A Great Place to Work® - What it

means, what it takes and why is

it important

Great Place to Work® Institute, India

GREAT PLACE TO WORK®

MODEL & FRAMEWORK

Employee

...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…..

A great place to work is one where you

3

Trust is the Key Driver…

Employee

... give their

personal best

Job

... and work together as

a team/family

Other Employees

achieve

organization’s

objectives

Management

in an environment of Trust…..

And that enables one to

Essential elements of a Great Place to

Work

Individuality is valued

Welcoming Atmosphere

Part of something larger

Two way Communication

Manager’s Competence

Integrity – Reliability of Management

Professional Support

Collaboration

Demonstrated Caring

For the Job

About my Team

With the Organization

Equity

Impartiality

Justice

T

R

U

S

T

Credibility

Respect

Pride

Fairness

Camaraderie

Two employees may have different

experiences in the same organization…

“ Oh, he is ok if you get on the right side of him”

Two Lenses

Two parameters…

Employee Response captures employee

experience through an

anonymous survey

Organization Response captures people practices

at the workplace

The best workplaces have effective people

practices that support positive employee

perception

Cu

ltu

re A

ud

it©

Sco

re

Trust Index © Score ( Employee Survey)

Lo

w

Hig

h

Low High

Culture promotes trust Transactional Culture

Good Cultural Foundation The Best Cultures

9

Why be a Great Place to Work?

“100 Best” vs. Stock Market 1998-2009

Cumulative Return

0%

50%

100%

150%

200%

250%

"100 Best" Reset

Annually

"100 Best" Buy and Hold

S & P 500 Russell 3000

224%

111%

42% 47%

SOURCE: Russell Investment Group, 2009

Performance of "100 Best“ Cumulative return in percentage terms

"100 Best" Russell 3000 S&P 500

SOURCE: Russell Investment Group, 2009. Data from Fortune “100 Best”

“100 Best” vs. Stock Market 1998-2009

Cumulative Return

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

Are Great Workplaces Great Companies?

11 out of 18 Companies featured in “Built to Last” by Jim Collins also feature in Great Place to Work® Institute’s 100 Best Companies to work for in America* 1.Nordstrom 2.Marriott International 3.American Express 4.Merck 5.Procter & Gamble 6. Hewlett-Packard 7.Johnson & Johnson 8.Wal-Mart Stores 9.3M 10.IBM 11.Motorola

* Published by Fortune magazine in US

Roadmap to become a Great Place to Work

THE JOURNEY…

©2010 Great Place to Work® Institute, India. All Rights Reserved

Our Methodology

Laying the Foundation People Philosophy

Institutionalize- Building the Roof Employer Brand

Strengthening the Foundation Building Key Differentiators

Building the Pillars Building People Manager Competencies

Phase 1: Building the Foundation -

Articulating a People Philosophy

• A clear understanding of how their people are linked to their business.

• If the leadership team does not have clarity in this area then this is the starting point.

FedEx : P-S-P

Phase 2 : Strengthening the

foundation

The “differentiators” in a great workplace:

Equity Reliability

Impartiality Caring

Phase 3 – Building the Pillars – creating

great people managers

Employee Experience

People Practices

1.Hiring 2.Welcoming 3.Inspiring 4.Speaking 5.Listening 6.Collaborating 7.Redressing 8.Thanking 9.Developing 10.Balancing (Caring) 11.Supporting (Caring) 12.Including (Caring) 13.Celebrating & Enjoying 14.Rewarding (Sharing) 15.Contributing (Sharing)

HR Processes •Recruitment •Induction •Performance Management •Employee Communication •Training •Rewards and Recognition •Talent Management

Manager’s Competence •Employee engagement •Communication •Goal setting and Feedback •Coaching skills •Appreciation and Recognition •Quality management •Conflict resolution

What is missing in current modes of

training?

1. Only focuses on skill building

2. Absence of practical tools and techniques to drive change

3. Not clearly measurable in terms of improvement in workgroup results

4. No focus on managers actions around people practices

5. Inadequate follow up mechanisms to ensure change

23

The Giftwork for Managers

Proposition

24

INFORM

EQUIP

EMPOWER

Employee Survey

Manager Scorecards

Recognize the best managers

The Giftwork for Managers

Proposition

Enable managers to assume responsibility for making change

Develop managers’ skills to create trust-based, high-performing teams

Increase the rate of successful implementation of programs, policies, and practices by teaching managers how to successfully present them to employees

Reduce the risk of low morale and low productivity by giving managers the tools to lead, inspire and motivate

25

Putting the roof – articulating and

institutionalizing your employer brand/

employee value proposition

Factors have a disproportionate impact on overall employee sentiment in an organization. 1. Attracting talent for key positions - People want to

associate themselves with outstanding talent.

2. Equity – Less visible hierarchy, More egalitarian spirit and More equitable power distribution

3. Creating a fun place to work – A young India and a young workforce want to enjoy their work life and their time at work.

India’s Best Companies 2011

To participate in India’s Best

Companies to Work For – 2012 Study

Register at www.greatplacetowork.in

Or, write to

greatplace@greatplace.in