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
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
09 AUGUST 2016, BINA PATIL, INDEGENE | GARIMA VERMA
Imagine you are a employee named Vaishali. It has been around 90 days since you joined the organization, and you have completed your induction, met with your manager and team, and received clarity on your job and role expectations. But you realize that you are wrongly placed. Would you give the new role a shot anyway, or would you speak to your manager and quit? Would you initiate a conversation and speak to the human resources department? What help would you expect from your organization in this case? Continue reading
05 AUGUST 2016, CHARLOTTE BAPTISTA
Each year, Great Place to Work® Institute, India partners with The Economic Times to identify and recognize the best workplaces in India through its India’s Best Companies to Work For study. Covering almost 800 organizations, this is the largest study of workplace cultures in the country. Culture “can account for 20-30% of the differential in corporate performance when compared with ‘culturally unremarkable’ competitors’,” says James L. Heskett in The Culture Cycle. Some of the best workplaces have successfully transformed their organizational culture.
05 AUGUST 2016, CLARIS LIFESCIENCES , SHYAM SHARMA| NISCHAY JAIN
Everyone possesses a moral compass, defined by their values, which directly influences how they conduct themselves. So do organisations. However, sometimes disparities exist between values of the organisation and an employee. It’s imperative for people to relate to organisational values before they can stimulate a behavioural change, and yet many organisations struggle to communicate and align on values. How do great workplaces overcome such a challenge? Claris Lifesciences hit upon the solution.
05 AUGUST 2016, MAHINDRA FINANCIAL SERVICES | CHARLOTTE BAPTISTA
In 2009, Mahindra Finance was reaching the 1000-branches mark and spreading its wings across different parts of rural and semi-urban India. The last five years saw a massive surge in operations with a 133% increase in its contracts till date. This growth was propelled by the organization’s business imperative to expand to new markets and extend its operations reach and product portfolio to bring about a pan–India presence. Continue reading
04 AUGUST 2016, MANISHA AGARWAL, PUMA SPORTS | MALLIKA BHAMBRRI
Engaging the Gen Y is a challenge that many organizations face. PUMA, an extremely young organization with the average employee age below 30 years, successfully met this challenge. As one of the world’s leading sports brands, it was natural for them to use sports as a medium to connect with their younger staff. They used an exciting and engaging initiative, the Puma Sports League (PSL). Continue reading
03 AUGUST 2016, YUVARAJ SRIVASTAVA, MAKEMYTRIP.COM | HIMAKSHI SEHGAL
Gone are the days when classroom training alone would enable people to understand the nuances of organizations, jobs and related activities. Making the right kind of investment in development programmes has never been more important or challenging for business leaders. Learning needs to be practical and efficient, not overwhelming. Enabling employees to generate and act on new knowledge in ways beyond the norm aids organizations to stay ahead of change and competition. MakeMyTrip.com, one of India’s leading online travel companies introduced Trippers Academy, a mobile based learning application to make understanding business intricacies fun. Continue reading
28 JULY 2016, RAJEEV TUPSAKRI, PEOPLE COMBINE | GARIMA VERMA
Almost all organizations are practicing some or the other form of corporate social responsibility with the goal of directly contributing to the well-being of the societies that they are a part of. However, at great organizations, employees are proud of the contributions made by the organization to the immediate community through its presence and by supporting and driving various community initiatives. Continue reading
26 JULY 2016, SHASHANK BHUSHAN, BMC SOFTWARE | NISCHAY JAIN
Happiness is a highly relative and fuzzy concept, and extends beyond the workplace. Influenced by a variety of things, it is a mental and physical state of well-being and several research studies suggest that happy employees are productive employees. Positive emotions invigorate human beings. Ultimately, productive employees deliver superior business results. BMC Software, a software solutions organization in the IT Infrastructure Management space, headquartered in Houston, United States of America with large operations in India, has developed an application to track employee happiness on a regular basis. This has enabled the organization to gain actionable insights and understand what keeps employees happy. Continue reading
23 JULY 2016, HEMA PARIKH, AJUBA SOLUTIONS | AHANA BHUVARAHAN
Women in India are generally unsure of where to start after their career break and whether they have fallen behind the industry during their time away from work. One of the challenges they face is how to balance their professional and personal priorities before or after a maternity break. Ajuba Solutions, a premier BPO service catering to the healthcare industry acknowledged the challenges faced by women and created a Women’s Wellness Programme to support and retain their women employees. Continue reading
22 JULY 2016, BASAB BORDOLOI, BARBEQUE NATION | MALLIKA BHAMBRRI
At great organizations, employees have the opportunity to enjoy the workplace environment and have a good time at work. Enjoyment enables people to relax and be sociable at work. As a result, the organization thrives on positive morale and teamwork which helps people form ties with their colleagues and in turn benefits retention. Barbeque Nation, an Indian restaurant chain has created a friendly and open environment through its annual festival, Ummang (translates into zealous aspiration in English) – an amalgamation of various fun filled activities held across all restaurants for two months. Continue reading
20 JULY 2016, SUBHRO BHADURI, ADITYA BIRLA FINANCIAL SERVICES | AKSHITA GUPTA
Organizations that are strong and agile intentionally pursue a course of action that involves creating and sustaining a culture of continuous improvement. Continuous improvement ranges from simple changes in the day-to-day working at your organization to major shifts in focus and procedures. The biggest benefit of embracing this approach is not just improved performance, it is the growth and development of employees – the ones who make continuous improvement a reality. The principles of Kaizen, a philosophy which once powered the Japanese economy, are being used by Aditya Birla Financial Services Group to rethink continuous improvement as a cultural value to unify the organization. Continue reading
17 JULY 2016, SHEFALI MOHAPATRA, ATRIA CONVERGENCE TECHNOLOGIES | MALLIKA BHAMBRRI
Anxiety, depression, and stress are not uncommon in today’s organizations. While it’s unlikely that the pace and intensity of work will change anytime soon, certain types of activities undertaken by organizations can help build the capacity for resilience. Helping employees maintain their well-being is a vital component for creating a high-performing team and organization. Employees who are positive about employers who demonstrate care and concern for their well-being are more likely to stay with the organization. Atria Convergence Technologies, a renowned Internet Service Provider launched a 24/7 counselling helpline for all its employees to enable them to take care of themselves and become resilient. Continue reading