Diversity is about recognising, respecting, and valuing the unique attributes that each individual brings to the table.
Equity is the principle of fairness in processes and outcomes. While equality implies treating everyone equally, equity involves recognising that people have different needs, experiences, and opportunities and adjusting policies and practices accordingly. It ensures that everyone has access to the same opportunities and is not disadvantaged due to systemic barriers.
Inclusion creates an environment where all individuals feel welcomed, respected, supported, and valued. It goes beyond simply having diverse representation to ensuring that diverse individuals are actively included in all aspects of organisational life and decision-making.
Put in simpler terms, DEI is a set of closely held values by organisations that aim to support and include different groups of individuals, including people of different races, ethnicities, disabilities, gender identification and more. It’s about creating a workplace where everyone feels valued and included.
Benefits of DEI
Enhanced Innovation and Creativity: A diverse workforce combines many perspectives, experiences, and problem-solving approaches. This diversity of thought fosters creativity and innovation. Studies have shown that diverse teams are likelier to introduce new ideas and solutions than homogenous teams. By embracing DEI, organisations can unlock the full creative potential of their employees.
Improved Employee Performance and Engagement: When employees feel valued and included, their job satisfaction and engagement levels rise. Inclusive workplaces are characterised by higher morale and a sense of belonging, which translate into increased productivity and performance. Employees who believe their organisation is committed to DEI are more likely to be motivated, loyal, and willing to go the extra mile.
Greater Talent Attraction and Retention: In an increasingly competitive job market, organisations prioritising DEI have a significant advantage in attracting top talent. Job seekers today, particularly younger generations, place a high value on diversity and inclusion. A commitment to DEI signals that an organisation is forward-thinking and socially responsible, making it an attractive workplace. Additionally, inclusive workplaces tend to have lower turnover rates, saving costs for recruiting and training new employees.
Better Decision Making: Diverse teams bring diverse perspectives and experiences, leading to more well-rounded and informed decision-making. When considering various viewpoints, organisations can identify potential pitfalls and opportunities that may have been overlooked.
Increased Employee Innovation: An inclusive environment encourages employees to share their ideas and take risks without fear of being marginalised or dismissed. This culture of open communication and respect can lead to a higher rate of innovation and continuous improvement within the organisation.
Trends in DEI
The consideration of diversity will become intersectional and will expand far beyond single demographic segmentations
DEI initially focused on a handful of single demographic segments, such as interventions related to gender or race. While these groupings will remain focus areas, 2024 will see a shift towards a more nuanced approach to DEI. The aspects of employee identities acknowledged and welcomed in the workplace will expand.
Top employers increased their offerings and policies to better support employee needs related to disability, parents and carers, social class, educational background, LGBTQ+, and ageing in 2023. Neurodiversity was measured for the first time in our HR Best Practices Survey. While only 22% currently have specific practices or policies regarding Neurodiversity, 72% expect the importance of Neurodiversity in people’s practices to increase by 2026.
Analytics and metrics will increase in sophistication
One reason why many organisations have focused on race and gender in DEI initiatives is that it is relatively easy to measure. Not all demographics are straightforward to capture. However, we have learned from progress in gender representation that data is critical to improvement.
This information is typically gathered by encouraging respondents to voluntarily and anonymously self-identify regarding belonging to underrepresented groups. Each demographic comes with distinct challenges. For example, in specific geographies, asking employees to share LGBTQ+ identities could result in legal and physical danger.
For others, inconsistency in definitions could muddy the waters. Social class includes considering a person’s social and economic future, shaped by where they start. The parent’s educational and occupational history is sometimes used as a proxy but can also be deceptive. Resolving these obstacles will depend on an organisation’s unique context, with priority always given to employee safety, respect, and the right to define their identities rather than data clarity.
The impact of artificial intelligence on DEI
Artificial Intelligence (AI) development is poised to impact DEI initiatives within organisations profoundly. AI technologies offer numerous opportunities to enhance DEI efforts, from improving recruitment processes to ensuring fairer workplace practices. However, the integration of AI also presents challenges that must be navigated carefully to avoid reinforcing existing biases and inequalities.
AI can play a crucial role in fostering an inclusive workplace culture. AI-powered analytics can monitor and analyse employee interactions and engagement, identifying patterns that may indicate issues of exclusion or discrimination. By providing real-time insights, AI can help HR leaders address potential problems proactively and develop targeted interventions to promote inclusivity. Furthermore, AI-driven training programs can educate employees about unconscious biases and inclusive behaviours, fostering a more equitable and respectful work environment.
The deployment of AI in DEI initiatives is not without risks. If AI systems are trained on biased data or if their development lacks diverse perspectives, they can perpetuate and even exacerbate existing biases. For example, an AI tool trained on historical hiring data from a homogenous workforce may inadvertently favour candidates who resemble past hires, thus reinforcing a lack of diversity. To prevent this, organisations must implement rigorous checks and balances, including diverse teams of developers and ongoing audits of AI systems to ensure fairness and accountability.
Final Thoughts
Diversity, Equity, and Inclusion are not just buzzwords or trends but essential components of a thriving, modern organisation. Organisations can drive meaningful change by embedding DEI into the core of their organisational culture. By doing so, they can unlock many benefits, from enhanced innovation and employee engagement to improved decision-making. Embracing DEI is not just the right thing to do—it’s the smart thing to do for the future success of your organisation.
Q&A with Gabi Sanchez from Verisure UK
We caught up with Gabi Sanchez, Managing Director at certified Top Employer Verisure UK who reveals how they retain talent in a competitive market, the fantastic wellbeing initiatives in place, and how the organisation utilises AI to enhance DEI within its recruitment processes and to boost efficiency and productivity across the board.
Introduce yourself and tell us about your organisation
My name is Gabi Sanchez, I am the Managing Director of Verisure UK. We are the leading European provider of professionally monitored security systems. We are proud to protect over 5 million customers in 17 countries in Europe and Latin America. Our mission is to bring peace of mind to families and small business owners by providing them with the best security solutions and services.
What makes Verisure UK a Top Employer?
We recognise the importance of continuous career development and wellbeing. Our initiatives are constantly evolving to allow our colleagues to grow both professionally and personally. We are delighted to offer a range of training and development courses, weekly check-ins, and annual career discussions to empower colleagues to reach their full potential.
We believe that personal wellbeing is critical to the overall growth of our colleagues, we offer a comprehensive employee benefits package to improve our colleague’s well-being, including private medical insurance, pension, flexible working, health and wellbeing programmes, away days, financial advisors, a day off for birthdays and many more.
Additionally, we have created spaces that foster a collaborative and innovative work environment. Our offices are designed to enhance productivity and satisfaction, with amenities such as subsidised canteen, games room and break out spaces in our Newcastle Centre of Excellence.
What is the biggest people challenge your business faces in 2024? And what will you do to meet this challenge?
One of our challenges revolves around talent retention and development in a competitive market. As one of the UK’s leading monitored alarm companies, we recognise the critical role our employees play in delivering exceptional service and driving innovation. As a result, we are continuously investing in tailored training, competitive benefits packages, providing clear career paths, and addressing feedback to retain top talent and remain competitive.
Tell us about a recent HR initiative you have instigated within your organisation that you are most proud of?
We are immensely proud of the initiatives we have implemented. One standout initiative is our Mental Health First Aiders program, a vital support system for colleagues navigating mental health challenges. This program cultivates an environment where individuals feel supported and empowered to seek assistance, resulting in improved mental health and overall wellbeing throughout our workplace. Furthermore, we extend a 24-hour counselling service through Aviva, ensuring that our team members have access to professional support whenever they need it.
How is AI affecting your business?
AI has become a transformative force in our business, impacting our people practices in different ways. One notable aspect is our utilisation of AI tools to enhance diversity and inclusion within our recruitment processes. We employ an AI tool to ensure gender-neutral language in our job ads, mitigating unconscious biases and promoting equal opportunities for all candidates. In addition, we’ve implemented an AI tool called Co-Pilot, which streamlines our work processes and workflows, allowing our teams to focus on strategic initiatives rather than repetitive administrative tasks. By automating routine processes, we’ve been able to boost efficiency and productivity across the board.
Which wellbeing offerings in your business are proving the most popular with employees? And which are proving the most effective in terms of their impact?
Our flexible working opportunities and private healthcare are two of the most popular and impactful wellbeing offerings among our employees.
Our colleagues are given the flexibility to work remotely from home or abroad or simply adjust their hours to suit their schedule depending on their role. This plays a huge role improving work-life balance and maintaining high satisfaction levels. Additionally, our private healthcare offering has been incredibly popular. It has had a significant positive effect on our employees’ well-being. Our private healthcare option contributes to better overall health and morale within the team, and we continue to receive positive feedback on both fronts.
Have you any new DEI initiatives you can tell us about that help you tap into fresh sources of talent?
We have several DEI initiatives that help us tap into fresh sources of talent both internally and externally. This year, one of the exciting outcomes from our DEI roundtable is the launch of an internal job fair. This allows us to tap into fresh sources of talent within our existing workforce and promote internal mobility. It also provides an opportunity for our colleagues to meet colleagues from different departments and discover different opportunities that they didn’t know is available to them.
What’s next? Tell us about a new initiative/project for 2024 that you’re most excited about?
This year brings a wave of exciting new initiatives and roles. We are on the lookout for talented individuals, who would like to grow with our company. The roles currently available include customer service representatives, sales executives to Alarm Receiving Centre Ambassadors and many more. We offer extensive on the job training and a supportive work environment that empowers individuals to thrive and advance their careers. We’re also launching thrilling new initiatives, such as new television campaigns, so people can expect to see a lot more of our branding throughout the year!
Top Employers España eBook 2024
Os presentamos el Top Employers España Insights 2024.Poniendo a las Personas en el Corazón de la Organización, un completo informe en el que adaptamos las 5 grandes tendencias globales de gestión de personas a la realidad de nuestro país y las complementamos con las iniciativas e insights de referencia de 9 de las compañías certificadas en España.
Descargad de forma gratuita el Top Employers España Insights 2024 cumplimentando el formulario mostrado a la derecha para recibir el enlace de descarga por correo electrónico.
¿Es vuestra organización una compañía Top Employer?
Si vuestra organización no es todavía una compañía Top Employer, podéis pedir información para conocer los requisitos para formar parte del Programa de Certificación y posicionaros entre los empleadores líderes a nivel global y local, además de beneficiarios de las principales ventajas del programa (Brand, Alignment, Benchmark y Connect). Clicad aquí para descubrirlo todo sobre la Certificación Top Employers.
How to Build a Strong Company Culture in a Global Organisation with NTT Data
Every organisation has a culture, whether it was intentionally or passively created. A healthy workplace culture is one of the fundamental elements of a successful company. In today’s global landscape, businesses extend their operations across borders and cultivate diverse workforces. Developing and maintaining a strong culture in this context presents some unique challenges. A positive work environment benefits a company in numerous ways, which is why it is essential to build that culture rather than leave it to chance.
During our insightful conversation filled with personal anecdotes at the 2023 Top Employers Inspire event, Kim Curley, VP of People & Organisation at NTT DATA, shared valuable perspectives and actionable strategies on the art of crafting and nurturing a strong corporate culture. Kim’s role is unique in that she’s responsible for NTT DATA’s internal change management process and for the organisation’s consultancy services in that space, which she called «the personal side of business where all the wonderful messy, human things happen.» Experiencing change from the inside and managing it as a third party for other organisations has given her great insight into how to successfully build a strong culture.
Crafting a Culture
Like many companies, NTT DATA re-evaluated its priorities and values during the massive societal and workplace changes brought on by the pandemic. Kim explained, «We had been through a tremendous amount of change in the past three years and we wanted to assess what aspects of our culture had weakened that we needed to strengthen.» Trust, community, and success were the three values identified through their discussions.
The next step was deciding how to strengthen those values in their workplace culture. Kim shared that the discussion began with a guiding question: «How do we define these values that make us special and make us a place where people want to come work and a place that clients want to hire?» Three strategies emerged as important aspects of crafting their culture.
Involve employees in developing initiatives around the three core values. If culture is not built from the ground up, it will be very difficult to enforce it from the top down.
Create a social accountability contract. Foster a sense of responsibility among employees to embody and uphold the core values.
Anchor to a career coach model. Resources extend beyond hierarchical, mentor-like relationships to help employees develop across the different roles they hold as consultants and over the arc of their careers.
Changing people’s mindsets is one of organisations’ most significant challenges when implementing new initiatives. «It takes a tremendous amount of energy not only from the people trying to encourage the change but also from the brave souls trying to make the change. That’s always the hardest part, to be a supporter and to step into that new space,» said Kim. This process was an excellent opportunity to lean on the social accountability contract and encourage employees to support one another as they adapted.
Silos
Silos are another familiar challenge companies face, and this challenge becomes even more pronounced when a company operates on a global scale. One of the significant problems posed by silos is their potential to impede the growth of a company-wide culture. To confront this issue head-on, Kim’s team developed a proactive strategy. She described their process, «We look at what our company values mean for each team. What can be done to make these values come to life in our individual geographies, business units, and ways of working?» For example, the community looks very different for a team co-located in the same geographic area with an office space than for a remote team working from different countries. Community is equally essential in both scenarios, though initiatives to cultivate a sense of community will look very different.
Organisational Hurdles
Aligning policies and procedures with company culture is essential to NTT DATA’s success. «When you’re trying to change culture, one of the things that will trip you up the fastest is if the organisational elements of your business do not support the cultural change,» Kim said to elaborate on this point. Changes to a company’s infrastructure have far-reaching effects and can either support or hinder how the culture evolves. Therefore, it is critical to be intentional about company policies and structure them in a way that supports the culture.
Kim compared their approach to caring for a garden to summarise how her team fosters a strong company culture. «You have to constantly nurture it to help it grow and be very aware of what you add to it,» she explained. Ultimately, a positive company culture is a constant work in progress. Although building it requires time and effort, the long-lasting benefits are immense. Low turnover rates, boosted productivity, and high morale are all results that help a company achieve success.
One of the things I enjoyed most about our discussion was hearing about Kim’s personal experience with NTT DATA’s cultural changes and how those changes impacted her daily workflow and her relationships with colleagues. I encourage readers to check out our full conversation for even more insights and a personal perspective on what a strong culture can mean to employees.
Haier Europe: Elevating its People Practices with the Top Employers Programme
About Haier Europe
Haier Europe is a global leader in home appliances and consumer electronics, recognised for 15 consecutive years as the world’s No.1 brand globally in major appliances, selling under the Candy, Hoover and Haier brands. The organisation comprises of 750 colleagues in the UK&I and 100,000 globally.
Haier Europe’s Top Employers Journey
Haier Europe had been on an improvement journey, investing heavily in people systems, processes and benefits and whilst colleagues inside the business would have seen the transformation, they wanted to receive external recognition in order to attract great talent, and give candidates the confidence to know that they had been certified by an external, independent validation process. They therefore joined the Top Employers Certification Programme, and following completion of the HR Best Practices Survey and Validation Process, were certified as a UK Top Employer 2023.
Elevating its People Practices
“We have definitely seen the profile of our employer brand increase, we see our candidate numbers are very strong and our retention figures are improving in key areas, but the most important outcome from joining the Top Employers Programme is that it has really made Haier Europe a better workplace for our colleagues because it has given us the impetus and direction to keep improving.” Matthew Given, Group HR Director UK & Ireland, Haier Europe
Having achieved Top Employer Certification in year one, the Haier Europe team immediately started work on its action plan to further improve its HR, using the Top Employers Results Dashboard. They did this by:
Having a dedicated team of specialists within the HR team working on the Top Employers Certification project.
Aligning the Top Employers HR Best Practices Survey topics and results with the action plans and choosing focus areas which would add most value to the business.
Regularly reviewing with the team each quarter to ensure that improvements were being made within these focus areas.
Impressive results
In year two, following on from the action planning, Haier Europe increased their score on the Top Employers Best Practices Survey by 20% points.
They had prioritised Employee Listening, wellbeing and DEI, with the new colleague listening strategy bringing great insights and making sure that they really understood how colleagues felt about the business and its programmes. They also mapped, explored and improved many more colleague and candidate journeys.
The leadership team has also taken notice of the tremendous progress and are now championing many new initiatives across engagement, wellbeing and DEI.
We use cookies to improve your experience. Learn more
