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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

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Great place to work presentation

  • 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
  • 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