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Great place to work presentation

The document discusses the importance of creating great workplaces where employees feel engaged. It notes that most organizations are not truly great places to work, with high percentages of disengaged or stressed employees in many countries. The missing link is often the line manager and how they interact with and develop their employees on a daily basis. Practicing "Giftwork" through generous, unique, individualized, fitting interactions can help build the trust that is key to employee engagement. Doing small caring acts each day, even when busy, can make a difference in the workplace culture and employees' perception of their managers.

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Great Place to Work® Institute
We have a lot of knowledge about what makes a great workplace Engagement Models
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
We know why it is important
We know why it is important SOURCE: Russell Investment Group, 2010 “100 Best” are essentially the Best Companies as per GPTW’s assessment.
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
We know leadership matters
We have read all there is to read in HR …
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 don't 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
So, what is the missing link? What Employees Management Perceive: Inputs: T What Leaders Do Credibility R U Respect S What HR Does T Fairness Pride Camaraderie
This is the missing link! The Line Manager!
“Transforming” this person is a multibillion dollar business
“Transforming” this person is a multibillion dollar business The “to-do” checklist keeps getting longer…. Not one item has been removed in the last decade!!
Has it transformed the People Manager? If Not Why? What Employees What Managers Management Perceive: Do: Inputs: What Leaders Do Credibility T R Respect U What HR Does S Fairness T Pride Camaraderie Competency Development
Let’s take an example of what a manager does everyday
Let’s take an example of what a manager does everyday Scenario 2
• 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.
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
Giftwork® …. Human work is not a commodity!
Giftwork® …. It is not about what you do but how you do it!!!
How is Giftwork® different? Transaction like Gift -like Goal 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
Characteristics of Giftwork® - UGIFT together Generous Unique individualized Fits the context
What Can a People Manager do? What Employees What Managers Management Perceive: Do: Inputs: What Leaders Do Credibility T R Respect U What HR Does S Fairness T Pride Camaraderie Competency Development
Practice Giftwork® in some of what he does every day
What a manager does every day Management achieve organization’s • Inspiring objectives • Speaking • Listening Employee Job Other Employees ... give their ... and work together as personal best a team/family • Thanking • Hiring • Caring • Celebrating • Developing • Sharing
Why do Giftwork®? Building trust in the workplace is a powerful investment in your team and in your company. WHAT MANAGERS DO 34
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 connectedness Doing the wrong things well is more important than doing the right things badly!! Source: Adapted from Prof. Thomas DeLong’s work
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
A Thank You