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What makes a desirable workplace for one person will be less than desirable for another and no matter how good someone’s qualifications are, if they don’t fit with the culture then the relationship won’t work on either side
For the fourth year in a row Hart in Hampshire has been named as the most desirable place to live in the UK. The survey conducted by the Halifax combines factors such as sunshine, amenities, life expectancy, employment and crime rates to calculate an overall ‘desirability’ score.
The top 50 list is, perhaps unsurprisingly, dominated by South East districts although Rutland has made number four on the list. Perhaps surprisingly, there is no place on the Halifax list for St Ives in Cornwall which has recently been voted the ‘most ideal’ place to live in a Rightmove survey.
This discrepancy does though highlight the way in which individual factors can be combined in a variety of ways and that what is seen as desirable to one individual or organisation may not receive the same level of praise from another. It’s a lesson which many business leaders would do well to remember, particularly when trying to engage employees or align the aims and values of the organisation with customer needs. What makes a desirable workplace for one person will be less than desirable for another and no matter how good someone’s qualifications are, if they don’t fit with the culture then the relationship won’t work on either side.
The more a business is clear and open about its own value set the more it can attract employees who will fit into the culture of the organisation and become engaged in its aims. Freewheeling or structured, hierarchical or collaborative; unless you are clear about the beliefs and behaviours of the organisation you haven’t got a hope of creating synergies which will benefit the organisation, employees and customers in the long term.