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Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
Great Places To Work Presentation: RLS 2014
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Great Places To Work Presentation: RLS 2014

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Retail highlight on Great Places To Work at RLS

Retail highlight on Great Places To Work at RLS

Published in: Marketing, Business, Technology
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  • 1. SOME KEY QUESTIONS
  • 2. Are organizations that are great workplaces more successful as well? What is a great workplace? What can organizations do to create and sustain a great workplace culture? Is it easier for small sized organizations to create & sustain a great workplace in retail sector? Do organizations that are great workplaces in retail sector face lesser attrition? Do organizations that are great workplaces in retail sector attract more talent through internal referrals? Do organizations that are great workplaces in retail sector offer longer vacations to their employees?
  • 3. What is a great workplace?
  • 4. A GREAT WORKPLACE IS ONE WHERE EMPLOYEES TRUST THE PEOPLE THEY WORK FOR, HAVE PRIDE IN THE WORK THEY DO AND ENJOY THE PEOPLE THEY WORK WITH. Trust Employees 3 Key Relationships     Credibility Respect Fairness  Relationship With Management Pride  Relationship With Job Camaraderie  Relationship With Other Employees Any workplace can be measured through five dimensions: credibility, respect and fairness (which are attributes of trust), as well as pride and camaraderie.
  • 5. Credibility Two Way Communication Manager’s Competence Integrity – Reliability Of Management Respect Professional Support Collaboration Demonstrated Caring Fairness Equity Impartiality Justice Pride For The Job About My Team With The Organization Camaraderie Individuality Is Valued Welcoming Atmosphere Part Of Something Larger T R U S T We survey over 12 million employees from over 7000 organizations in 50 countries every year
  • 6. What can organizations do to create and sustain a great workplace?
  • 7. A great workplace is where you achieve organizational objectives with employees who give their personal best and work together as a team/family — all in an environment of trust. inspiring achieve organizational objectives help people see how they contribute to an organization’s higher purpose hiring thanking hire people with gifts/talents who fit into the culture to contribute to the organization’s growth show appreciation regularly and in unexpected ways caring celebrating offer distinctive benefits that respond to people’s needs, show concern in times of crisis celebrate organizational and work group successes in distinctive and unusual ways Trust sharing share rewards of mutual efforts equitably with all who helped produce those results and with communities developing help people nurture their gifts to grow professionally and personally work together as a team/family give their personal best listening be accessible so people can ask questions, make suggestions and express concerns speaking provide information honestly and transparently so people can contribute creatively to the organization’s efforts
  • 8. Culture Assessment: Great Place To Work® People Practice© Framework©
  • 9. Are organizations that are great workplaces more successful as well?
  • 10. ORGANIZATIONS THAT ARE GREAT WORKPLACES OUTPERFORM THE MARKET BY 3 TIMES These organizations are also more productive, innovative, sustainable, have 50 percent less employee turnover, and significantly lower costs Independent research studies in the US, India and other parts of the world have concluded that organizations that were identified as great workplace by Great Place To Work® Institute, also outperform market by 3 times.
  • 11. How do we assess organizations for the research study - India‟s Best Retail Companies To Work For?
  • 12. REACH OUT TO ORGANIZATIONS TO PARTICIPATE Inspire organizations to create & sustain a great workplace and register to undergo a Great Place To Work® Assessment. Around 50 organizations from retail sector reached out to Great Place To Work® Institute in 2013-14 to undergo a Great Place To Work® Assessment.
  • 13. ASSESS ORGANIZATIONS TRUST INDEX© 2/3RD WEIGHTAGE An employee survey questionnaire that captures responses through 56 statements based on Great Place To Work® Model© Contains two open-ended questions on areas of strength and areas of improvement CULTURE AUDIT© 1/3RD WEIGHTAGE An in-depth tool to understand various people practices at the organization. Covers nine practice areas as per the Great Place To Work® Framework© Assess participating organizations by administering Trust Index© Employee Survey and Culture Audit© People Practice Assessment - a two lens model that measures employees‟ perceptions and assesses management practices.
  • 14. OFFER ASSESSMENT FEEDBACK REPORTS Based on the measurement and assessment, offer organizations feedback and insights to help them create & sustain a great workplace.
  • 15. RECOGNIZE BEST (TOP 10) RETAIL COMPANIES TO WORK FOR Based on the measurement and assessment, recognize & celebrate organization that are great workplaces in our Best Workplaces Lists.
  • 16. What kind of organizations are these?
  • 17. ORGANIZATIONS OF ALL SIZES CAN BE GREAT WORKPLACES 3 1 3 16 7 1 1 10 4 2 < 500 Employees 500-1000 Employees 1001-2000 Employees 2001-5000 Employees 5001-10000 Employees > 10000 Employees REST BEST Organizations that are great workplaces were found to be distributed across various size based categories. Number of employees includes full-time as and part-time employees.
  • 18. 46 PERCENT OF THE EMPLOYEES ACROSS THESE ORGANIZATIONS ARE 25 YEARS OLD OR YOUNGER 35 Years or Older 13% 26 Years to 34 Years 41% 25 Years or Younger 46% Across these organizations, 87 percent of the employees are younger than 35 years and 46 percent of the employees are 25 years old or younger. All analysis is based on data from 31 organizations that successfully completed the assessment.
  • 19. MOST EMPLOYEES HAVE BEEN WITH THEIR ORGANIZATIONS FOR LESS THAN 2 YEARS 68 percent of the employees at across these organizations from retail sector have been with their current organization for less than 2 years.
  • 20. FEWER WOMEN AT WORK IN RETAIL, YET BOTH GENDERS HAVE SIMILAR PERCEPTION LEVELS Around 82 percent of the employees at these organizations from retail sector are men. There is no significant difference in overall positive perception levels of men and women and both are equal in terms of their perceptions around their workplace.
  • 21. What did we find?
  • 22. PERCEPTIONS REMAIN UNCHANGED FROM LAST YEAR 74% 2013 74% 2014 74 Percent of the employee perceptions were positive in 2013 and there is no change in the same in 2014.
  • 23. REST ARE NOT SIGNIFICANTLY BEHIND THE BEST 88 81 77 70 Grand Mean Overriding BEST REST Scores above represent percentage of positive responses. Grand Mean is the average of 56 core statements in the Trust Index© Employee Survey questionnaire and Overriding is a statement – “Taking everything into account, I would say this is a great place to work.”
  • 24. BEST WORKPLACES FACE LESSER ATTRITION 58% 50% UNIVERSE TOP 10 Percentage of organizations with 25%+ attrition rate. Universe: 31 organizations that successfully completed the assessment.
  • 25. BEST WORKPLACES HIRE MORE THROUGH INTERNAL REFERRAL 39% 50% UNIVERSE TOP 10 Percentage of organizations with 25%+ of the employees hired in last 12 months through internal referral.
  • 26. SENIOR MANAGEMENT AT BEST WORKPLACES TAKE HIGHER RISK ON PAY 65% 90% UNIVERSE TOP 10 Percentage of organizations where 15%+ of the CTC for senior management is variable.
  • 27. MOST BEST WORKPLACES OFFER BIGGER PAID VACATIONS 70% 90% UNIVERSE TOP 10 Percentage of organizations that offer 20+ days of paid vacation in one year.
  • 28. AT MORE BEST WORKPLACES, EMPLOYEES USE FLEXIBLE TIME SCHEDULES 61% 80% UNIVERSE TOP 10 Percentage of organizations where employees are using flexible time schedules.
  • 29. VARIABLE PAY FOR ALL EMPLOYEES IS LINKED TO ORGANIZATION‟S PERFORMANCE 39% 50% UNIVERSE TOP 10 Percentage of organizations where variable pay for all employees is linked to organization and business or team performance.
  • 30. BEST WORKPLACES ARE MORE CONCERNED ABOUT HEALTH OF THEIR EMPLOYEES 48% 80% UNIVERSE TOP 10 Percentage of organizations that have a plan for annual health check-ups.
  • 31. MORE BEST WORKPLACES ARE FOCUSED ON DEVELOPING THEIR EMPLOYEES 58% 70% UNIVERSE TOP 10 Percentage of organizations where individual development plans are drawn for employees across all levels.
  • 32. BEST WORKPLACES ASK FEWER EMPLOYEES TO LEAVE 35% 20% UNIVERSE TOP 10 Percentage of organizations with 5%+ involuntary separations.
  • 33. MORE BEST WORKPLACES PAY BETTER AT SUPERVISORY LEVEL 19% 40% UNIVERSE TOP 10 Percentage of organizations that have INR 5 lakhs+ CTC for employees at „supervisory‟ level in their first year.
  • 34. What are the differences between the best and the rest? – employee perception areas where the difference between the best and the rest is highest.
  • 35. People here are paid fairly for the work they do. Best 72 Best People Practice To facilitate asset building, employees above assistant managerial positions at Titan can buy assets up to INR 6 Lakhs once in every 5 years. The ownership of these assets remain with organization for a period of 5 years and post that the employees can transfer the ownership by paying as less as 5% of the purchase value. Scores above represent percentage of positive responses. Rest 56
  • 36. We have special and unique benefits here. Best 73 Best People Practice Super Fridays: At Puma Sports, every second and third Friday can be considered as half day by employees so that they can address to their domestic chores on a weekday itself and spend more time with family on weekend. Scores above represent percentage of positive responses. Rest 57
  • 37. Management delivers on its promises. Best 76 Best People Practice At Jubilant FoodWorks, employees across all levels post their suggestions around improving productivity on an online website. Such a suggestion is called „Sankalp‟ and employees can track the progress on approval status of their suggestions. This year alone, of more than 3000 suggestions that were received, over 300 were approved for implementation. Scores above represent percentage of positive responses. Rest 60
  • 38. I feel I receive a fair share of the profits made by this organization. Best 69 Best People Practice LEAP: At some Titan stores, all employees are offered a share in store revenue if the store achieves its goals. Greater the achievement, greater the percentage of store revenue given away as incentives. This is equally distributed among all the store employees. Scores above represent percentage of positive responses. Rest 55
  • 39. Management's actions match its words. Best 77 Best People Practice Levi Strauss not just talks green but practices it too. They are committed to responsible procurement and efficient use of forest products. Since the early 1990s, they‟ve had a Sustainable Forest Procurement Policy that applies to all forest products they may procure, including paper, product packaging and hangtags, corrugated, construction and decoration materials, and furniture. Scores above represent percentage of positive responses. Rest 62
  • 40. What moves the needle the most in retail industry?
  • 41. There are opportunities here for my career growth. (0.64) This is a fun place to work. (0.61) I'm proud to tell others I work here. (0.64) Key Drivers Performance of employees here is fairly evaluated. (0.61) There is a "family" or "team" feeling here. (0.62) Figures in the brackets indicate coefficient of correlation with the overriding statement – “Taking everything into account, I would say this is a great place to work.”
  • 42. There are opportunities here for my career growth. I'm proud to tell others I work here. Retention Drivers There is a "family" or "team" feeling here. Employee perception variables with high correlation with employee perception variable indicating retention - "I want to work here for a long time."
  • 43. Key things to remember.
  • 44. Creating & sustaining a great workplace has significant business benefits. Creating & sustaining a great workplace should be made one of the top 3 organizational goals. Fairness - driven by integrity, equity (equal treatment) and impartiality differentiates the best workplaces from the rest. Before an organization become a great place to work, it will have to create the right foundations of a good place to work - share wealth, role-modeling by managers, demonstrate caring and practice candidness in communication. Having created a good foundation aim to be a great place to work by building equity (equal treatment), pride, caring, fun, appreciation and fair performance evaluation.
  • 45. Great Place To Work® Institute works with over 7000 organizations globally every year to help them assess & change their workplace culture and learn & share about creating & sustaining a great workplace. We also identify & recognize great workplaces across the globe in our Best Workplaces Lists. Start your journey towards creating & sustaining a great workplace. Get in touch to undergo a Great Place To Work® assessment. Reach out to us at IN_greatplace@greatplacetowork.com
  • 46. www.greatplacetowork.in

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