1. The ‘ROCKSTAR’ Framework for
Ensuring Blissful Employee Relations
Created & Developed
by
Murad Salman Mirza
Senior Vice President
(Client Advocacy & Organizational Effectiveness)
APAC & EMEA Regions

2. Table of Contents
• Objective
• Introduction
• Definition of the ‘ROCKSTAR’ Terminology
• Pictorial Depiction of the ‘ROCKSTAR’ Framework
• Brief Explanation of the ‘ROCKSTAR’ Framework
• Conclusion

3. Objective
• This presentation focuses on providing a basic
understanding of the ‘ROCKSTAR’ framework
for management to develop positive and
robust Employee Relationship Management
(ERM) practices

4. Introduction
• The ‘ROCKSTAR’ framework is a strategic
approach for institutionalizing ERM initiatives
that drive the virtues of sustaining robust
‘psychological’ contracts and sound
‘professional’ work agreements to engage
employees in gainful organizational citizenship
behaviors

5. Respect
• This refers to the core principle of valuing the
dignity/individuality/cultural richness of
employees working in the organization and
ensuring that their self-worth is not
compromised in any irreparable manner by
upholding the notion of interactional justice*
*http://en.wikipedia.org/wiki/Organizational_justice

6. Openness
• This refers to the core principle of being
receptive to employee feedback in the form of
ideas/thoughts/views/suggestions pertaining
to refining/redefining/revising/reengineering
of various aspects of organizational
processes/practices/policies/procedures and
taking effective corrective/preventive actions
accordingly

7. Communicate
• This refers to the key tenet of
advising/disseminating/rationalizing/interacting
with the employees in a transparent manner
buoyed by the core principles of Respect, Trust
and Openness to alleviate/eliminate the
probability of confusion, resentment, rebellion,
apprehension, regret, discontent, industrial
action and/or any other adverse outcome

8. Kudos
• This refers to the key tenet of recognizing and
rewarding professional excellence in a
systematic manner by adhering to the notions
of procedural and distributive justice*
*http://en.wikipedia.org/wiki/Organizational_justice

9. Support
• This refers to the key tenet of providing the
necessary encouragement, inculcating team
spirit, inducing motivation, giving incentives
and allocating resources in a conducive work
environment to facilitate the equitable
achievement of goals and ambitions at the
personal, team, functional and organizational
levels

10. Trust
• This refers to the core principle of believing in
the capacity, capability and concurrence of
employees by empowering them to take on
the relevant challenges with the added
advantage of bolstering the ‘psychological’
contract

11. Align
• This refers to the key tenet of assuring the
synchronization between the individual goals
of the employees and the team, functional
and organizational imperatives through the
judicious application of effective engagement
practices that ingrain organizational
citizenship behaviors

12. Rejuvenate
• This refers to the key tenet of rekindling
positive relationships, especially with
desensitized employees, through systematic
engagement activities that complement the
earlier Kudos bestowed upon them for
professional excellence

13. Pictorial Depiction of the
‘ROCKSTAR’ Framework
Respect Trust Openness
Communicate
Support Align
Kudos
Rejuvenate

14. Brief Explanation of the
‘ROCKSTAR’ Framework (Cont…)
• The ‘ROCKSTAR’ framework is founded on the
core principles of Respect, Trust and
Openness. These foundations are woven
within the durable fabric of communication
that permeates the organization from top to
bottom. (See Next Page)

15. Brief Explanation of the
‘ROCKSTAR’ Framework (Cont…)
• Consequently, effective communication is
leveraged to facilitate supporting activities
geared towards increasing employee
engagement and alignment of their
aspirations in congruence with the ‘big
picture’ pertaining to the organizational
context. (See Next Page)

16. Brief Explanation of the
‘ROCKSTAR’ Framework
• The employees are subsequently lauded and
rewarded for their performance and insightful
steps are taken after relevant assessments to
maintain cordial employee relations with
fresh, relevant and delightful measures. On
the other hand, obsolete, unsuitable and
legally indefensible practices are discarded
with the knowledge bank updated accordingly

17. Conclusion
• This framework has been presented as a
‘baseline’, upon which, future strategies can
be effectively and efficiently developed,
deployed, monitored, reinforced and
improved to complement the ‘Big Picture’
within the Employee Relationship
Management (ERM) realm