Fortune magazine recently named Internet search engine giant Google the best company to work for in America. The ranking, based on survey responses from over 100,000 employees working at over 440 companies, hinged largely on the number and nature of amenities offered to Google employees. Those on-site amenities include: laundry and dry cleaning services, general practioners, auto mechanics, massage therapists, workout rooms, game rooms, a swimming spa, even a gourmet café. Tennessee employers can rest assured the water cooler talk around the office the day that study was published likely included some work place comparisons. All this begs the question, “what really makes a best employer?”

Human resources outsourcing and consulting services company Hewitt Associates recently undertook its own survey of companies and employees on three continents to answer that question. The findings included:

*Best employers have an inspired leadership that maintains visibility and communication with employers, remains clear and focused on the company’s goals and direction and encourages openness and involvement among its employees.

*Best employers cultivate a unique company culture and focus on hiring the “right fit,” not just the “most qualified” for open positions.

*Best employers focus on growing their own talent and provide opportunities for their employers to improve as professionals and advance within the company either through training or enhanced responsibilities.

*Best employers instill a strong sense of responsibility and accountability in employees, emphasizing fair pay while demanding results and celebrating successes.

*Best employers align their HR programs and practices with business strategies and performance expectations, for instance by leveraging leading edge HR programs like work flexibility, telecommuting and job sharing to achieve greater output than traditional settings.

Why does it matter? Because it pays to be a best employer. According to the Hewitt study, best employers consistently outperform their competition in revenue growth, profits, and shareholder returns, not to mention retaining employees at a much higher rate and having more passionate workers.

Apparently cappuccino bars, office gyms and stock options aren’t what CEOs need in their arsenal in order to hire and maintain great employees that can push a company to the top of the heap. Turns out what workers really want—respect, recognition, opportunity and communication—requires more effort and sincerity to deliver.