Marcella Bidinost looks at what makes a dream workplace and suggests how to find one.

Tourism Queensland has its work cut out with its Best Job in the World promotion. Who wouldn't want to land the $150,000 contract to live in luxury on Hamilton Island for six months while swimming, snorkelling and blogging about the experience? So far, just the 10,000-odd applications have been submitted.

But, snorkelling on the job aside, what makes a truly great workplace? Is it the perks, the people, the place, or the number of days under the quilt? Australia's Great Place to Work Institute, which recognises Australia's best companies to work for, gives all four the nod. At the heart of its definition of a dream workplace is that employees "trust the people they work for, have pride in what they do, and enjoy the people they work with".

Of course, proving that is no doddle, says institute consultant Zrinka Lovrencic, who, until the March15 cut-off, is on the receiving end of the Best Companies to Work for in Australia submissions.

"In a great workplace, quality and trust is present in every relationship," she says. "People co-operate and collaborate, which leads to positive interactions, higher profits and greater productivity." According to the institute, five trust-building elements found in the best workplaces are credibility, respect, fairness, pride and camaraderie.

Making the final cut on the institute's first-ever Australian list in 2008 were the Australian Institute of Health and Welfare, Dow Corning, Google, McDonald's, Morgan Stanley, NetApp, Russell Investments and Seek. According to the institute's director Chris Taylor, what sets these organisations apart is their tendency to operate with a fairly flat management structure, with open lines of communication and with hiring practices that involve team members and management. Other initiatives include buddy systems and effective new employee-welcoming policies.

Russell Investments made the list because each associate is valued first as an individual - one with a life outside the company - and then as an associate. In its award summary, the institute reported that Russell Investments believes "that people who have happy, fulfilled family lives make better associates. They put their associates before clients, and recognise that associates should put their family before work."

Staff at Russell Investments are also encouraged to serve their communities in meaningful ways and pursue personal goals - even ones unrelated to the business. They also receive an annual $1000 lifestyle allowance to spend on any activity that enhances their wellbeing.

A winner at the 2008 Equal Opportunity for Women in the Workplace Agency Business Achievement Awards, Mercy Health's chief executive John Ballard was recognised for his leadership and commitment to an inclusive workplace.

Mercy Health offers a school holiday program, a parents' support network, a nurse bank, plus future leaders and ethos programs. Staff retention rates are at 98per cent while most senior management positions are held by women. Half the staff access some form of workplace flexibility and the average tenure of permanent employees is 8.5years.

"I take a holistic view of each person and understand that no one can leave their home life behind when they come to work," says MrBallard.

The Great Place to Work Institute reports that dozens of similar studies arrive at the same conclusion: good workplace practices can help the bottom line. "What's equally significant," it reports, "is that there have been almost no studies that conclude the opposite - that good workplace practices hurt the bottom line."

The annual Hewitt Best Employers in Australia and New Zealand studies and awards show a similar link between levels of employee engagement and virtually every measure of company performance.

Last year, Hewitt awarded global business consulting firm Bain & Company its best employer award for, among other key factors, earning the commitment and loyalty of staff and encouraging them to bring out their best.

According to David Brown, market manager of Hewitt Australia and New Zealand, the best workplaces provide career opportunities, recognition for work successes, and encourage people's contributions.

In its 2008 survey, Hewitt's largest-ever investigating the values of Australian employees, three new factors also emerged, says Mr Brown: "Building a company culture that fosters productivity by 'walking the talk' and having company values that align with employees' personal values; having middle managers who understand and support business strategies; and building a diverse work force."

Margherita Larne-Jones, senior consultant at Human Synergistics Australia, says the best workplaces are where "you value creativity, quality over quantity, both task accomplishment and individual growth, and where people act with integrity. You manage in a participative and person-centred way, and people are encouraged and expected to take responsibility for their actions."

She suggests a dream workplace can be spotted by asking questions about how decisions are made, how people learn, what happens when things go wrong or when ideas are offered for improvements or change. And for a little more perspective, she suggests asking: "If I were a customer of this organisation, what would I say about the service I receive?"