Great Place To Work

Culture becomes a true differentiator when leaders stay accountable to it. At Alston & Bird, 94% of employees say it’s a great place to work. That trust is built by continuing to listen, evolve, and lead with intention—so culture doesn’t stagnate as the firm grows. Richard Hays, Chairman and Managing Partner at Alston & Bird, underscores that accountability: culture must remain something the firm actively nurtures for its people and its clients. When listening and intention guide leadership, culture becomes a sustained advantage—not a static statement. It shows up across the employee experience too: 97% feel welcomed when they join, 95% feel trusted with responsibility, and 95% say they’re proud to tell others they work here. When culture is treated as a living commitment, it strengthens not just the workplace—but the work itself. See the full list produced by Great Place To Work: https://bit.ly/3Nz3Dip #100BestCos #GPTWCertified #GreatPlaceToWork

Is your workplace culture delivering real business results? Leaders shape about 70% of the employee experience. The other 30% comes from how we work with each other and the work itself. Culture is not created by managers alone. It is built every day through behaviors, choices, and shared accountability. That is why creating a great workplace for all takes everyone. High-trust cultures help employees thrive, and that shows up in performance. That connection is what we call The Great Place To Work Effect. Our research finds that high-trust companies see 8.5x greater revenue per employee than the U.S. public market average. Employees at high-trust workplaces are: • 28% more likely to adapt quickly to change • 42% more likely to give extra effort • 45% more likely to say their workplace supports innovation, even when outcomes are uncertain Whether or not you manage people, keep this wheel of nine high-trust behaviors somewhere you will see it often. Trust is not automatic. It is practiced. Put this wheel of nine high-trust behaviors in a place where you will see it every day. #GreatPlaceToWorkEffect #WorkplaceCulture #Leadership #EmployeeExperience

“Trust doesn’t show up during a crisis. It’s built long before one.” On the For All Summit mainstage, Chris Nassetta, CEO of Hilton, shared what carried the company through its hardest moment—when revenue dropped from billions to zero overnight. It wasn’t a playbook. It wasn’t perfection. It was a surplus of trust. Years of investing in culture, values, and transparency meant that when decisions became extraordinarily hard, people understood the why—and stayed connected through it. Resilience isn’t something you activate in a crisis. It’s something you earn over time. Learn more about the For All Summit: https://bit.ly/4tiflNf #ForAllSummit2026 #Leadership #Trust #Culture #Resilience #GreatPlaceToWork

“Culture isn’t a trophy you put on a shelf. It is a standard you have to keep earning.” Synchrony's CHRO DJ Casto’s reflections from the For All Summit capture a truth we heard again and again: recognition matters, but sustaining a great workplace requires daily leadership discipline. His perspective on clarity, trust, and follow‑through reinforces that high‑trust cultures are built—and rebuilt—through everyday moments, especially when priorities shift and challenges arise. Learn more about For All Summit: https://bit.ly/4tiflNf

“The majority of the workforce is 70–80% frontline... and nobody is talking about what AI means to these workers.” Jennifer Morgan, CEO of UKG, challenged leaders to rethink how AI shows up for the people on the frontlines who are the windowpane to every organization’s customers, patients, guests, constituents, products, and overall business. Not as another system to react to — but as an agent to advocate for them: Helping frontline workers find shifts to meet real financial needs and provide access to earned wages sooner Supporting flexibility around personal schedules and when they want to work Suggesting new job opportunities and the skills needed to get there Making it easier to shift swaps when life demands arise When frontline workers get what they need, they stay. When companies retain these critical workers, they balance supply and demand more effectively — improving customer outcomes, P&L, and leadership insight. AI doesn’t have to benefit some at the expense of others. If we get it right, everyone wins — especially the frontline. Learn more about the new Best Workplace for Frontline Workers list: https://bit.ly/3RfNtvu #ForAllSummit2026 #FrontlineWorkers #Leadership #AI #FutureOfWork

Culture isn’t an abstract idea when people can experience it every day. At Hewlett Packard Enterprise, 83% of employees say it’s a great place to work. That culture shows up in how people show up for one another and for customers—and in the way innovation happens across the business. Aisha Washington, SPHR, SHRM-SCP, VP of Culture and Engagement at HPE, describes culture as a living, evolving set of beliefs that comes to life through action. It shapes how teams collaborate, how ideas move forward, and how the organization stays focused on its purpose: advancing the way people live and work. It’s reflected across the employee experience too: 92% feel welcomed when they join, 90% say people care about each other, and 90% feel trusted with responsibility. When culture is truly lived—not just stated—it becomes a roadmap for innovation, impact, and shared progress. See the full list produced by Great Place To Work: https://bit.ly/3Nz3Dip #100BestCos #GPTWCertified #GreatPlaceToWork

If your AI story starts and ends with cutting costs, you’re missing the point — and limiting the upside, says Great Place To Work CEO Michael C. Bush. Read more: https://bit.ly/4sVBnWr

Mark Hoplamazian has run Hyatt Hotels for nearly two decades, navigating the 2008 financial crisis and a pandemic. But sitting down with Fortune at the Great Place To Work For All Summit in Las Vegas, the CEO said the moment he finds himself in now has a different texture—less acute than a single catastrophic shock, more corrosive. “I would describe it as unsettled, as opposed to maybe completely negative,” Hoplamazian said. For him, the response to that unsettledness is the same thing it’s always been: culture. “We’re a company that actually relies upon and works on emotional connectivity,” he said. “It’s not transactional.” At Hyatt, he added, “We don’t live in a transactional world.” Read more: https://bit.ly/3QG8BLj

CHROs are under increasing pressure to show how culture connects to growth. The question is no longer whether employee experience matters. It is how to measure its impact on revenue in a way business leaders trust. In this post, we outline five metrics HR leaders can use to link employee experience directly to revenue growth. These metrics reflect how trust shows up in day-to-day work, from how people adapt to change to how long they stay and how much they contribute. This is the Great Place To Work Effect in practice. When trust is high, employees perform at higher levels, innovate more consistently, and fuel stronger business outcomes. The takeaway for CHROs is clear. When culture is treated as operating infrastructure rather than an HR initiative, it becomes measurable, defensible, and actionable at the leadership table. Read the full article to explore the five metrics and how to apply them. https://bit.ly/4c3yf3L #Leadership #WorkplaceCulture #EmployeeExperience