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.

1. Great Place to Work® Institute

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 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

10. 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

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 business
The “to-do” checklist keeps getting longer…. Not
one 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
Credibility
T
R Respect
U
What HR Does
S Fairness
T
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 is
not a commodity!

20. Giftwork® ….
It is not about
what you do but
how you do it!!!

21. 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

22. Characteristics of Giftwork® - UGIFT
together
Generous
Unique
individualized
Fits the context

23. 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

24. Practice Giftwork®
in some of what
he does every day

25. 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

26. Why do Giftwork®?
Building trust in the workplace is a powerful
investment in your team and in your company.
WHAT MANAGERS DO
34

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
connectedness
Doing the wrong things well is more important
than 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

29. A
Thank You