Getting Better All the Time: Best Workplaces in Latin America 2014

Best Workplaces in Latin America 2014

1

Getting Better All the Time: Best Workplaces in Latin America2014

32


3

Getting Better All the TimeGreat Place to Work Institute Releases its 11th Annual Best Workplaces in Latin America List; Kimberly Clark, Gases de Occidente, and Liderman take top honors

New Analysis Shows Most Latin American Nations Have Seen Their Best Companies Increase Employee Trust Levels Over the Past Five Years

54


5

Table of Contents:06 Executive Summary08 About Great Place to Work10 Background and High-Level Findings14 Country-by-Country Trust Findings24 Regional Trust Findings28 Fast Facts about the Best 100 Workplaces in Latin America 201436 The List of the 100 Best Workplaces in Latin America42 Profiles of the Three Top Companies48 Awards and Award Winner Profiles52 Methodology

76

Executive Summary

The best workplaces in Latin America are getting better.That’s the good news as the Great Place to Work® Institute releases its 11th annual Best Workplaces in Latin America list. Personal care products maker Kimberly Clark is the best multinational workplace in the region, Liderman—a security services provider in Peru and Ecuador—earns the highest marks among large national companies in Latin America, and Colombian natural gas company Gases de Occidente ranks as the top medium-size company.

Those companies and the rest of the organizations on the list have plenty to be proud of. But so does Latin America as a whole.

We conducted a five-year analysis of the best workplaces in major Latin American countries with a focus on levels of employee trust—which is the foundation of a great workplace and a key ingredient to business success. The results show that most countries saw a gain in trust levels in their best workplaces, and several countries experienced significant improvement. No country witnessed a major drop in trust levels in their best workplaces—not even Venezuela, which has weathered significant social, political and economic upheaval in recent years. Chile’s best companies posted a 9 percent rise in trust levels, while Argentina saw a 7 percent increase and Paraguay a 6 percent gain.A related analysis we conducted of the best workplaces in the region as a whole drew similar conclusions. Over the past nine years, those


7

top workplaces have been scoring higher and higher on Great Place to Work trust assessments.

There are caveats to this sunny news for employees and employers. Our findings reflect the level of employee pride, camaraderie and trust at the very best workplaces in Latin America—the organizations that have earned spots on national best workplaces lists as well as the regional best workplaces list. The conclusions do not necessarily reflect the workplace climate overall in Latin America.

Still, the gain in trust at the best workplaces is a sign that the movement among business leaders and rank-and-file employees to build better workplaces is gaining momentum in the region. The heightened trust levels reflects increased awareness that organizations ought to create positive, employee-centered cultures, and that such cultures fuel better business results, says Michelle Ferrari, general manager of Great Place to Work Mexico. “It has to do with the level of consciousness in companies,” Ferrari explains. “It’s the realization that it’s not optional to not be a great workplace.”

There’s a bonus to the best workplaces getting better. A growing number of the best workplaces in Latin America feel an obligation to do more than make their workplaces great. They see their organizations playing key roles in improving societies that have been wrestling with corruption, lawlessness and other social problems. Arturo

Gutiérrez de Piñeres, general manager of Gases de Occidente, says this broader purpose is partly why his company aims to care for employees and their families, and to foster good citizenship among them. “We think this is a good way of influencing society,” Gutiérrez de Piñeres says. “When you impact the families, you are impacting new generations.”

98

About Great Place to Work®

Great Place to Work® Institute, Inc. has conducted pioneering research on the characteristics of great workplaces for more than 25 years. We believe all companies can become great workplaces, and our mission is to help them succeed. Our Great Place to Work model is recognized as the standard for assessing great workplaces. In roughly 50 countries around the world, we are proud to:

Latin America offices:

ArgentinaBoliviaBrazilCentral America and the CaribbeanChileColombiaEcuadorMexicoParaguayPeruUruguayVenezuela


9

En casi 50 países en el mundo, nos enorgullece:

Recognize best Workplaces for their achievements through our international and national Best Workplaces lists. In Latin America we publish 12 national lists and worldwide we publish lists in roughly 50 countries.

Helpcompanies create and sustain great workplace cultures through our advisory services. Our data collection tools (e.g. the Trust Index© employee survey, focus groups, 360-degree professional development tool); educational workshops and training programs; action planning system; and strategic advisory services support the transformation process within any organization. Great Place to Work’s unique access to best workplace data allows us to offer unparalleled benchmarking opportunities, best practice information, and transformation insight for our consulting clients.

Share resources, best practices, and research through our events and education services. These include peer networking groups, workshops, conferences, and publications, which enable organizational leaders to learn directly from each other, as well as benefit from our wealth of knowledge and lessons learned from best workplaces and our clients.

1110

Background and High-Level Findings

The worldwide movement towards better workplaces has important roots in Latin America. Journalist Robert Levering co-wrote the book “The 100 Best Companies to Work for in America” in 1984, and he co-founded the Great Place to Work Institute in the United States in 1992. But Brazilian entrepreneur Jose Tolovi Jr. was among the first business leaders globally to embrace the idea that a great workplace is one where employees trust the people they work for, have pride in what they do, and enjoy the people they work for. In fact, the very first Best Companies list was published in Brazil in 1997.

Since then, Great Place to Work affiliates have opened in all the major countries of Latin America. An affiliate also covers the Central

America and Caribbean region. These organizations are part of a global network of Great Place to Work affiliates that today operate in some 50 countries across the globe, researching best workplace lists and providing a range of consulting services.

The benefits of becoming a great workplace are increasingly clear to businesses in Latin America and elsewhere. A recent study by the Great Place to Work® affiliate in Mexico, for example, found there is a positive correlation between high levels of employee trust, commitment and collaboration and business productivity measured in terms of revenue per employee.

That research is part of a growing body of evidence that better


11

workplaces lead to better results, including improved financial outcomes and increased employee attraction and retention. Publicly traded companies on the U.S. Best Companies to Work For list have nearly doubled the performance of the stock market overall from 1997 to 2013. And a 2013 report from research and consulting firm Interaction Associates found that “companies adept at practices that reinforce strong leadership, trust, and collaboration enjoy better financial performance.”

Best workplaces in Latin America have their own stories along these lines. Ask Liderman’s leaders, for example, about the connection between their high-trust culture and their reduced need for middle managers. At Liderman, 500 security guards require 10 supervisors, says Javier Calvo Pérez Badiola, the company’s CEO who also calls himself “culture guardian.” By contrast, a major competitor needs 35 supervisors, he says. “People can manage themselves when there is trust,” Perez Badiola says.

Or consider the profitability growth at Gases de Occidente. The company’s earnings before interest, taxes, depreciation and amortization—or EBITDA, a common measure of profits—rose 18 percent between 2012 and 2013. And it wasn’t just about adding employees to sell more gas contracts. EBITDA per employee also rose, from $146,000 per person to $162,000 per person. Gutiérrez de Piñeres says the company’s focus on a respectful, family-oriented, trusting culture is the main engine for the enviable results. “That’s how we demonstrate to our shareholders that this policy is working,” he says.

1312

Country-by-Country and Regional Findings

As we prepared our 11th annual list of the Best Workplaces in Latin America, we decided to examine trust trends in individual countries and in the region as a whole. The country-by-country analysis meant reviewing best workplaces in each of our affiliates—which represent 11 individual countries and the sub-region of Central America and the Caribbean. In particular, we studied the Trust Index scores of all the national best workplaces lists during the past five years. The Trust Index is Great Place to Work’s 58-question employee survey that measures trust, camaraderie and pride in organizations. Each year in the study spans two calendar years. This is because best workplace lists in different countries are published at different times of the year, and we wanted to use the most recent data. The Trust Index benchmark scores showed that countries in the region remained relatively stable or recorded gains in terms of the trust levels of their best workplaces between 2009/10 and 2013/14 (see Figure 1).

In addition to this analysis of each country’s best workplaces, we studied the companies on our annual regional list of the best workplaces in Latin America. For this research, we again examined Trust Index scores. Overall trust levels at the regional best workplaces have risen some years and fallen others during the period 2006-2014. But the long-term trend is clear: the best are getting better (see Figure 2).


13

12%

Figure 1. Trust Level Change Among Best Companies Between 2009/10 and 2013/14

10%

8%

6%

4%

-2-1

0 0 0

1 1

45

67

9

2%

0%

-2%

-4%

Urugu

ayBra

zil

Bolivia

Colom

biaPer

u

Ecuad

or

Vene

zuela

Mex

ico

Parag

uay

Argen

tina

Chile

Centra

l Am

erica

and C

aribbea

n

84

90

Figure 2. Trust Index© historic development of the 100 best in Latin America

82

88

80

86

78

76

74

72

2006 2008 2010 2012 20142007 2009 2011 2013

1514

Country-by-Country Trust Findings

In this section we analyze the best company trust level trends in select countries.


15

Chile Chile is the country that witnessed the largest gain in trust level scores among its best workplaces. Chile’s best workplaces’ annual benchmark rose from 74 in 2009/10 to 81 in 2013/14. The country saw even higher benchmark scores in the years 2010/11-2012/13. Still, the change from 2009/10 to 2013/14 represents a gain in trust levels of 9 percent.

Jose Antonio Yazigi, director of Great Place to Work® Chile, says the increased trust among employees at the best workplaces in Chile stems mostly from a change in mindset among business leaders in the country. “They realize the key driver of success is the people,” he says. This shift in thinking can be seen even in the way Chilean companies are renaming their “human resources” departments to “department of corporate culture,” “people department” or even “happiness department.” The changes may seem superficial, but signal the way companies are recognizing that each employee is “not a ‘resource,’” Yazigi says. “People are people.”

Growing interest in a better work-life balance among Chileans also may be contributing to improved trust scores, as companies in the growing economy seek to attract talent. Yet another factor behind Chile’s strong growth in trust levels at the best workplaces is the country’s culture of learning, Yazigi says. For several decades now, Chileans have been exposed to multinational companies that often demonstrate management practices breeding trust, camaraderie and pride. Chilean leaders have soaked up those lessons and applied them locally, Yazigi says. “We are very good students. If we see something that has value, we go all the way. We persevere,” he says. “Now, we lead.”

84

90

Figure 3. Chile’s Best Workplaces: Trust Index Benchmark

2009/10-2013/14

82

88

80

86

78

76

74

72

2009/10 2011/12 2013/142010/11 2012/13

1716

Argentina Argentina is another country that saw a significant increase in the trust levels of its best workplaces. The benchmark score for Argentina’s best companies jumped from 72 to 77 from 2009/10 to 2013/14, which represents a 7 percent rise.

Omar Gennari, general manager of Great Place to Work® in Argentina, Bolivia, Paraguay and Uruguay, says growing trust in Argentina’s best workplaces reflects the way CEOs and senior management have begun to see evidence of the relationship between workplace environment, organizational culture and business results. Companies also have developed an awareness of the key role leaders play in building great workplaces. And there has been a stronger commitment on the part of senior business leaders to be consistent in developing and implementing plans for improving company climate, Gennari says.

Argentina has weathered some difficult political and economic conditions in the past five years, including concerns about inflation and labor conflicts. But faith in high-trust workplaces has strengthened rather than faltered among its best workplaces. Gennari says the challenges have served to highlight how a healthy workplace climate can serve as a competitive advantage in difficult times. “Many times it can help an organization overcome crisis situations more quickly than other businesses which aren’t working on their culture,” he says.

84

90

Figure 4. Argentina’s Best Workplaces: Trust Index Benchmark

2009/10-2013/14

82

88

80

86

78

76

74

72

2009/10 2011/12 2013/142010/11 2012/13


17

Paraguay Paraguay also experienced a large gain in trust scores among its bestworkplaces. The country’s best workplaces’ annual benchmark increased steadily from 80 in 2009/10 to 85 in 2013/14, a rise of 6 percent.

Luis Riva, president of Great Place to Work® in Argentina, Bolivia, Paraguay, says the rise in trust levels among Paraguay’s best workplaces must be viewed cautiously because of the small number of companies that have appeared on the list. Five organizations earned a place on the list in 2009/10, a number that grew slightly to eight in 2013/14.

Riva also says the Paraguay business culture has been one of the most traditional in Latin America. Many managers in the country have been characterized by a “command-and-control” mentality. Such leaders are not immediately receptive to concepts like giving employees a greater voice in decisions, communicating company strategies and letting employees “be themselves” at work. But Paraguay’s best workplaces have boosted their trust levels in recent years. Those gains, given the relatively small size of the Paraguayan economy, have made the country one in which Great Place to Work has had a sizable impact, Riva says. “”We changed the society a little bit more than in other Latin American countries,” he says.

84

90

Figure 5. Paraguay’s Best Workplaces: Trust Index Benchmark

2009/10-2013/14

82

88

80

86

78

76

74

72

2009/10 2011/12 2013/142010/11 2012/13

1918

Mexico The best workplaces in Mexico also demonstrated a marked improvement in their trust levels from 2009/10 to 2013/14. The benchmark for Mexico’s best workplaces rose steadily from 78 in 2009/10 to 82 in 2013/14, a 5 percent increase.

Michelle Ferrari, general manager (Directora General) of Great Place to Work Mexico, says a major trend in recent years is for large Mexican companies—not just multinational businesses with Mexican operations—to grasp the significance of a great workplace culture. “The owners and CEOs of these companies have realized in the last two to three years how important it is to invest in their people,” she says. “It has been a movement that has been created within Mexican society.”

A decade ago, Mexico’s Best Workplaces lists were dominated by local affiliates of multinationals, such as Cisco Systems, Microsoft and PepsiCo. Such global companies continue to earn spots on Mexican best workplaces lists. But now it is common for several local Mexican organizations to rank in the top 10 in the lists. What’s more, those national companies tend to see large gains in trust level scores when business leaders adopt new trust-based practices. These can be as simple as easing the dress code, Ferrari says. “In a Mexican company, when you let people wear their jeans on Fridays, it’s like ‘Oh, wow!’ That’s a huge thing.”

Another factor behind the progress of Mexico’s best workplaces is a receptivity to the reciprocity at the heart of a trusting culture. “In general terms, the Mexican person is very warm,” Ferrari says. “They’re happy. They want to give what they can give—when you give to them. When you treat them correctly.”

84

90

Figure 6. Mexico’s Best Workplaces: Trust Index Benchmark

2009/10-2013/14

82

88

80

86

78

76

74

72

2009/10 2011/12 2013/142010/11 2012/13


19

Colombia Trust levels at the best workplaces in Colombia remained relatively stable from 2009/10 to 2013/14. The precise benchmark rose slightly in 2010/11 and fell slightly in 2012/13, but finished the five year period as it began-at 87.

Jaime Urquijo, CEO of Great Place to Work® Colombia, points to a number of factors behind his country’s steady trust levels. In 2013, labor strife in the mining sector and other areas may have dampened feelings of trust for workers throughout the economy, he says. Another potential drag on trust levels may have been headwinds facing the industrial sector generally, such as unfavorable exchange rates. On the other hand, Urquijo says, a shift in Colombia’s economy toward more service businesses may have bolstered the annual trust levels. That’s because companies in the service sector, such as retailers and banks, tend to achieve higher trust level scores. “Services companies are doing well on the Trust Index© survey,” Urquijo says.

Although overall trust levels among Colombia’s best workplaces have not increased over the past five years, Urquijo points out that the level is the highest in Latin America. To him, that is a reflection of the way the country’s businesses have had to overcome a lack of natural resources, such as petroleum reserves or large expanses of prime agricultural land. Colombian national companies are learning from American and European firms that trust is a key foundation for lasting business success, Urquijo says. “Many companies in the country try to adapt best practices in order to get competitive,” he says. “They are trying to build something great for the long run.”

Figure 7. Colombia’s Best Workplaces: Trust Index Benchmark

2009/10-2013/14

84

90

82

88

80

86

78

76

74

72

2009/10 2011/12 2013/142010/11 2012/13

2120

PeruTrust levels at the best workplaces in Peru did not change much between 2009/10 and 2013/14. After rising from 86 in 2009/10 to a high of 89 in 2010/11, the best companies’ Trust Index benchmark for Peru returned to 86 in both 2012/13 and 2013/14. Ana Maria Gubbins, CEO of Great Place to Work® Peru, says the stability in trust levels has to do with the way many of the same companies earn positions on the list year after year. Some of these firms rise a bit in their trust levels while others decline slightly in their results, she says. Peru’s national benchmark is second highest to Colombia’s in all of Latin America, and it closely parallels the benchmark scores for Europe and the United States. Gubbins says one factor behind the elevated trust in her country’s best companies is the “strong and mature culture” which characterizes these businesses. Peru’s best workplaces, Gubbins says, believe in the Great Place to Work model of trust, pride and camaraderie and have worked to implement it in their organizations for more than 10 years. Leaders of Peru’s top workplaces are pleased with the high level of trust they’ve achieved, Gubbins says. “The best companies in Peru are very proud of this accomplishment and understand how it positively influences their businesses,” she says. “Their top executives are fully committed to creating great workplaces within their organizations.”

Figure 8. Peru’s Best Workplaces: Trust Index Benchmark

2009/10-2013/14

84

90

82

88

80

86

78

76

74

72

2009/10 2011/12 2013/142010/11 2012/13


21

Brazil Brazil’s best workplaces saw their trust levels slide slightly between 2009/10 and 2013/14. The national Trust Index© benchmark fell 1 percent from 83 to 82.

Ruy Shiozawa, CEO of Great Place to Work® Brazil, says that result highlights just how hard it is to achieve a high-trust culture within an organization. “It is a huge challenge to develop and maintain a great workplace,” Shiozawa says. “It’s a permanent effort.” One factor that may have pulled down trust levels in recent years, he says, is the expansion of Brazil’s national list of best companies from 100 to 130. Although all the newcomers met the minimum high standard to earn the designation as a best workplace in Brazil, there is typically a learning curve for those organizations, Shiozawa says. They tend to score higher over time, as management adopts improved practices and a culture of trust takes root.

On the other hand, Shiozawa says, a tighter labor market is fueling stronger Trust Index© results as companies fight harder to make their workplaces attractive. Amid healthy economic growth in Brazil in recent years, the unemployment rate has dropped from 10 percent in 2005 to 4.5 percent in 2013. During that same period, the annual rate of voluntary employee turnover in the country has risen from less than 20 percent to 28 percent. “The attraction and retention of talent is a big challenge for businesses,” Shiozawa says. “That is a reason more and more companies are worried about the workforce.”

Figure 9. Brazil’s Best Workplaces: Trust Index Benchmark

2009/10-2013/14

84

90

82

88

80

86

78

76

74

72

2009/10 2011/12 2013/142010/11 2012/13

2322

Figure 10. Central American and Caribbean Best Workplaces: Trust Index Benchmark

2009/10-2013/14

84

82

80

86

78

76

Other country and sub-region findings

Figure 11. Ecuador’s Best Workplaces: Trust Index Benchmark

2009/10-2013/14

84

82

80

86

78

76

2009/10 2011/12 2013/142010/11 2012/13

2009/10 2011/12 2013/142010/11 2012/13


23

Figure 12. Venezuela’s Best Workplaces: Trust Index Benchmark

2009/10-2013/14

84

82

80

86

78

76

Figure 13. Bolivia’s Best Workplaces: Trust Index Benchmark

2009/10-2013/14

Figure 14. Uruguay’s Best Workplaces: Trust Index Benchmark

2009/10-2013/14

84

84

82

82

80

80

86

86

78

78

76

76

2009/10 2011/12 2013/142010/11 2012/13

2009/10 2011/12 2013/142010/11 2012/13

2009/10 2011/12 2013/142010/11 2012/13

2524

Regional Trust Findings

Not only have trust levels at the best workplaces remained strong or gotten better in most Latin American countries, but another measure of the region’s best workplaces has improved over time. The companies on the Best Workplaces in Latin America have recorded higher Trust Index scores from 2006 to 2014.

The regional benchmark score was just over 83 in 2006. Despite some ups and downs in intervening years, the 2014 benchmark was just above 87. That represents a gain of about 5 percent from 2006.

One explanation for the improvement is that multinational companies in the region have been implementing enlightened, high-trust management methods developed in other parts of the world. A number of global companies well-known for their

healthy cultures have been mainstays on the regional best company list, including Kimberly Clark, Microsoft and Google.

Another factor behind the regional rise is that national companies increasingly are learning from those global operations, as well as developing their own employee-centered practices. The idea that organizations ought to create a culture centered on trust, and that high trust can fuel better business results, is spreading throughout Latin America, says Shiozawa of Great Place to Work Brazil. “More and more companies have an awareness,” he says.

A cultural feature of the region also may be driving higher scores—Latin America’s strong sense of pride. In fact, of the five dimensions


25

measured by the Trust Index (pride, camaraderie and three components of trust—credibility, respect and fairness), Latin America’s best workplaces are characterized by higher levels of pride than in any other region of the world (See Figure 15).

“Latin American people are very emotional and very expressive,” says Gubbins of Great Place to Work in Peru. “If they win an award they want to express their pride about it.”

On the other hand, Gubbins says, the leading companies in Latin America also have become less obsessed with winning the top spot on the “Best” lists. Of greater importance to them is simply placing anywhere in the ranking, and focusing on improving their cultures each year. “What really matters is that they improve against their own performance year after year,” she says.

Also important to more and more of the best companies is making a positive difference beyond their own walls. A number of best workplaces now devote resources to helping the families of their workers in extensive ways. Gases de Occidente, for example, will offer scholarships to members of its employees’ families so they can attend school and college. Liderman, for its part, offers no-interest loans and grants to employees so they can renovate their homes.

Just as Gutiérrez de Piñeres of Gases de Occidente views his mission as partly to foster more civic-minded people in Colombia, Liderman’s Pérez Badiola says his company aims to counteract poor education and misguided management in Peru. Liderman strives to give employees who make mistakes multiple chances to succeed. “In our company, we’re not going to fire individuals right away,” he says. “We’re trying to transform people.”

Figure 15. Latin America Top 100 2014 compared to other regions

Latin America Top100 2014

Trust Index© Score Credibility Respect

Fairness Pride Camaraderie

Europe Top 1002013

USA Fortune Top 100 2013

92

90

88

86

84

82

80

8786 86 86

84 84

9190 90

89 89 89 89

8585

8788

87

2726

Figure 16. Top 5 TI improvements since 2006

2006

I want to work here for a long time

People are encouraged to balance their work life and their personal life

People avoid politicking and backstabbing as ways to get things done

Managers avoid playing favorites

Promotions go to those who best deserve them

2010 20142008 2012

77

89

83

75

87

81

93

73

85

79

91

71

69

67

65


27

Trust Index data suggests Latin America’s best companies are making progress against a social and political backdrop often characterized by corruption and distrust. Three of the five survey questions that have seen the largest gains since 2006 concern fairness (See Figure 16).

Great Place to Work affiliates in Latin America have contributed to the social transformation under way at the best workplaces in the region. Colombia’s Urquijo, for example, says the business community in South America is by now very familiar with his and other Great Place to Work affiliates. “The Institute’s message is very well known,” he says. Chile’s Yazigi adds that the work affiliates do to crunch survey numbers and pinpoint problems for clients is more important than the lists affiliates publish. “Data analysis is key,” he says.

There is more work to be done in Latin America. In companies and in society. The region is still in the early stages of shifting away from a culture of command and control—epitomized by the military dictatorships that ruled the region in the 1980s. The movement toward better workplaces—with their more participatory, transparent, humane cultures—have helped nurture the transition, Brazil’s Shiozawa says. “We are still in ‘teenage’ democracies,” he says. “These great companies are helping to build a better society.”

2928

Fast Facts about the Best 100 Workplaces in Latin America 2014


29

Data Point 2014 2013 Percentage increase

Great Place to Work® countries contributing to list makers:

20 20 0

# of participating companies in the contest

2,094 2,218 -6%

# of employees represented in the competition

3,634,467 3,487,635 4%

# of valid surveys received

1,855,462 1,802,667 3%

# of employees represented by the 100 companies

656,730 607,460 8%

Figure 17. Number of participants historically

2010200920082007 2012 20142011 2013

2500

2000

1500

1000

500

72

3130

Brazil, 24%

Mexico, 14%

Peru, 11%Chile, 11%

Financial Services & Insurance, 24%

ProfessionalServices, 14%

Manufacturing &Production, 12%

Information Technology &

Telecommunications, 12%

Construction & Infrastructure, 12%

Retail, 8%

Hospitality, 6%

GovernmentAgencies, 4%

Others, 4%

Public administration activities, 2%

Agriculture, forestry andfishing, 2%

Colombia, 10%

Argentina, 6%

Ecuador, 5%

Guatemala, 3%

Venezuela, 3%

Paraguay, Puerto Rico & Dominican R, 3%

Bolivia, Honduras & Nicaragua, 3%

Panama, 2%El Salvador, 2%

Uruguay, 2%

Costa Rica & Jamaica, 1%

Figure 18.Country

Distribution

Figure 19. Industry

Distribution


31Other Key Data

Top 2014 Top 100 2013 Top 100 2012

Years Old 37 (RSA Seguros is the oldest one, 304

years old)

35 47

Growth in terms of EEs 19% 18% 17%

New Jobs 19.254 20.471 26.102

Women in Executive positions 30% 24% 31%

Voluntary Average Employee Turnover

16% 14% 12%

Median Voluntary Turnover 8% 8% 8%

Average Application rate 14 14 13

Max Applications (the highest ratio of applications per employee)

Fortbrasil: 31847 applications and 129

employees!

Google Mexico: 20481 applications and 74 employees

SC Johnson Venezuela: 21,300 applications and 128 employees

Average training hours 73 78 61

% Increase in revenues compared to last year

15% NA NA

Absenteeism 12% NA NA

% of companies that support employees with classes not related to work

54% NA NA

% of employees who answered positively to the overall statement “Taking everything into account, I would say this is a great place to work”

92% 91% 93%

3332

Figure 20. Gender

Distribution

Women, 45%

Men, 55%

Executive/ Senior Manager, 5%

Staff - non management,

81%

Figure 21. Distribution by

jobs

Manager/ Supervisor, 13%


33

55 or older, 3%

45 to 54 years, 10%

34 to 44 years, 19%

26 to 34 years, 32%

25 years or younger, 36%

Figure 22. Distribution by

age

3534

Historic scores by list category

Top 25 MNCs

2012 2013 2014

Top 25 Large Top 50 SMEs

88

92

86

90

84

82

80

78

76

81

84

89 89 89

85

87

89

81

Dimensions scores by category

Credibility Fairness CamaraderieRespect Pride

90

88

94

86

92

84

82

80

78

Top 20 MNCs 2014

Top 30 Large 2014

Top 50 SMEs 2014

TI Average


35

Scores by industry(for industries that have at least 5 companies)

ProfessionalServices

Construction & Infrastructure

Manufacturing & production

Hospitality

Information Technology &

Telecommunications

Financial Services & Insurance

Retail

8382 87 88 89 9085 8684

3736

The List of the 100 Best Workplaces in Latin America


37

20 Mejores Multinacionales para Trabajar en América Latina 2014

Puesto Compañía Países Industria # empleados

1 Kimberly Clark Bolivia, Brasil, Chile, Colombia, Ecuador, El Salvador, Guatemala, Nicaragua, Panamá, Perú

Manufacturing and production / Personal care products

855

2 Accor• Accor (Arg, Br, Ch, Pe)• Alameda Hotel Mercure

(Ec)• ACCOR México -

Hoteles Ibis y Novotel (Mx)

Argentina, Brasil, Chile, Ecuador, México, Perú

Hospitality / Hotel / Report

8.750

3 Microsoft Argentina, Brasil, Chile, Colombia, México, Perú

Information technology / Software

1.850

4 McDonald’s• Arcos Dorados

Argentina, Brasil, Chile, Colombia, Costa Rica, Ecuador, México, Panamá, Perú, Uruguay, Venezuela

Hospitality / Food and beverage services

91.331

5 Belcorp Bolivia, Chile, Colombia, Ecuador, México, Perú

Retail / Specialized products

7.775

6 Dell Brasil, México, Panamá Information technology / Hardware

6.872

7 Cisco Brasil, Chile, México Informationtechnology

1.178

8 Telefónica• Telefónica (Pe)• Grupo Telefónica (Arg)• Telefónica Movistar

(Co, Ec, Mx)• Movistar (Uy, Ve)• Telefónica Servicios

Comerciales (Pe)• Terra (Mx)• Vivo (Br)

Argentina, Brasil, Colombia, Ecuador, México (2), Perú (2), Uruguay, Venezuela

Telecommunications 51.775

9 Edenred• Cestaticket Services

(Ven)• Ticket (Ch)

Brasil, Chile, México, Venezuela

Professional services 1.758

10 Marriott• JW Marriott (Br, Mx,

Pa, Pe)• Renaissance São Paulo

Hotel (Br)

Brasil (2), México, Panamá, Perú

Hospitality 1.841

11 RSA Seguros Brasil, Chile, Colombia, México

Financial services and securities

1.713

12 Diageo Argentina, Brasil, Chile, Colombia, Jamaica, México, Venezuela

Manufacturing and production / Beverages and tobacco

1.787

13 Monsanto Argentina, Brasil, Guatemala, México

Manufacturing and production / Agriculture

5.838

Cessi

Highlight

20 Best Multinational Workplaces in Latin America 2014

Cessi

Highlight

RankingCompanyCountriesindustry# Employees

3938


14 SC Johnson & Son Brasil, Chile, México, Venezuela

Manufacturing and production / Personal care and health products

1.358

15 Oracle Brasil, México, Puerto Rico

Informatkontechnology

2.870

16 Mapfre Brasil, El Salvador, Honduras, México, Nicaragua, Panamá, República Dominicana, Paraguay

Financial services and securities/ General securities

8.322

17 BBVA• BBVA Provincial (Ve)• Bancomer (Banco

& Seguros y Multiasistencia - Mx)

• BBVA Continental (Pe)

Chile, México (2), Perú, Paraguay, Venezuela


48.120

18 Grupo Falabella • Falabella Retail (Arg,

Ch, Pe)• Sodimac (Arg, Col, Pe)• CMR Falabella (Arg, Ch)• Hipermercados Tottus

(Pe)

Argentina (3), Chile (2), Colombia, Perú(3)

Retail 47.411

19 Grupo Santander• Santander Rio (Arg)

Argentina, Chile, México Financial services and securities

31.265

20 Atento Argentina, Brasil, Chile, Colombia, El Salvador, Guatemala, México, Perú, Puerto Rico, Uruguay

Professional services / Outsourcing / Call centers

116.228

50 Mejores Compañías Nacionales para Trabajar en América Latina 2014 - Categoría de 50 a 500 colaboradores


1 Gases de Occidente Colombia Public services / natural gas 465

2 Transbank Chile Financial services and securities / banking services

492

3 Acesso Digital Brasil Information technology 108

4 Qualisa Ecuador Agriculture and fishing 358

5 Zanzini Móveis Brasil Manufacturing and production / Furniture

437

6 Sacos de Atlántico Guatemala Construction and infrastructure 89

7 Eclass Chile Education and training 203

8 VisaNet Perú Financial services and securities / Banking services

243

9 Radix Brasil Information technology / Software

276

10 Construcciones El Cóndor

Colombia Construction / Infrastructure 257

Cessi

Highlight

50 Best National Workplaces in Latin America 2014 - Category 50 to 500 Employees

Cessi

Highlight

RankingCompanyCountryIndustry# Employees


39


11 Jost Brasil Brasil Manufacturing and production / Automobiles

368

12 Pormade Portas Brasil Construction 430

13 Forex Chile Chile Financial services and securities 154

14 Consórcio Luiza Brasil Financial services and securities 156

15 Hocol Colombia Manufacturing and production 194

16 Dextra Brasil Informaton technology / Software

129

17 SJ Administração de Imóveis

Brasil Construction 124

18 RBM Redeban Multicolor Colombia Information technology / / 494

19 Universales Guatemala Guatemala Financial services and securities 219

20 Banco General Rumiñahui Ecuador Financial services and securities 448

21 Grupo SinAgro Brasil Retail 256

22 ABA Brasil Education and training 179

23 Grupo Karims• Pride Manufacturing/

Pride Yarn• Green Valley Industrial

Park

Honduras Manufacturing and production 567

24 Moinho Globo Alimentos Brasil Manufacturing and production

168

25 Cámara de Comercio de medellín para Antioquia

Colombia Social services and government agencies

408

26 Agreca Guatemala Construction 258

27 Administración Portuaria Integral de Lázaro Cárdenas

México Social services and government agencies

90

28 Seguros Confianza Colombia Financial services and securities 342

29 Floreloy Ecuador Agriculture 161

30 Terminal de Contenedores de Cartagena -Contecar-

Colombia Port operator 316

31 Real Plaza Perú Sonstruction 290

32 Touch Tecnología Brasil Information tecnology / Software

125

33 Sinacofi Chile Financial services and securities 106

34 ELO GROUP Brasil Professional services / Consulting

140

4140

30 Mejores Compañías Nacionales para Trabajar en América Latina 2014 - Categoría Más de 500 colaboradores


1 Líderman• Líderman (Pe)• Asevig (Ec)

Ecuador, Peru Servicios profesionales 11.021

2 BancoEstado Microempresas

Chile Financial services and securities 1.089

3 Laboratório Sabin Brasil Healthcare 1.320

4 Gazin Brasil Retail 6.175

5 Interseguro Perú Finanical services and securities 520


35 Guarida Imoveis Brasil Construction 422

36 Apoyo Consultoría Perú Professional services 121

37 Sicoob Metropolitano Brasil Financial services / Banking 288

38 Inversiones Centenario Perú Construction 157

39 Construtora Saraiva De Rezende

Brasil Construction 200

40 Sydle Brasil Information technology / Software

106

41 Acripel Farma Brasil Medical supplies 234

42 Maestranza Diesel Chile Manufacturing and production

466

43 Visagio Brasil Professional services / Engineering

245

44 Ceará Diesel Brasil Retail 170

45 Interbanking Argentina Information technology / Software

241

46 Promigás Colombia Public services / natural gas 401

47 Latinoamericana de Construcciones -Latinco-

Colombia Construction 250

48 H. Strattner Brasil Medical supplies 262

49 Fortbrasil Brasil Financial services and securities 126

50 Portal Educação Brasil Education and training 173

Cessi

Highlight

30 Best National Workplaces in Latin America 2014 - Category More than 500 Employees

Cessi

Highlight

RankingCompanyCountryIndustry# Employees


41


6 Sama Brasil Mining 695

7 Fideicomisos Instituidos en Relación con la Agricultura (FIRA. Banco de México)

México Social services and government agencies

1.131

8 CinePlanet Perú Hospitality 1.867

9 Aseguradora Solidaria de

Colombia

Colombia Financial services and securities 885

10 Cementos Progreso Guatemala Construction 1.576

11 Embraer Brasil Aerospace 16.535

12 Interbank Perú Financial services and securities 6.535

13 Casa Andina Perú Hospitality / Hotel / Resort 1.089

14 Gentera (antes Grupo Compartamos)

México Financial services and securities 15.328

15 Magazine Luiza Brasil Retail 24.184

16 BanBif Perú Financial services and securities 1.309

17 Banco Bradesco Brasil Financial services and securities 66.722

18 APAP República Dominicana

Financial services and securities 895

19 Liverpool México Retail 7.500

20 Rota do Mar Brasil Manufacturing and production - Textiles

546

21 PacifiCard Ecuador Financial services and securities 531

22 Proexport Colombia Colombia Social services and government agencies

536

23 Supermercados S-Mart México Retail 11.000

24 Ourofino Agronegócio Brasil Biotech and pharmaceuticals 1.297

25 Infonavit México Construction 4.000

26 Grupo Vidanta México Hospitality 6.000

27 Fundación Teletón México México Non-governmental organization 2.886

28 Banco de Occidente Colombia 8.923

29 Isapre Cruz Blanca Chile Healthcare 1.726

30 Vidrio Plano de México LAN (Plantas García y México)

México Manufacturing and production 1.100


4342

Profiles of the Three Top Companies

Kimberly-Clark puts as much energy into the care of its workplace culture as it does into the personal care products it sells.

From its thorough hiring and onboarding practices, to the gift baskets it gives to employees who have babies, to a global ideas “jam” for sharing ideas about the business, the company never loses sight of what it calls the “Kimberly-Clark Kulture” (La Kultura de Kimberly–Clark). And employees appreciate the focus on their wellbeing, including the fundamental issue of providing safe factory working conditions. “Industrial safety is a priority,” one employee says. “They care for me so that I don’t injure myself.”

Best Multinational Company to Work for in Latin America 2014

Winner

Kimberly-Clark


43

That attention to workplace culture and environment has propelled Kimberly-Clark to the top of the list of the best multinational workplaces in Latin America this year.

Kimberly-Clark has been manufacturing products such as Kleenex tissues in Latin America since the 1960s. And although the company is based in Dallas, Texas, in the United States, it has proven to be dedicated to its workforce and culture in Latin America.

That workplace climate emphasis begins with hiring. Apart from considering candidates’ technical skills, academic qualifications and experience, Kimberly-Clark El Salvador checks to see that potential employees will live up to six key behaviors. These include seeking to achieve results every day, understanding client needs and demonstrating both honesty and respect for different points of view.

What’s more, new hires are not merely plopped in front of a desk or factory equipment. On-boarding at Kimberly-Clark El Salvador includes “Kulture Coaches”—a dedicated team of company officials who welcome new hires and share information with them. New employees also are assigned a “buddy” to answer questions. This pairing helps newbies see their orientation “as a process, more so than as a single learning event,” as the company puts it. On their first day at work, the new employee is shown their work space, is introduced to their new colleagues and provided lunch to make them feel comfortable.

That’s just the start of a rich company culture. Kimberly-Clark speaks of its work atmosphere as a place for employees to live out an experience of “heart and mind” each day, one that allows them to grow as a person and a professional. And the company puts its money where its motto is concerning personal growth. For example, Kimberly-Clark Venezuela celebrates mothers with newborns in its workforce with a giftbasket including Huggies products as well as roughly $125 (800 Bsf.). In the baby’s second year, the employee is given another gift of $145 (900 Bsf.).

But Kimberly-Clark is about much more than baby-related warm fuzzies. It also is about business competitiveness—in fact it calls the Kimberly Clark Kulture a “Winning Culture.” To that end, it taps its workforce in Latin America and around the world to try to improve results. At a “One K-C Culture Jam” not long ago, more than 16,000 employees from more than 60 countries gathered online to share thoughts and ideas. More than 22,000 comments were received, including ideas related to the company’s products and culture.

Overall, the Kimberly-Clark culture is contributing to the company’s success. Consider its growth in Venezuela, where social and political unrest has affected the country in recent years. Kimberly-Clark sales in Venezuela rose to $361 million in 2012, up 33 percent from the year before. And despite the social tensions in Venezuela, the country reached a three-year union accord in June, 2013.

4544

One employee describes the Kimberly-Clark climate this way: “We all know each other and we’re headed for the same objective and we support each other.”

As a security services company, Liderman’s business is about taking care of valuables. But Liderman’s success starts with taking care of its own employees. That and cultivating a climate of trust.

The Peruvian-based company ranked as the top large national company to work for in Latin America on the strength of a culture characterized by two-way communication, approachable leadership and benefits that increasingly extend to employees’ families.

In recent years, for example, Liderman has been offering interest-free loans and grants to employees for the purpose of renovating their homes—a perk that improves the lives of team members and their immediate families.

Liderman, with some 11,000 employees in Peru and Ecuador, also may be the only company in the world with a 24-hour radio station devoted to employees. The station plays music as well as shares company information. This service is a creative way to stay connected to its employees, many of whom work as security guards throughout the lonely hours of the night. And guards and other employees also have the ability to call a company operator to discuss work issues anytime of the day or night.

Best Large National Company to Work for in Latin America 2014

Winner

Liderman


45

These extraordinary measures to foster connectivity are part of Liderman’s conscious effort to build a positive work environment. The company’s CEO Javier Calvo Pérez Badiola even calls himself “culture guardian.” Pérez Badiola says a trusting culture is particularly critical in the security industry in Peru. Criminal acts often go unpunished in the country, he says. And temptations to rob or steal while on the job are significant. A Liderman security guard earning $400 a month may be responsible for safeguarding jewelry or other valuables worth $10,000,000, Perez Badiola says.

But the company turns this enticement on its head with a motto that stresses personal integrity: “We are worth what we care for (“valemos tanto come lo que cuidamos”).”

Liderman’s workplace culture doesn’t just benefit employees. It has brought business success, Pérez Badiola says. The company’s high level of trust means fewer middle managers are needed to supervise staff. And the firm’s record of dependability has leant it such prestige that major global businesses turn to Liderman in Peru. Among the company’s clients are Telefonica, Kimberly-Clark and Hilton. What’s more, the success in Peru has prompted Liderman to expand into Ecuador.

Pérez Badiola calls Liderman’s culture a “human culture.” The focus on caring relationships with employees and their families is invaluable to Liderman, but it has been earned over time, Pérez Badiola says. “It definitely takes years to develop,” he says.

4746

Arturo Gutiérrez de Piñeres sees his job as much more than providing natural gas to the southwest región of Colombia. To Gutierrez de Pineres, serving as general manager of Gases de Occidente is also about creating a workplace culture that inspires upstanding behavior among his 471 employees and ultimately betters Colombia.

“We need good citizens in our country,” he says. “So we are preparing our people to be good citizens.”

This commitment to improving society, along with generous benefits and close attention to nurturing a high-trust work environment, has helped to make Gases de Occidente the top medium-sized workplace in Latin America this year.

Gases de Occidente has been in business for 15 years. It was founded on an employee-first philosophy, Gutiérrez de Piñeres says. “We started from the beginning with this principle that we have to respect the people, care for the people,” he says.

Gases de Occidente’s corporate culture starts with its hiring. In assessing job candidates, 50 percent of their evaluation centers of technical skills. The other half of the evaluation concerns character, including interpersonal relationship skills. “We look for people who can relate to others with good humor, who are kind,” Gutiérrez de Piñeres says.

Once they join the company, employees—and their families--can expect plenty of support in terms of their personal and professional development. For example, Gases de Occidente will help pay an employee’s tuition to attend college, if the course of study directly relates to their job. The amount of the support varies depending on the employee’s grades, and can cover as much as 90 percent of the fees. Educational grants also are available to family members of employees.

Best Medium-size Company to Work for in Latin America 2014

Winner

Gases de Occidente


47

Gases de Occidente team members also benefit from a strong focus on hiring from within. Last year, more than half of the open Jobs—36 of 63—were filled by internal candidates.

These sorts of people practices have fueled the utility’s company’s business results. Earnings before interest, taxes, depreciation and amortization—or EBITDA—rose 18 percent last year. EBITDA per employee climbed from $146,000 per person to $162,000 per person.

Gutierrez de Piñeres says practices designed to create a caring, respectful culture are key to long-term success. “These policies are good for sustainability in our business,” he says.

Promoting values like trust and responsiblity in the workplace also aids the region’s development—and more and more businesses are taking on this task.

“We share a lot of information with companies from Chile, Ecuador, Bolivia, Peru,” Gutierrez de Piñeres says. “We all have corporate social responsibility policies. In Latin America, we think this is a good way to influence society.”

4948


49

Awards and Award Winner Profiles

Great Place to Work® would like to recognize three companies for extraordinary practices in three of the nine Culture Audit© Practice Areas.

As part of 100 Best Workplaces in Latin America in 2014, Great Place to Work® is proud to present three special awards for Community Involvement, Innovative Hiring, and a Culture of Fun. The award winners were chosen from among the 100 companies that appear on this year’s three lists. All companies were eligible, regardless of size. To be considered for the award, we looked at the breadth and variety of programs and policies in each of these areas that distinguish Best Workplaces from their counterparts.

The awards are based upon the nine Culture Audit(c) Practice Areas, the areas where companies can effectively build high levels of trust – and therefore a great workplace. The nine practice areas are organized along three core themes: achieving organizational objectives; people giving their personal best; and working together as a team or family.

5150

We present three awards each year, cycling through one of these three core themes. This year’s awards cover the theme of “Working together as a team or family” and feature awards for Sharing (community involvement), Hiring (innovative hiring) and Celebrating (a culture of fun).

Microsoft Chile earns this award because its community impact initiatives are generated and delivered by employees, and because they integrate seamlessly with Microsoft’s vision. Instead of employees volunteering in programs chosen in a top-down way by the company, Microsoft employees designed and provided training programs for the community based on the needs they saw.

Microsoft has a mission to narrow the technological gaps across communities and social classes in order to allow individuals and businesses to reach their potential. In Chile, employees have worked to reach this goal through a number of initiatives.

In one case, Microsoft employees worked with both their hands and minds with a group called “Roof.” Employees took a day off of work to

build a meetinghouse in a marginal area of Chile’s capitol Santiago. The purpose of the facility involved giving new opportunities for children and parents in the area through technology workshops and classes.

Another Microsoft initiative in Chile is the support provided to an institution that grants credit to low-income entrepreneurs in rural areas. Microsoft employees created a program called “Boost your Business through Technology,” in which they trained people on the basics of how to develop small businesses and became active participants in the development of the businesses.

Microsoft Chile employees also have a “Social Action” program. This involves quarterly projects to help citizens in need, such as collecting clothes in winter for children.

SHARE“Involvement in the Community”

Winner:

Microsoft ChileRunner Up: - Sodimac Latinoamérica- Telefónica Movistar Latinoamérica


51

Banco Santander Rio Argentina wins this award because it has a wide variety of recruiting programs that reflect their unique corporate culture, consider people at different career stages and provide personalized experiences to candidates.

To attract young talent, Santander Rio grants scholarships to university students to work for a number of months as interns. For both new graduates and experienced workers, the company relies partly on technology. Rio Santander has established a strong social media presence. The bank connects with candidates and employees through Facebook.

In addition, the Rio Santander corporate blog acts as a recruiting tool. This blog, open to the public, narrates what it is like to work in Rio Santander. By exposing their culture and practices, the bank allows job seekers to evaluate how well they would fit prior to applying for jobs. Rio Santander employees help

disseminate the blog content. Team members can include a link to the blog in their LinkedIn profiles and forward it to colleagues and friends, inviting those contacts to post comments. In this way, the company encourages a personal connection with possible new recruits.

The attention to close relations continues with the interviewing process at Rio Santander. Job candidates have “cultural fit” interviews not only with human resources officials and hiring managers, but also with members of the teams they might join.

Rio Santander’s recruiting isn’t just about external candidates, however. The bank also emphasizes promotions from within the organization. It provides a tool called “My Profile” that allows employees to document their expectations and interests, and is part of the way company encourages employees to take charge of their careers.

HIRE“Innovative Hiring” Winner:

Banco Santander Rio ArgentinaRunner Up:- Dell Latinoamérica- Transbank Chile

5352

CELEBRATE“Culture of Fun” Winner:

Atento PeruRunner Up:- Kimberly Clark Salvador- Gazin

The call center services company wins this award because it puts fun in the hands of employees. A group of employee volunteers called the “motivators” generates ideas for new activities, proposes innovative projects, and polls employees regarding their preferences. In addition to counting on the “motivators,” Atento Peru regularly gathers data from employees about activities. The company frequently checks in with focus groups of team members, and also surveys employees right after events to gauge satisfaction levels. Among the fun activities at the company are marathons, talent shows and anniversary celebrations.


53

Methodology

The following is a description of the methodology used for the country-by-country analysis of trust trends, the examination of regional best workplaces over time, and the annual Best Workplaces in Latin America list.

Country-by-Country AnalysisOur study of trust levels in the best workplaces in different countries from 2009/10 to 2013/14 centers on Trust Index scores. Trust Index scores reflect the average response of employees to 58 statements that capture the trust, camaraderie and pride within a company. The scores for all the statement are averaged for an overall company Trust Index score. We took the average of overall Trust Index scores for all companies

on national best workplaces lists to create a Trust Index benchmark for each country for each year in the study.

By national lists, we refer to the central annual lists of best workplaces published by Great Place to Work affiliates in Latin America. We did not include local or industry-specific lists such as those produced for Rio de Janeiro in Brazil or the telecom industry in Mexico. Nor did we include the Mexico list of the best government agencies to work for.

The standards by which companies earned positions on some national lists in Latin America rose between 2009/10 and 2013/14. This increase may partially explain the rising trust levels in best workplaces in some

5554

companies. But it would be a mistake to view the trust level gains as merely reflecting a higher bar that a reduced number of organizations could clear. Four of the seven countries with increased trust in their best workplaces either saw the number of companies on their list remain the same or grow from 2009/10 to 2013/14. Countries with additional companies on their lists include Chile, the country with the largest jump in Trust Index scores.

Regional Best Workplaces AnalysisThe regional analysis is based on Trust Index scores of companies on the Best Workplaces in Latin America lists. For each year from 2006 to 2014, we found the average of overall Trust Index scores for the companies on the Best Workplaces in Latin America list to create an annual benchmark.


55

The Best Workplaces in Latin America 2014A company must have appeared on a best workplace list in one of the countries of Latin America in order to be a candidate for the regional list. All the companies appearing on a national best workplace list in Latin America are evaluated with the same methodology: the Trust Index employee survey, which counts for 2/3 of the final grade, and the Culture Audit evaluation of people practices and policies, which counts for the final 1/3 of the grade.

In 2014, the Best Companies to Work for in Latin America appear in three lists:

• Best Multinational Workplaces

• Best National Workplaces – More than 500 employees

• Best National Workplaces – Between 50 and 500 employees

To come up with the three lists, candidate companies were divided into two groups, one for domestic and the other for multinational companies. Additionally, domestic companies were divided into two groups according to the number of employees in their workforce. This approach allows us to compare companies with the same profile.

5756

Multinational companies were eligible for inclusion on that list if they met the following criteria:

• The company had at least 1,000 employees worldwide

• At least 40% of the company’s employees work outside the country where it is headquartered

• The company has been recognized on at least three national lists in Latin America

To create the regional lists, companies are evaluated and win a place on the list using the same criteria that earns them the right to appear on a national list. However companies competing within multinational category receive extra points according to the number of countries in which they participate in the region, as well as the total number of employees who engaged in the survey process. Consequently, multinational companies receive credit for their efforts to become a great workplace if they survey

employees in several countries. The more countries in which a company is participating in a national Best Workplaces List competition and the more employees they cover in the survey, the higher the credit the company receives.

When multinationals become part of a regional list they can only occupy one position on the list. The scores of these companies are averaged and weighted by the number of workers surveyed. Multinational scores are only averaged for companies that share a common culture—as seen by consistent human resources policies and practices as well as shared values--between countries.


57

©2014 Great Place to Work® Institute, Inc. Todos los derechos reservados

Documents

Getting Better All the Time: Best Workplaces in Latin America 2014