great place to work presentation

Great Place to Work® Institute

We have a lot of knowledge about what makes a great workplace

Engagement Models

...have pride in what you

do

Job

...and enjoy the people you

work with

Other Employees

Trust the people you

work for...

Management

Relationships are the key…..

Trust is the Key Driver…

We have a lot of knowledge about what makes a great workplace ..

Employees’ definition of a great place to work

achieve

organization’s objectives

give their personal best work together as a

team/family

Employee

Manager’ s definition of a great place to work

We know why it is important

SOURCE: Russell Investment Group, 2010

“100 Best” are essentially the Best Companies as per GPTW’s assessment.

We know why it is important

Voluntary Turnover: India Top 50 vs Industry Average

*Source – Best Companies to Work For – 2011 study

18%

6%

14%

14%

13%

21%

13%

19%

21%

17%

0% 5% 10% 15% 20% 25%

Financial Services & Insurance

Manufacturing & Production

Professional Services

Construction & Real Estate

Telecommunications

Overall Industry 2011 India Top 50 2011

We know why it is important

We know leadership matters

We have read all there is to read in HR …

The result: Only few organisations are really great places to work

• 71 percent of American workers are "not engaged" or "actively

disengaged” (Gall-up 2011)

• Country with highest employee turnover – India (Hewitt Associates 2009-

10)

• 69 percent of employees report that work is a significant source of

stress (American Psychological Association, 2009)

• 52 percent of employees simply don't believe the information they

receive from managers (Discovery Surveys, Inc.)

• 47 percent of employers think that employee trust has declined (Hewitt

Associates LLC, 2009, p. 2)

http://www.gallup.com/poll/150383/majority-american-workers-not-engaged-jobs.aspx http://www.deccanherald.com/content/32381/high-attrition-continues-shadow-corporate.html http://www.leader-values.com/Content/detail.asp?ContentDetailID=945 http://www.apa.org/practice/programs/workplace/phwp-fact-sheet.pdf

What Employees Perceive:

Credibility

Respect

Pride

Fairness

Camaraderie

T

R

U

S

T

What HR Does

What Leaders Do

So, what is the missing link?

Management Inputs:

This is the missing link!

The Line Manager!

“Transforming” this person is a multibillion

dollar business

The “to-do” checklist keeps getting longer…. Not one item has been removed in the last decade!!

“Transforming” this person is a multibillion

dollar business

Has it transformed the People Manager? If Not

Why?

What HR Does

Credibility

Respect

Pride

Fairness

Camaraderie

T

R

U

S

T

What Leaders Do

Competency Development

What Employees Perceive:

What Managers Do:

Management Inputs:

Let’s take an example of what a manager does everyday

Let’s take an example of what a manager does everyday

Scenario 2

• Discuss an example of a time when you were part of celebrating a team achievement (either

as the team leader or the team member)- which made you feel that it was a great workplace.

• Please share in brief what was done & how was it done.

• Now from each table share one example of celebration and also how was it done which made it special.

Giftwork®

• Gift-work: an interaction in the workplace where an employee or manager gives more than is expected or required for the sake of the organization or the relationship.

• It is evident when someone invests more:

– time,

– effort or energy,

– thought and

– concern for another person

Human work is

not a commodity!

Giftwork® ….

It is not about

what you do but

how you do it!!!

Giftwork® ….

How is Giftwork® different?

Transaction like Gift -like

Goal is individual advantage Goal is mutual growth for both parties

Low Risk High Risk – Vulnerability

Limited Information Transparency

Transaction completes obligation

Open-ended Relationship

Same for all Highly Personalized

Currency is money Currency is Trust

Characteristics of Giftwork® -

Unique

Generous

Fits the context individualized

together

UGIFT

What Can a People Manager do?

What HR Does

Credibility

Respect

Pride

Fairness

Camaraderie

T

R

U

S

T

What Leaders Do

Competency Development

What Employees Perceive:

What Managers Do:

Management Inputs:

in some of what

he does every day

Practice Giftwork®

Employee

... give their

personal best

Job

... and work together as

a team/family

Other Employees

achieve

organization’s

objectives

Management

What a manager does every day

• Inspiring • Speaking • Listening

• Thanking • Caring • Developing

• Hiring • Celebrating • Sharing

Building trust in the workplace is a powerful investment in your team and in your company.

34

WHAT MANAGERS DO

Why do Giftwork®?

• Too busy – what is going out of my “To do” List?

• Comparison – external criteria for success

• Blaming- externalizing the root cause

• Meaning- finding purpose, significance and connectedness

Doing the wrong things well is more important than doing the right things badly!!

Why would smart people managers still not practice

Giftwork®?

Source: Adapted from Prof. Thomas DeLong’s work

• After each session please discuss as a table one practice that either

• The Organization can implement to support the people manager, or

• The people manager can implement himself

• The practice must meet one or more of the

UGIFT criteria

How to take the most out of each session?

Thank You

A