Over a third of candidates would reject job offer if they disliked the company’s CEO
- 48% would rethink or reject a job offer based on the company’s Chief Executive
- 35% do not trust the leader of their company to ‘do what is right’
- Almost half say that inconsistent behaviour and messages are the primary factors leading to distrust in leadership
- 52% feel CEO’s and leaders have the biggest impact on workplace culture
- 26% feel the biggest value CEOs bring is the ability to ‘lead by example’
33% of professionals in Canada would rethink accepting a job offer based on a company’s CEO – even if they ‘liked’ their line manager – with a further 15% stating that they would outright decline a job offer based on who the CEO is.
The findings come from new research from specialist recruitment firm Robert Walters – unveiling the significant role CEOs and leaders are having on workplaces and professionals in Canada.
According to the poll of +2,000 white-collar professionals, over a third (35%) do not trust the leaders of their organization to do what is right.
Martin Fox, Managing Director of Robert Walters Canada, comments: “Over the last 18 months, the profile of the CEO - and leaders in general - has definitely been raised, and this can be seen across the board right through to government officials, celebrities, and influencers.
“Anyone who has a significant ‘voice’ is feeling the pressure to use it wisely – and increasingly are expected to comment or provide a perspective on a host of different issues.
“With this ‘voice’ comes judgement – and our polls showcase that prospective employees are in fact making career decisions based on a CEO’s opinion, or lack of.”
CEO Front & Centre
According to the Robert Walters poll, over half of professionals feel that the CEO has the biggest impact on a company’s culture (52%) – with a further third (34%) stating mid-management are just as influential. Interestingly just 14% feel that it is the overall employees of an organization that have an influence of the workplace culture.
A testament to the importance of CEO trust can be seen in recent events within the tech industry, where executive decisions have led to strong reactions from employees and the wider company.
In some instances, a CEO's departure or controversial decision has prompted significant employee responses, including threats of mass resignations. Such situations underscore the extreme influence CEOs have on company culture and employee morale, particularly when it comes to navigating challenging decisions like layoffs.
Martin adds: “Increasingly CEO and senior leaders will play a crucial role in turnover, attraction, and retention rates.”
The key to CEO success
Further to findings, 36% of professionals believe that CEOs who ‘lead by example’ bring the most value to a company – whilst 31% put CEO success down to being empathetic and a good listener.
Just over a fifth feel that being decisive and taking advice where needed is the key to winning people in the company over.
Martin adds: “We are finding that an increasing number of professionals want to know that the leaders sitting at the helm of major companies know what they are doing and can lead with confidence and conviction – as well as maintain an empathetic and listening ear to their employees, and even wider society.
“It’s all about being in-touch with the people around you, having a diverse team, and hearing a host of different opinions and mediating on the single best solution to any problems that may arise. No matter how experienced a leader may be – they should never assume they have all the answers.”
The solution: Two-way trust
The 2022 Edelman Trust Barometer found that out of the 71% of employees who felt trusted by their CEO, 87% trusted their CEO in return – whilst the 29% of professionals who didn’t feel trusted by their CEO, only 27% trusted their CEO.
Martin comments: “There are many ways employees develop trust with their CEOs – things like feeling that their opinions are valued, they can express their views and see how they are recognised as well as feeling some involvement or are least aware of the decisions being made.”
Unsurprising results from the poll found that the two most common factors that led to employees distrusting CEOs was leaders delivering unclear and inconsistent messages (43%) and having a ‘hidden agenda and playing into corporate politics.
Other factors that led to employees distrusting were CEOs who lacked a strong voice (17%) – whilst only 4% were led to doubts over a negative reputation.
Martin comments: “The blueprint for building trust is clear – employees want leaders who are transparent and good communicators who maintain a strong, consistent voice. Who aren’t afraid to play an active role in creating a positive culture.
“Reputation, surprisingly, trails behind these other qualities. Showing it’s not always about trying to have the ‘popular opinion’.”
ENDS
For media enquiries contact:
Georgia Peglar
Senior Marketing Executive, Robert Walters Canada
E: georgia.peglar@robertwalters.com
