27 SEPTEMBER 2016, RITIKA MOOLCHANDANI, GREAT PLACE TO WORK® INSTITUTE INDIA
Often, non-governmental organizations (NGOs) have been known for their focus on the development and upliftment of the society. But, can we conclude that they are equally concerned about their employees? Our report on engagement trends in this sector confirms that more and more NGOs are working towards creating workplace cultures characterized by high levels of trust and camaraderie.
18 SEPTEMBER 2016, PRASENJIT BHATTACHARYA, GREAT PLACE TO WORK® INSTITUTE
Forty per cent of India’s workforce is employed by small or medium businesses (SME). This accounts for 17 per cent of India’s GDP. The Government defines an SME as an enterprise with less than 10 crores of investment in plant and machinery in manufacturing or less than 5 crores in equipment in Services. At Great Place to Work® we use the criteria of less than 500 employees to define a SME.
11 SEPTEMBER, NISCHAY JAIN, GREAT PLACE TO WORK® INSTITUTE
Many workers have expressed flexibility dilemmas at certain points in their lives. Many, in metropolitan cities, face tedious travel time and poor work-life balance. With the recent revolution in work and commute flexibility, work-from-home options have helped resolve these problems. In India, several organisations do provide work-from-home options, but there is scope to catch up. Indian organizations can take a leaf from organizations such as Capital One.
7 SEPTEMBER 2016, SRINIVASAN N, EQUITAS MICROFINANCE LTD | GARIMA VERMA
A few years ago, the Managing Director of Equitas Microfinance Ltd, one of India’s leading non-banking financial players, sent out an e-mail to all employees. This e-mail and the discussions it triggered with employees became the cornerstone for a change in the organization’s attitude towards performance reviews, helping employees have more faith in the fairness of the entire process. In April 2015, when the MD sent out a similar e-mail again, he received not a single response.
6 SEPTEMBER 2016, PUJA MARWAHA, CRY | AKSHITA GUPTA
When Ritu (name changed to protect identity), a housewife, volunteered for the Indian non-profit CRY (Child Rights And You), she never thought this journey would help her realize her true potential. At CRY, she was given the responsibility to source art for greeting cards, and although she was initially apprehensive, she lapped up the opportunity as a way to learn something new. It was during this stint that she discovered the extent of her artistic abilities, which she thus far employed in her home decoration projects. Her ability to source great art and her impeccable understanding of design elements put her at the top of her game. From deciding the aesthetics of her home to becoming one of the senior art curators for the Mumbai International Art Project, she has come a long way, thanks to her stint at CRY.
3 SEPTEMBER, 2016, PANDURANG CHOUGALE, CLASSIC STRIPES | NISCHAY JAIN
Organisations who undertake any kind of social responsibility have often been selfless while undertaking these initiatives and haven’t focused on CSR as a driver for higher employee engagement. However, in the modern day discussion of employee engagement, a debate arises between the hard core do-gooders and the champions of profit-at-any-cost as to whether corporate citizenship initiatives which encourage employee participation while being socially responsible are a driver in garnering a more committed, united and loyal workforce.
2 SEPTEMBER 2016, HEMA MALHOTRA, SONY PICTURES NETWORKS DISTRIBUTION | AKSHITA GUPTA
Sony Pictures Networks Distribution, India, comprises a small team of about 130 people managing a business worth millions. The organization is aware of the contribution of each and every employee and understands that acknowledging these contributions will have a positive impact on employee motivation. Sony is keen to make work experiences larger than life for each and every individual in the organization. Therefore, the platform where their employees could showcase their achievements, and where they could be recognized and applauded in a true Sony fashion had to be a grand affair.
2 SEPTEMBER 2016, GANESH SELVARAJ, MANIPAL HEALTH ENTERPRISES | AHANA BHUVARAHAN
There is no development without learning; in fact, several studies suggest that providing development opportunities acts as a potent tool to engage employees, easily surpassing pay and compensation to develop a proactive workforce. Many organizations have realized that the secret tool to developing competitive products is to develop their people. Manipal Health Enterprises, one of India’s largest operators of a network of healthcare centres with a rapidly growing base abroad, sought to develop and motivate their long tenure industry veterans to step beyond their expertise and facilitate lateral movement internally.
2 SEPTEMBER 2016, SONALI DE SARKER, NETAPP | MALLIKA BHAMBRRI
“Put your thinking caps on”, advocates Netapp India, a storage and data management company and one of the world’s great workplaces. NetApp is a unique organization that values innovation and believes in helping their employees bring out their creative best. They practice this through an initiative called “Outrageous Opinions”, which encourages employees to share out-of-the-box ideas and business plans, using a competitive format.
2 SEPTEMBER NISCHAY JAIN, GREAT PLACE TO WORK® INSTITUTE
Organisations are increasingly inviting and supporting employee suggestions that have led to major organizational changes. Recently, employees’ need for balancing privacy, collaboration and other work processes have been heard and factored while designing workplace layout in the West, but the notion of such workplace design is only just taking root in India.
29 AUGUST 2016, CHARLOTTE BAPTISTA, GREAT PLACE TO WORK® INSTITUTE
In the 2016 edition of the study to identify India’s best companies to work for, a survey of employees from nearly 800 organizations across industry in India revealed that demographics have little to do with building and sustaining a great workplace culture. What does it take then?
26 AUGUST 2016, RITIKA MOOLCHANDANI, GREAT PLACE TO WORK® INSTITUTE
Leaders across organizations often ponder over the best time to survey their employees and seek feedback from them. Unfortunately, decades of research and academic literature does not provide a definitive answer to this question, except for one common theme that continuously seeking feedback from your employees is better than avoiding it or delaying it.
28 AUGUST 2016, CHARLOTTE BAPTISTA, GREAT PLACE TO WORK® INSTITUTE
High-performance organizations realize that their success depends not only on how competent their people are, but also on how well they work together. But formal education doesn’t always equip employees with the appropriate skills needed to work well with others. San Francisco-based micro-blogging service Twitter addressed this gap in professional development in a bid to create a more productive organization culture and a more collaborative team.
28 AUGUST 2016, PRASENJIT BHATTACHARYA, GREAT PLACE TO WORK® INSTITUTE
Are you a student wondering who your first employer will be? Or, you might be already employed. In case it is the latter, are you working in a great place to work?
To answer the above question you may like to clarify in your own mind what a great place to work is. Is it an organization that has great compensation and perks, or great career opportunities? What about learning opportunities and work-life balance? Is it possible to have it all?
27 AUGUST 2016, PRASENJIT BHATTACHARYA, GREAT PLACE TO WORK® INSTITUTE
“You will be far more useful in production than in human resources, I am issuing a transfer order” said the General Manager of the Plant where I was working 20 years back. I was an “HR specialist” who had just joined this Plant after completing my two-year specialisation in HR from a reputed Institute. The transfer order to production department, at one stroke, threatened to wipe out whatever market value I had acquired after doing my specialised course.
21 AUGUST, BANSI RAJA, GOZOOP | NISCHAY JAIN
According to research cited in Jeanne Meister’s book The 2020 Workplace, 80% of a sample of 1,800 respondents aged between 13-25 years wanted to work for a company that cares about how it impacts and contributes to society. This takes special significance when the author’s own research says that by the year 2020, Millennials will form 50% of the workforce. In the Indian context, does this mean larger organisations that make it a mandate to invest in corporate social responsibility initiatives have an advantage over their smaller counterparts in attracting and retaining talent? Not necessarily. Case in point, Gozoop.
18 AUGUST 2016, RITIKA MOOLCHANDANI, GREAT PLACE TO WORK® INSTITUTE
Former Campbell Soup CEO Doug Conant identified Inspiring Trust as his number one priority when he spearheaded the ten-year turnaround story at the organization. His observation was that no organization can consistently deliver innovation unless there is a high level of trust. His efforts resulted in improved financial and market performance, cumulative shareholder returns in the top tier and the highest measured engagement levels, particularly among the leadership team. Continue reading
16 AUGUST 2016, PRASENJIT BHATTACHARYA, GREAT PLACE TO WORK® INSTITUTE
Some time ago, I was chatting with the business head of an incredibly successful hospitality chain. In the course of our conversation, he made a statement – “The manager does not create employee engagement, engaged employees create a manager.” Continue reading
14 AUGUST 2016, DINESH KUMARAN, ASPIRE SYSTEMS | MALLIKA BHAMBRRI
Pulse surveys have been an area of growing interest for the corporate world. They have proved to be a quick and frequent mechanism to gain insight into the health of the organization, and have thus aptly been called ‘pulse’. One organization that has seamlessly adopted and integrated this tool is a software development services company, Aspire Systems India. The pulse of employees at this organisation is monitored by a systematic redressal platform called the E Pulse.
10 AUGUST 2016, SRINIVAS VUDUMULA, BHARAT FINANCIAL INCLUSION | GARIMA VERMA
Decades of research by Great Place to Work® Institute says that one of the key principles of creating a great workplace is treating employees and customers equally. Great organizations realize that they need to treat their employees with the same care and respect that they want them to have for their customers. At Bharat Financial Inclusion Limited (earlier SKS Microfinance Limited), a non-banking finance company based out of Hyderabad, India, the belief is that the two most important aspects that impact the organization’s philosophy and success is their employees and members – “customer” is not a word of choice for them. Continue reading