What Makes Most Admired Tick?

March 10, 2010

What Makes Most Admired Tick?

   At Grand Central, I bought a copy of the latest Fortune  with the World’s Most Admired Companies survey in it. I was checking out the feature because I found it easier to look at the list in the magazine than online.  As I looked at the new design at Fortune (bravo! love the paper quality) and came across this article by Geoff Colvin who wrote about how Most Admired Companies value their employee cultures. He says that the “top dogs” are great examples of companies that do indeed treat their employees as their finest assets. A few insightful details about the winners and losers in the Great Recession:

  • Most admired companies (industry champs or the top three in each industry) laid off fewer people in the past two years compared to less admired ones (10% vs 23%)
  • Most admired companies were less likely to freeze pay or hiring compared to less admired ones
  • Most admired companies were much more likely to invest in employer branding, more so than marketing in fact,  compared to less admired ones

As Colvin sums it up, Most Admired companies understand that people are their most valuable and most enduring asset and not an expense. I bet they correlate highly with Fortune’s Best Places to Work too.

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Leslie Gaines-Ross
Leslie Gaines-Ross
lesliegainesross@gmail.com

As Weber Shandwick’s Chief Reputation Strategist, I focus on the ever changing world of reputation. For the past 25 years, I have relentlessly observed, researched and commented on the rise and fall of reputations.

1Comment
  • Ann Graham
    Posted at 21:02h, 10 April Reply

    I am glad to see some one else noticing what can be lost in the presentation of certain types of content– such as survey’s like this when they are presented online. A survey and special section like this is much more effectively read in printRegarding people are assets. …The economy does not consist of money; it consists of people and organisations, making economic decisions. The organisation does not consist of ‘resources’; it consists of people, who create things the company sells. Fiscal and monetary policies are no more than steering mechanisms the productive economy depends on the innovations and services created by people.

    These are ideas from a friend I am collaborating with in the UK called Philip Whitely. His organization is called the Human Capital Forum

    http://www.humancapitalforum.com/

    Another collaborator is Michael Reddy http://www.hpa-group.com/

    We are all working together to take people as assets from an idea to actions that have an impact on the way we manage

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