How To Enhance Workforce Cohesiveness

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5 DECEMBER, 2016, SUNJOY DHAAWAN, DHL EXPRESS (INDIA) | NISCHAY JAIN

The problem of fragmentation at the workplace is an issue that has continued to plague management and HR professionals. Not only does it lead to hampered communication between departments and the existence of silos, but can also nullify efforts to build and sustain an organisation culture. In more serious consequences, it can lead teams to lose sight of the organisation’s mission . Here is an example from DHL Express (India) of how leaders can eliminate groupism and clique formation and build a cohesive workforce.

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Take That Tough Question

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1 DECEMBER 2016, SONALI DE SARKER, NETAPP INDIA | HIMAKSHI SEHGAL

Today’s disruptive business environment demands that organizations empower their employees to be their most innovative and productive selves. To be truly successful, employees in an organization not only need quick access to all the relevant information but should also be able to trust it enough to act upon it. This can only be achieved when the organization takes conscious steps towards openness and transparency. The question that emerges at this point is – how can organizations become more transparent and gain employees’ trust?

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Don’t Get Disrupted – #CultureInShorts

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SANDEEP MALHOTRA | GREAT PLACE TO WORK ® INSTITUTE INDIA

Different industries face disruption in various forms from time and time. The best of the organizations in any industry don’t stop speaking with their employees. One of the great workplace organizations from the Indian manufacturing sector, Forbes Marshall, conducts value dilemmas workshops to encourage employees to discuss their dilemmas about the ways in which values are practiced at the organization. Continue reading

Never Hire The Wrong Person Again – #CultureInShorts

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SANDEEP MALHOTRA | GREAT PLACE TO WORK ® INSTITUTE INDIA

Leaders at organizations across the world have started to recognise that hiring related decisions deserve deliberation equivalent to that is given to other strategic decisions. Hiring individuals that fit the organization’s culture, is being given equal or greater attention as compared to other criteria being evaluated by organizations. Research on best practices uncovers a well-known but under leveraged insight for getting hiring right. The people best suited to work well with any organization’s existing best performers, and most demanding customers, are the friends of these very employees and customers. Continue reading

One Thing You Must Know About How Culture Shapes Brand

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27 NOVEMBER 2016, CHARLOTTE BAPTISTA | GREAT PLACE TO WORK ® INSTITUTE INDIA

Did you know that Jubilant FoodWorks (Domino’s Pizza India) is the country’s largest and fastest-growing multinational food-service brand with over a 1000 restaurants across nearly 250 cities? This was far cry from the situation in early 2005. Pizza as a concept had limited reach in the Indian market. A significant number of licenses were required before a store could be opened. Skilled labour was in short supply, and a clear-cut people strategy was not in place.

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High-Performance Culture Simplified – #CultureInShorts

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SANDEEP MALHOTRA | GREAT PLACE TO WORK ® INSTITUTE INDIA

Leaders who focus on building a culture where employees constantly build trust between each other and between them and the customers, create a high-performance organization. Trust Reservoir is a term used to describe the level of trust between individuals. Trust takes time to be built. Certain actions of a manager might add to a feeling of trust, such as communicating transparently and openly, while other actions might reduce the feeling of trust, such as reneging on a promise. Continue reading

The Right Way To Fire Employees? Don’t Do It If You Can

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21 NOVEMBER 2016, CHARLOTTE BAPTISTA | GREAT PLACE TO WORK ® INSTITUTE INDIA

In one of the more extreme stories of layoffs, 100-plus employees were less than tactfully let go after being dialled into a conference call. The actual act of firing them can be incredibly difficult, both for managers and the employee(s) in question. But with some careful consideration, it is possible for managers to soften the blow and make the process as painless as possible. We look at how some of the best companies handle dismissals with compassion and respect.

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What Stops a Child From Eating a Marshmallow?

marshmallow18 NOVEMBER 2016, SANDEEP MALHOTRA, GREAT PLACE TO WORK®  INSTITUTE

In the late nineteen-sixties, Walter Mischel started finding answers to a question that continues to trouble our daily lives even today: How to resist temptation? Several children, around 5 years of age, were invited over the next few years to the Stanford University. These children, one at a time, found themselves in a room with a researcher and a single marshmallow. They were told that if they wait for the researcher to return to the room after 15 minutes, they can have two marshmallows. Or, in case they can’t wait, they can have that one and let go of the second one.

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Why Every CEO Should Build A Culture First

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18 NOVEMBER 2016, CHARLOTTE BAPTISTA, GREAT PLACE TO WORK®  INSTITUTE

Culture leads to performance and not the other way around, and this has been proven. In 2015, Alex Edmans, a Professor of Finance at the London Business School delivered a TEDx Talk on the findings from his four-year research project that sought to understand the link between employee well-being and financial performance. Edmans wanted to know if investing in the well-being of employees led to greater performance, or if employee well-being was simply the by-product of high-performance companies that had more money to invest in employees. Edmans investigated both quantitative and qualitative data gathered from Great Place to Work’s Best Workplaces List data—which includes only companies with high-trust cultures—dating back to 1984. Over the course of four years, he ran a host of further tests that demonstrated that indeed, it was employee well-being that led to positive financial performance, rather than the other way around.

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How She Did It

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17 NOVEMBER 2016, GURLEEN BHALLA, RITZ-CARLTON, BANGALORE| AHANA BHUVARAHAN

‘The gift of Switching ON and Switching OFF…’ This was the matter-of-fact response offered by Tanya (name changed for anonymity) when asked how she balanced her family and work life. Tanya is a Spa Supervisor at The Ritz-Carlton, Bengaluru, India, and a young leader and role model in a country where women form a smaller proportion of the total workforce compared to men, and indeed an insignificant proportion of the leadership.

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Leading Professional Services Firms

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11 NOVEMBER 2016, PRASENJIT BHATTACHARYA, GREAT PLACE TO WORK® INSTITUTE

Almost all of us know of at least one friend or acquaintance who works in a consulting firm, or who has started one. Many of us, particularly in staff functions like HR, Marketing, IT etc. nurture hopes of becoming an entrepreneur, and leverage our professional skills and networks to do business on our own. In this article, I would like to focus on my experience in running a professional services firm, and some of its rewards and challenges. My experience, of course, may not be relevant for your specific situation.

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Why Organizations Should Remove The Red Tape & Start Listening

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11 NOVEMBER 2016, CHARLOTTE BAPTISTA, GREAT PLACE TO WORK®  INSTITUTE

Credit Acceptance Corporation is an American auto-finance company providing automobile loans and other related financial products. The ‘Red Tape Remover’ button on the front page of their intranet is one of the ways in which they give ample credence to the perception of their employees. Using this button, employees can send email directly to the CEO and share whatever is on their mind. Since this feature was launched over two years ago, hundreds of Red Tape Remover emails have come in. The CEO ensures that every email gets a response. This open communication practice and the clear intent to act on suggestions is one of the reasons why Credit Acceptance Corporation has steadily been improving their ranking among best workplaces in the US.

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How Salesforce Is Changing The Face Of Corporate Philanthropy

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07 NOVEMBER 2016, JNANESH KUMAR, SALESFORCE | AHANA BHUVARAHAN

In a world where corporate philanthropy is trending and becoming the new normal, the efforts of Marc Benioff, Chairman and CEO of Salesforce, stand out. When Marc founded Salesforce in 1999 he endeavoured to create a new kind of company and he founded the corporate philanthropy arm of Salesforce.org.

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The World’s Best Multinationals 2016: Making Mondays Better For Employees Worldwide

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1 NOVEMBER 2016, CHARLOTTE BAPTISTA, GREAT PLACE TO WORK® INSTITUTE

In the 21st century, there has been growing recognition that organizations, employees and society all benefit when workplace cultures do much more than meet basic labour standards such as safe conditions and wage and hour laws. There’s growing recognition, in other words, that there ought to be a #GreatPlaceToWorkForAll. That is, that people everywhere deserve to work in an organization where they trust their leaders, take pride in what they do, and enjoy their colleagues.

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Onboarding Employees More Effectively

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1 NOVEMBER 2016, VISHPALA REDDY, AMERICAN EXPRESS INDIA | HIMAKSHI SEHGAL

Aristotle wisely said, ‘For the things we have to learn, before we can do them, we learn by doing them’. This is easy to relate to if you ever notice that your ability to absorb information is extremely high during day 1 of any training or lecture series, but progressively declines over the next few days. This phenomenon went on to be conceptualized by renowned psychiatrist Hermann Ebbinghaus in 1885 in his theory of the Learning Curve, a graphical representation of how the rate of learning declines with experience. The Learning Curve theory has gained further relevance today where people prefer to learn through first-hand experience and observation, adopting a less theoretical and more practical point of view. This is commonly observed in classroom settings where ‘learning by doing’ is gaining prominence as an effective learning aid through the use visual aids, case studies, etc. In line with these trends, American Express introduced several experiential elements in their employee onboarding process in 2015.

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Building Brand India – How To Make India A Great Place To Work

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31 OCTOBER 2016, PRASENJIT BHATTACHARYA, GREAT PLACE TO WORK® INSTITUTE

Last week I was invited by Centre for Development and Peace Studies to address some of the elected MLAs of Assam’s Assembly on the topic of building brand Assam – making Assam a great place to work. This article is based on a previous article of mine and the interaction with some of the elected representatives in Assam.

 All states are interested in building their brand to attract investments. Some, like the Vibrant Gujarat campaign have been focussed on building the brand of the state for a long time. Yet very few states have a brand that stands out. Why is it that when people say “God’s own country” we think of Kerala and not some other state?

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Inside The Bank for the Poor

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22 OCTOBER 2016, CHARLOTTE BAPTISTA, GREAT PLACE TO WORK® INSTITUTE

Conceptualized with the purpose of providing a full range of financial services to the economically active poor who were excluded by the banking sector, microlender Ujjivan Financial Services is built on a strong foundation of values and its people culture is largely driven by a shared passion and drive toward its purpose. Their values are reflected authentically in their practices.

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A Failure Wall As A Stepping Stone To Success

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20 OCTOBER 2016, AHANA BHUVAHARAN, GREAT PLACE TO WORK® INSTITUTE

It has been debated over the years about whether it is nature or nurture that shapes human behaviour, or a combination of the two. However, it is undeniable that an individual’s experiences play a role in his or her actions. Studies have shown that meta data stored by the brain prevents us from repeating those actions that caused failure, which brings us the question of how to rewire our brains to take more calculated risks, while keeping in mind the learnings from our failures.

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Does Your Startup Prioritise People?

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18 OCTOBER 2016,  GEETIKA MEHTA, URBAN LADDER | NISCHAY JAIN

In the initial years of a startup’s life, an organisation-wide focus is placed on developing the right products and acquiring the first customers. Since this objective requires tremendous attention and resources, talent development, skilling and team building may take a back seat. By the time startups hit upon the right formula for business success and begin hiring in larger numbers, they find themselves plunged into a chaotic culture of ambiguity, unclear people policies and ad hoc talent management. Mismanagement of freshly hired talent also gives rise to unhealthy attrition and lay-offs. So how do some startups devise continuous development programmes for a diverse, multi-generational, volatile workforce, such that they are anchored and so as to ensure optimum talent utilisation? Urban Ladder, an Indian online retailer of home décor and furniture, is a success story in this respect.

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Stories, Communities & Successful Organisations

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18 OCTOBER 2016, GLOBAL ANALYTICS, RAJIV SHARMA | MALLIKA BHAMBRRI

Despite having exhausted his medical claim limit and his corporate buffer, Keshav (name changed to protect identity), lacked the finances to meet the medical expenses for his ailing wife. Keshav works at the finance and accounts function Global Analytics India. After a friend at work wrote an article urging other colleagues to extend the organisation’s employee engagement budget to provide him with support, funds of INR 4,00,000 were raised within a month. Stories like this speak volumes about the power of communities within today’s organizations.

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