12 elements of Great Management
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12 elements of Great Management

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12 elements of Great Management. Based on Gallup’s extensive research on Employee engagement model ...

12 elements of Great Management. Based on Gallup’s extensive research on Employee engagement model
It is not a single hypothesis, but based on ‘evidence based management’. Each element is eminently actionable
Gallup has been able to show strong correlation between significant improvements in these elements and business outcomes

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  • Neerja,

    Very well done. You had a good employee perspective.

    Thanks
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  • Interesting..................keep it up
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12 elements of Great Management 12 elements of Great Management Presentation Transcript

  • -Metamorphosis Ms. Neerja Verma
    • What does a CEO do ?
      • Takes care of all the stakeholders
        • C ustomers
        • E mployees
        • O wners
    • What's wrong with what we are?
      • We need to create wealth but are struggling with wealth erosion?
    • Do we just need great companies?
      • We need great leaders, great managers, great peers, great contributors
    • Great people management equals great shareholder value
    • Based on Gallup’s extensive research on Employee engagement model
      • It is not a single hypothesis, but based on ‘evidence based management’
      • Each element is eminently actionable
      • Gallup has been able to show strong correlation between significant improvements in these elements and business outcomes
    • It provides a way to take action on every leader’s favorite cliché
      • – “ Our employees are our greatest asset”
    • Job clarity
      • I know what is expected of me
      • Its not about understanding what my job is but how it fits into the role of others
      • Its not about what we need to do, but what we need to achieve – clarity about outcomes
    • Materials and equipment
      • I have the materials and equipment to do my work right
      • Lack of material and tools is a major stressor at work
    • Only 1/3 rd of the workgroups strongly agree
    • The one who knows what she needs is the one doing the job
    • Matching strengths to jobs
      • At work, I have the opportunity to do what I do best everyday.
      • Matching each persons skills, talent and knowledge to suit the teams’ needs
    • Developing the innate talent into strengths and apply these strengths to the work results
      • Greater engagement
      • Higher productivity
      • Managers that focus on strengths rather than improving weakness are twice as better managers
    • Recognition and praise
      • In the last seven days, I have received recognition or praise for doing good work.
      • The seven day limit is important
      • The Best leaders always find something to praise
      • Praise outnumbers blame for very high performing teams (ratio of 5.6:1)
    • Scientists believe that all of us are hard wired to notice bad things (negativity bias)
    • We also have this strange feeling that we are not good at giving praise….
    • Remember “givers gain”
    • Caring about the people you work with
      • My supervisor or someone at work seems to care about me as a person
      • I feel I really belong if someone cares
      • I want someone to care genuinely and listen carefully
    • Those who feel cared about are 22% less likely to leave the organization
    • Be real, show humility, be human
    • Mentoring
      • There is someone at work who encourages my development.
      • We all need a personal guide, be it our manager, peer or anyone who can help steer our way successfully through life
      • Mentoring works not as a formal program but
        • What works is that two people find each other at a time when – one is in need of help and other willing to give help
    • Valuing employee opinions
      • At work, my opinions seem to count.
    • We delight in malicious compliance or sullen capitulation
      • People come to work with their brains use them for collective good
    • Start asking your team solutions rather than telling them and use their input
    • Connecting to a noble cause
      • The mission or purpose of my company makes me feel my job is important.
    • 2/3 rd of top management agree, and 1/3 rd of field managers agree
    • One for all and all for one
      • My associates or fellow employees are committed to doing quality work.
      • Identify and remove the slacker
    • The leader can no longer hide – set high standards and do not fail to punish the deviants
    • Who ever is your lowest sets the standards for the team’s performance, if condoned for long
    • I have a best friend at work
      • I know I am not going to be left alone when in trouble
      • It’s a level of trust that I will be pulled out of water
    • I am allowed to learn from mistakes
    • How much we make it possible for people to become friends
    • Regularly talking about individual progress
      • In the last six months, someone at work has talked to me about my progress.
    • Formal appraisal systems are good but what is better is D2D coaching and feedback-
      • Regular, personal two way communication
    • Opportunities to learn and grow
      • This last year, I have had opportunities at work to learn and grow.
    • This is about that drive to make one grow:
      • Care about what the team wants at least listen
      • Try and learn what makes each person tick
      • Help each person to sort out a plan for growth 
    • Is one that:
      • Learns and improves by openly identifying and examining its own weaknesses.
      • Organizations with a just culture are as willing to expose areas of weakness as they are to display areas of excellence
      • They feel safe and emotionally comfortable
    • “ I feel respected by everyone in each work interaction I have."
    • An IT organisation having manpower of 2,750 (Approx); to manage this manpower they have a HR-Team of 28 people (12 in Recruitment; 9 in HR-Operations and 7 in employee relations). Now, look at these statistics:
    Attrition rate in the above-mentioned company is as high as 32 % Every month they pay 300,000 - 500,000 INR to recruitment vendors. Every month they get 15-20 % salary related queries (Attendance, Leaves etc) HR people in most of the ITES-BPO companies are busy only in recruitment, settling full-and-finals and to some extent database management. Now look at this, as per a survey done by, Virgin Management Consultants; 77-84 % HR professional don't know the business of company More than 92% HR professionals are novice to economic reforms and economic growth of the country 69-76% HR professionals are even aware of role and expectations of a HR. 86% of HR Professionals are not aware of the business model of their organization As much as 89% HR professionals are not aware of the effect of Financial Bills of their salary.
    • E mpowerment
    • D ignity
    • R espect
    • A ppreciation
    • F airness
    • T rust
    This should be a CONSISTENT feature
  • THANK YOU [email_address]