2. We have a lot of knowledge about what makes a great workplace Engagement Models
3. We have a lot of knowledge about what makes a great workplace .. Management achieve the people you Trust organization’s work for... Trust is the Key objectives Driver… Employee Job Other Employees ...have pride in what you ...and enjoy the people you give their personal best work together as a do work with team/family Relationships are the key….. Manager’ s definition of a great place to work Employees’ definition of a great place to work
4. We know why it is important
5. We know why it is important SOURCE: Russell Investment Group, 2010 “100 Best” are essentially the Best Companies as per GPTW’s assessment.
6. We know why it is important Voluntary Turnover: India Top 50 vs Industry Average 17% Telecommunications 13% 21% Construction & Real Estate 14% 19% Professional Services 14% 13% Manufacturing & Production 6% 21%Financial Services & Insurance 18% 0% 5% 10% 15% 20% 25% Overall Industry 2011 India Top 50 2011 *Source – Best Companies to Work For – 2011 study
7. We know leadership matters
8. We have read all there is to read in HR …
9. 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 dont 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
10. So, what is the missing link?What Employees Management Perceive: Inputs:T What Leaders Do CredibilityRU RespectS What HR DoesT Fairness Pride Camaraderie
11. This is the missing link! The Line Manager!
12. “Transforming” this person is a multibillion dollar business
13. “Transforming” this person is a multibillion dollar businessThe “to-do” checklist keeps getting longer…. Notone item has been removed in the last decade!!
14. Has it transformed the People Manager? If Not Why? What Employees What Managers Management Perceive: Do: Inputs: What Leaders Do CredibilityTR RespectU What HR DoesS FairnessT Pride Camaraderie Competency Development
15. Let’s take an example of what a manager does everyday
16. Let’s take an example of what a manager does everyday Scenario 2
17. • 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.
18. 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
19. Giftwork® ….Human work isnot a commodity!
20. Giftwork® ….It is not aboutwhat you do buthow you do it!!!
21. How is Giftwork® different? Transaction like Gift -likeGoal is individual advantage Goal is mutual growth for both parties Low Risk High Risk – Vulnerability Limited Information Transparency Transaction completes Open-ended Relationship obligation Same for all Highly Personalized Currency is money Currency is Trust
22. Characteristics of Giftwork® - UGIFT together GenerousUnique individualized Fits the context
23. What Can a People Manager do? What Employees What Managers Management Perceive: Do: Inputs: What Leaders Do CredibilityTR RespectU What HR DoesS FairnessT Pride Camaraderie Competency Development
24. Practice Giftwork®in some of whathe does every day
25. What a manager does every day Managementachieveorganization’s • Inspiringobjectives • Speaking • Listening Employee Job Other Employees... give their ... and work together aspersonal best a team/family • Thanking • Hiring • Caring • Celebrating • Developing • Sharing
26. Why do Giftwork®? Building trust in the workplace is a powerful investment in your team and in your company. WHAT MANAGERS DO34
27. Why would smart people managers still not practice 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 connectednessDoing the wrong things well is more importantthan doing the right things badly!! Source: Adapted from Prof. Thomas DeLong’s work
28. How to take the most out of each session?• 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