1. A Great Place to Work® - What it
means, what it takes and why is
it important
Great Place to Work® Institute, India

2. GREAT PLACE TO WORK®
MODEL & FRAMEWORK

3. A great place to work is one where you
Management
Trust the people you
work for... Trust is the Key
Driver…
Employee
Job Other Employees
...have pride in what you ...and enjoy the people you
do... work with
Relationships are the key…..
3

4. And that enables one to
Management
achieve
organization’s
objectives
Employee
Job Other Employees
... give their ... and work together as
personal best a team/family
in an environment of Trust…..

5. Essential elements of a Great Place to
Work
Two way Communication
T Credibility Manager’s Competence
Integrity – Reliability of Management
R Professional Support
Collaboration
U Respect Demonstrated Caring
S Equity
Impartiality
T Fairness Justice
For the Job
Pride About my Team
With the Organization
Individuality is valued
Welcoming Atmosphere
Camaraderie
Part of something larger

6. Two employees may have different
experiences in the same organization…
“ Oh, he is ok if you get on the right side of him”

7. Two Lenses

8. Two parameters…
Employee Response
captures employee
experience through an
anonymous survey
Organization Response
captures people practices
at the workplace

9. The best workplaces have effective people
practices that support positive employee
perception
High
Good Cultural Foundation The Best Cultures
Culture Audit© Score
Transactional Culture
Culture promotes trust
Low
Low High
Trust Index © Score ( Employee Survey)
9

10. Why be a Great Place to Work?

11. “100 Best” vs. Stock Market 1998-2009
Cumulative Return
250% 224%
200%
150% 111%
100%
42% 47%
50%
0%
"100 Best" "100 Best" S & P 500 Russell 3000
Reset Buy and Hold
Annually
SOURCE: Russell Investment Group, 2009

12. “100 Best” vs. Stock Market 1998-2009
Cumulative Return
Performance of "100 Best“
Cumulative return in percentage terms
"100 Best" Russell 3000 S&P 500
SOURCE: Russell Investment Group, 2009. Data from Fortune “100 Best”

13. 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

14. Are Great Workplaces Great Companies?
11 out of 18 Companies featured in “Built to Last” by Jim Collins also
feature in Great Place to Work® Institute’s 100 Best Companies to work
for in America*
1.Nordstrom
2.Marriott International
3.American Express
4.Merck
5.Procter & Gamble
6. Hewlett-Packard
7.Johnson & Johnson
8.Wal-Mart Stores
9.3M
10.IBM
11.Motorola
* Published by Fortune magazine in US

15. THE JOURNEY…
Roadmap to become a Great Place to Work

16. Our Methodology
Institutionalize- Building the Roof
Employer Brand
Building the Pillars
Building People Manager Competencies
Strengthening the Foundation
Building Key Differentiators
Laying the Foundation
People Philosophy
©2010 Great Place to Work® Institute, India. All Rights Reserved

17. Phase 1: Building the Foundation -
Articulating a People Philosophy
• A clear understanding of how their people are linked to
their business.
• If the leadership team does not have clarity in this area then
this is the starting point.

18. FedEx : P-S-P

20. Phase 2 : Strengthening the
foundation
The “differentiators” in a great workplace:
Equity Reliability
Impartiality Caring

21. Phase 3 – Building the Pillars – creating
great people managers
People Practices
HR Processes
1.Hiring
•Recruitment
2.Welcoming •Induction
3.Inspiring •Performance Management
4.Speaking •Employee Communication
5.Listening •Training
6.Collaborating •Rewards and Recognition
Employee 7.Redressing •Talent Management
Experience 8.Thanking
9.Developing
10.Balancing (Caring) Manager’s Competence
11.Supporting (Caring)
12.Including (Caring) •Employee engagement
•Communication
13.Celebrating &
•Goal setting and Feedback
Enjoying •Coaching skills
14.Rewarding •Appreciation and
(Sharing) Recognition
15.Contributing •Quality management
(Sharing) •Conflict resolution

22. What is missing in current modes of
training?
1. Only focuses on skill building
2. Absence of practical tools and techniques to drive
change
3. Not clearly measurable in terms of improvement in
workgroup results
4. No focus on managers actions around people
practices
5. Inadequate follow up mechanisms to ensure
change
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23. The Giftwork for Managers
Proposition
INFORM
Employee Survey
Manager Scorecards
EQUIP
EMPOWER
Recognize the best managers
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24. The Giftwork for Managers
Proposition
 Enable managers to assume responsibility for
making change
 Develop managers’ skills to create trust-based,
high-performing teams
 Increase the rate of successful implementation of
programs, policies, and practices by teaching
managers how to successfully present them to
employees
 Reduce the risk of low morale and low productivity
by giving managers the tools to lead, inspire and
motivate
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25. Putting the roof – articulating and
institutionalizing your employer brand/
employee value proposition
Factors have a disproportionate impact on overall employee
sentiment in an organization.
1. Attracting talent for key positions - People want to
associate themselves with outstanding talent.
2. Equity – Less visible hierarchy, More egalitarian spirit
and More equitable power distribution
3. Creating a fun place to work – A young India and a
young workforce want to enjoy their work life and their
time at work.

26. India’s Best Companies 2011

27. To participate in India’s Best
Companies to Work For – 2012 Study
Register at www.greatplacetowork.in
Or, write to
greatplace@greatplace.in