Snagajob has always felt compelled to demonstrate excellence in its own HR practices because it just makes sense. After all, you can’t partner with companies on the recruitment and retention fronts unless you’re living Workplace communicationyour own best practices.

Heck, if you sold import performance autos for a living, you wouldn’t want to be caught cruising around in a two-tone clown car with a failed inspection sticker, right?

For that reason, Snagajob has worked hard to align its own workplace culture with the criteria championed by the Great Place to Work Institute (GPTW). One of the side benefits is being named a top 10 Small Company to Work for in America for three straight years. And this past week, I spent some time at business intelligence leader SAS for a conference on “The Role of Communications in Creating Best Places to Work,” organized by SAS, GPTW and Ragan Communications. (FYI: If you haven’t heard of SAS, the 10,000-plus-employee company was named the No. 1 company to work for in all the land by Fortune magazine earlier this year.)

Here are key takeaways from the conference; feel free to share with your peers and co-workers:

  • Blogging: Many of you know that blogging is a great way to honestly engage with your both your employees and customers. But if you can’t trust your employees to blog without lengthy rules and instructions, internally or externally, then you probably shouldn’t be blogging. Instead, focus your efforts on building that trust between employees and senior leadership. SAS has 700 internal employee blogs. That’s a lot of trust
  • New World communication vehicles: There has been marked shift in the ways companies are communicating within their walls. One-way static channels such as company meetings and newsletters are being augmented by more dynamic devices, such as company-wide micro-blogs, real-time meeting voting and interactive wikis. Now everyone has a chance to give their two cents, where and when they want to.
  • It’s how you say it, not what you say: Have you ever had an employee message backfire not because of the content, but because of the delivery? Keep in mind that employees judge both the means and the matter when connecting with management. So if you’re telling the restaurant staff that they did a great job managing the dinner rush, but you do so after arriving 15 minutes late to your own mandatory employee meeting, you’re sending mixed signals.

Thanks to the Great Place to Work Institute’s Erin Liberman Moran for sharing these great insights. If you’re not striving to become a great place to work for your employees, why not start today?