-Metamorphosis

Ms. Neerja Verma

What does a CEO do ?◦ Takes care of all the stakeholders

Customers Employees Owners

What's wrong with what we are?◦ We need to create wealth but are struggling with

wealth erosion? Do we just need great companies?

◦ We need great leaders, great managers, great peers, great contributors

Great people management equals great shareholder value

Based on Gallup’s extensive research on Employee engagement model◦ It is not a single hypothesis, but based on

‘evidence based management’◦ Each element is eminently actionable◦ Gallup has been able to show strong correlation

between significant improvements in these elements and business outcomes

It provides a way to take action on every leader’s favorite cliché ◦ – “Our employees are our greatest asset”

Job clarity

◦ I know what is expected of me◦ Its not about understanding what my job is but

how it fits into the role of others◦ Its not about what we need to do, but what we

need to achieve – clarity about outcomes

Materials and equipment◦ I have the materials and equipment to do my

work right◦ Lack of material and tools is a major stressor at

work

Only 1/3rd of the workgroups strongly agree The one who knows what she needs is the

one doing the job

Matching strengths to jobs◦ At work, I have the opportunity to do what I do best

everyday.◦ Matching each persons skills, talent and knowledge to

suit the teams’ needs

Developing the innate talent into strengths and apply these strengths to the work results

◦ Greater engagement ◦ Higher productivity ◦ Managers that focus on strengths rather than

improving weakness are twice as better managers

Recognition and praise ◦ In the last seven days, I have received recognition

or praise for doing good work.◦ The seven day limit is important◦ The Best leaders always find something to praise◦ Praise outnumbers blame for very high

performing teams (ratio of 5.6:1) Scientists believe that all of us are hard

wired to notice bad things (negativity bias) We also have this strange feeling that we

are not good at giving praise…. Remember “givers gain”

Caring about the people you work with◦ My supervisor or someone at work seems to

care about me as a person ◦ I feel I really belong if someone cares◦ I want someone to care genuinely and listen

carefully Those who feel cared about are 22% less

likely to leave the organization Be real, show humility, be human

Mentoring◦ There is someone at work who encourages my

development.◦ We all need a personal guide, be it our manager,

peer or anyone who can help steer our way successfully through life

◦ Mentoring works not as a formal program but What works is that two people find each other at a

time when – one is in need of help and other willing to give help

Valuing employee opinions◦ At work, my opinions seem to count.

We delight in malicious compliance or sullen capitulation People come to work with their brains use

them for collective good Start asking your team solutions rather than

telling them and use their input

Connecting to a noble cause◦ The mission or purpose of my company makes me

feel my job is important.

2/3rd of top management agree, and 1/3rd of field managers agree

One for all and all for one◦ My associates or fellow employees are committed

to doing quality work.◦ Identify and remove the slacker

The leader can no longer hide – set high standards and do not fail to punish the deviants

Who ever is your lowest sets the standards for the team’s performance, if condoned for long

I have a best friend at work◦ I know I am not going to be left alone when in

trouble◦ It’s a level of trust that I will be pulled out of water

I am allowed to learn from mistakes

How much we make it possible for people to become friends

Regularly talking about individual progress◦ In the last six months, someone at work has

talked to me about my progress.

Formal appraisal systems are good but what is better is D2D coaching and feedback-◦ Regular, personal two way communication

Opportunities to learn and grow◦ This last year, I have had opportunities at work to learn

and grow.

This is about that drive to make one grow:◦ Care about what the team wants at least listen◦ Try and learn what makes each person tick◦ Help each person to sort out a plan for growth 

Is one that: ◦ Learns and improves by openly identifying and

examining its own weaknesses. ◦ Organizations with a just culture are as willing to

expose areas of weakness as they are to display areas of excellence

◦ They feel safe and emotionally comfortable “I feel respected by everyone in each

work interaction I have."

An IT organisation having manpower of 2,750 (Approx); to manage this manpower they have a HR-Team of 28 people (12 in Recruitment; 9 in HR-Operations and 7 in employee relations). Now, look at these statistics:

Attrition rate in the above-mentioned company is as high as 32 % Every month they pay 300,000 - 500,000 INR to recruitment vendors. Every month they get 15-20 % salary related queries (Attendance, Leaves etc) HR people in most of the ITES-BPO companies are busy only in recruitment, settling full-and-finals and to some extent database management.

Now look at this, as per a survey done by, Virgin Management Consultants; 77-84 % HR professional don't know the business of company More than 92% HR professionals are novice to economic reforms and economic growth of the country 69-76% HR professionals are even aware of role and expectations of a HR. 86% of HR Professionals are not aware of the business model of their organization As much as 89% HR professionals are not aware of the effect of Financial Bills of their salary.

Empowerment Dignity Respect Appreciation Fairness Trust

This should be a CONSISTENT feature

neerja.verma@gmail.com