What it takes to be a great place to work

There are a few moments in your career that stop you, even briefly, and make you reflect.

Seeing Walker & Dunlop named to the Fortune 100 Best Companies to Work For® list for 2026 was one of those moments for me because of what it represents. As a CHRO, I understand how much work, care, and intention go into that outcome, and how everyone across the organization contributes to it every day.

What makes the recognition meaningful is the perspective behind it. It reflects what employees are saying about how they are supported, how they are growing, and how they feel about the organization. That is what makes it both rewarding and humbling.

A recent Walker Webcast conversation with Michael Bush, CEO of Great Place To Work, offered a chance to step back and think more deeply about what it takes to build and sustain that kind of environment.

You can read the full announcement in the press release.

The role of leadership and belief

One of the clearest takeaways from the discussion is that great workplaces begin with a shared belief: business performance and people experience are directly connected.

Leaders who embrace that connection make different decisions. They prioritize culture. They invest in their people. They hold themselves and their teams accountable for results, and more importantly for how those results are achieved in alignment with their values.

That alignment shows up over time as all employees sharing a similar lived experience and results in strong engagement, retention, and long-term performance.

Trust as a foundation

Trust is the cornerstone measure of the Great Places to Work survey. It shapes how employees engage with their work, their teams, and their leaders.

Michael described that employees are asking themselves practical questions every day: Do I feel supported? Do I have opportunities to grow? Do I believe leadership is acting in a way that is consistent and fair?

Organizations that can answer those questions well create stronger, more resilient teams that are collectively invested in driving the business’ performance.

Consistency across the organization

Recognition on the Fortune 100 list reflects something broader than individual programs or initiatives. It reflects consistency.

That consistency requires ongoing attention. It includes how managers lead, how feedback is incorporated, and how different employees experience the organization.

For HR leaders, this is where the work becomes both challenging and rewarding. Rather than focusing on a single initiative, the focus is on how all the elements come together to create a cohesive, positive experience.

Creating space for community

One area discussed in the webcast was the importance of community within the workplace. Employees want to work where they can engage with colleagues, share perspectives, and build relationships beyond their immediate roles.

Employee resource groups (ERGs) have become one of the most impactful ways organizations support that. They provide structured opportunities for employees to connect, contribute, and support one another, while also strengthening engagement across the firm.

A moment of recognition and responsibility

Recognition like the Fortune list is energizing. It is a moment to pause and appreciate the work that teams across the organization have contributed.

At the same time, it comes with a sense of responsibility.

The expectation is to continue building an environment where employees feel supported and valued, regardless of the recognition. That requires ongoing focus, input, and a willingness to evolve.

For me, that is what makes this work meaningful. The recognition reflects the effort. The real priority is continuing to earn that trust every day.

Watch the conversation

For additional perspective, I encourage you to watch the full Walker Webcast episode, which offers a detailed look at how organizations can build strong cultures and sustain them over time.