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TRANSCRIPT
Decoding Trust In Organizations
10th Edition
Blueprint for a HIGH-Trust, HIGH-Performance CultureTM
ABOUT THEREPORT:“We are in a trust crisis and organizations are slow to realize the bottom-line implications”, says David Horsager, author of The Trust Edge, referring to how top leaders gain faster results, deeper relationships and a stronger bottom line.
The fact that employee trust and commitment leads to competitive business advantage is neither new nor contestable. Multiple studies over the years have indicated a direct positive linkage between employee engagement and key business metrics including revenue growth, innovation and customer satisfaction. With this insight, this report seeks to outline what goes behind creating high-trust, high performanceTM organizations.
In its 10th year, the Great Place To Work® Institute’s ‘India’s Best Companies To Work For’ study in partnership with Economic Times offers some interesting insights. Having studied over 600 organizations throughout India, with focus on organizations with an employee strength of 500 and above, the research answers some key questions such as : what drives trust in organizations today, are these factors different for different industries, what is it that the best workplaces are doing differently to sustain this trust, and so on. In addition, the report takes a deeper look at certain demographic segments – such as women employees, employees with less than 1 year of tenure, Gen-Y and graduates - to study the unique trends emerging from these groups. The report also features an empirical research that reinforces the phenomenon that is intuitively known by most business leaders, i.e., the best workplaces outperform market indices by a significant margin.
Read to find out more:
• The TRUST BOOSTERS : Which factors matter the most for creating and sustaining a high-trust, high performance culture?
• Which people practices have more impact? Are there some practices that give the best workplaces an edge over the rest?
• Key drivers of employee engagement across industries – what do organizations in Professional Services sector need to do differently as compared to IT or Manufacturing to better engage their people?
3
CEONOTEPrasenjit Bhattacharya
Great Place To Work® Institute, India
The year gone by has been anything but passive. While we have dealt with policy revisions arising out of major changes in key economies of the world, the effects of demonetization, introduction of new bills such as RERA and even a renewed stance on dealing with neighboring nations have had their impact. With GST as the new element in the equation, change is only going to become more prominent in the foreseeable future.
What does it mean for Culture? In the face of the rapidly shifting environment, what are the essential people factors that should be at our strategic core?
When the foundation of established policies and market forces becomes uncertain, the significance of the linkage between People Success and Organizational Success becomes even stronger. We have attempted to therefore decode the winning elements of successful organizations across industries. We are delighted to share our learning from ‘India’s Best Companies To Work For’, the most comprehensive study of workplace cultures.
Table ofcontents
Our Methodology for Selecting the Best Workplaces
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5
6
11
12
14
26
28
30
32
35
36
The Business Side of the Story
Profile of Participating Organizations
Highlights of the Workplace Culture in India Inc. today
Trust: the Competitive Advantage
The Key to Building a High-Trust-High-Performance Culture – TRUST BOOSTERS
How can we leverage the Trust Boosters in our organization?
Trust Fuels Performance
A look at Trends Across Major Industries
Demographic Trends
The BEST Among the BEST
About Great Place To Work® Institute
5
Our MethodologyFor Selecting TheBest Workplaces:
The Business Side of the Story
Great Place To Work® Institute has an objective methodology of assessing workplace culture, that has been adopted by thousands of organizations, globally. It primarily uses 2 lenses to evaluate and identify the best cultures. The first lens measures the quality of employee experience through our globally validated survey instrument known as Trust Index©. The survey helps in seeking anonymous feedback from employees and carries a 2/3rd weightage. The second lens is called the Culture Audit©, a proprietary tool of the Institute that evaluates the people practices of an organization, covering the entire employee life-cycle. This carries 1/3rd weightage.
The cumulative score determines an organization’s position in the ranking scoreboard and helps in identifying ‘India’s 100 Best Companies to Work For’.
A study of share-holder returns of the publicly listed great workplaces by RSM India reveals that great workplaces consistently outperform major stock indices such as BSE Sensex 30, Nifty 50 and CNX Nifty – Total Returns Index. In the current study, great workplaces have outperformed major stock indices by a factor of 4 and have yielded 5x returns on initial investment!
Criteria for selecting the Best Workplaces
TRUST INDEX©
An EMPLOYEE SURVEYseeking anonymous
feedback
A study of thePEOPLE PRACTICESof an organization
2/3rdweightage
1/3rdweightage
CULTURE AUDIT©
+
Cum
ulat
ive
Retu
rns
0%2008 2009 2010 2011 2012 2013 2015 20162014
30%
60%
90%
120%
150%
180%
210%
240%
270%
300%
330%
360%
390%
420%
450%
480%
510%508%
135%114%109%
Great Workplaces provide 5x times the
return
Top 100 India’s Best Companies To Work For
BSE Sensex
Nifty 50 (CNX Nifty)
CNX Nifty - Total Returns Index
Great workplaces outperform market indices!
6
Health CareNon-profit & CharityTelecommunicationsOthers
Construction, Infrastructure & Real EstateBiotechnology & PharmaceuticalsTransportation
MediaHospitality
Information TechnologyManufacturing & ProductionFinancial Services & InsuranceRetailProfessional Services
TotalTop 100
Participant ProfileWe study organizations from over 20 industry sectors with varied demographics!
Type Of Organization (Indian/MNC) : Representation in the overall participant pool as well as the Top 100
Industries: %conversion to Top 100 and representation in the overall participant pool
TOP100
41%
30%
29%
39%
25%
27%
78%44%
33%
38%
38%
80%
23%
TOTAL
23%
21%
15%
6%
4%
4%
3%
3%
3%
3%
3%
2%2%
7%
INDIAN 40%45%
MNC 60%55%
Companies as per Years of Operation: representation in the overall participant pool
26 years and more
21 - 25 years
16 - 20 years
11 - 15 years
6 - 10 years
3 - 5 years
37%
10%
19%
17%
15%
0%
2%
10% 20% 30% 40%
Companies as per Employee Strength: representation in the overall participant pool
More than 10000
Between 5001 - 10000
Between 2001 - 5000
Between 1001 - 2000
Between 501 - 1000
9%
10%
24%
27%
30%
0% 10% 20% 30% 40%
7
List of 100 Best Companies To Work For
1. Intuit India
2. American Express India
3. Google India Private Limited
4. Lemon Tree Hotels Ltd.
5. SAP Labs India Pvt. Ltd.
6. Adobe Systems India Pvt Ltd.
7. NetApp India Private Limited
8. Teleperformance India
9. Pitney Bowes Software India Pvt Ltd
10. DHL Express (India) Pvt. Ltd.
11. SAP INDIA
12. Marriott Hotels India Pvt Ltd.
13. Ujjivan Small Finance Bank Ltd.
14. InterContinental Hotels Group
15. Hyatt Hotels and Resort
16. Bajaj Finance Limited
17. Cadence Design Systems - India
18. Godrej Consumer Products Limited
19. Federal Express Corporation
20. Reliance Capital - Commercial Finance & Home Finance Divisions
21. The Oberoi Group
22. PayPal India Pvt. Ltd.
23. Mahindra & Mahindra Automotive & Farm Equipment Sectors
24. BT Global Business Services (GBS)
25. Hilton Worldwide
26. Spicer India Private Limited
27. Indian Oil Corporation Ltd
28. Indus Towers
29. Blue Dart Express Ltd.
30. Hardcastle Restaurants Pvt. Ltd.
31. Power Grid Corporation of India Limited
32. Shriram Value Services Ltd.
33. Ernst & Young, India
34. Lupin Ltd.
35. InMobi Technology Services Private Limited
36. Barbeque Nation Hospitality Ltd.
37. Tata Power Delhi Distribution Ltd.
38. NTPC Ltd.
39. Bharat Financial Inclusion Ltd.
40. Marico Ltd.
41. Music Broadcast Ltd.
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42. BMC Software India Pvt. Ltd.
43. Atria Convergence Technologies Pvt. Ltd.
44. National Stock Exchange of India Ltd.
45. Indofil Industries Limited
46. Kantar GDC
47. CitiusTech Healthcare Technology Pvt. Ltd.
48. YASH Technologies Pvt. Ltd.
49. Mahindra & Mahindra Financial Services Ltd.
50. Salesforce.com
51. Reliance Retail Ltd.
52. Gabriel India Ltd.
53. Standard Chartered, Global Business Services Pvt. Ltd.
54. People Combine Educational Initiatives
55. Eye Q Vision Pvt. Ltd.
56. JK Lakshmi Cement Ltd.
57. Equitas Small Finance Bank Limited
58. Tata Communications Ltd.
59. Apollo Tyres Ltd.
60. RPG Life Sciences Ltd.
61. Whirlpool of India Ltd.
62. Aspire Systems (India) Pvt. Ltd.
63. HERE Solutions India Private Limited
64. Dr. Reddys Laboratories
65. Shree Cement Ltd.
66. Sentiss Pharma Pvt Ltd.
67. Apollo Munich Health Insurance Company Limited
68. Lifestyle International Pvt Ltd.
69. Ericsson India
70. Raychem RPG Pvt. Ltd.
71. Forbes Marshall Pvt. Ltd.
72. Bharti Foundation
73. Capital Small Finance Bank Ltd.
74. Impetus Infotech (I) Pvt. Ltd.
75. Jones Lang Lasalle Property Consultants (India) Pvt Ltd.
76. iNautix Technologies India Pvt.Ltd.
77. IHG IT Services (India ) Pvt.Ltd.
78. QA InfoTech (P) Ltd.
79. Claris Lifesciences Ltd.
80. PUMA Sports India Pvt. Ltd.
81. Altimetrik India Pvt. Ltd.
82. Philips Lighting India
83. Hilti India Pvt. Ltd.
84. HDFC Standard Life Insurance Company Ltd.
85. Brigade Enterprises Ltd.
86. Indegene Pvt. Ltd.
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87. YES BANK Ltd.
88. Infiniti Retail Ltd.
89. DHL Supply Chain India Pvt. Ltd.
90. K Raheja Corp
91. Fractal Analytics Pvt. Ltd.
92. Ford In India
93. Wells Fargo India Solutions Pvt. Ltd.
94. Jubilant FoodWorks Ltd.
95. Elara Technologies Pte. Ltd. (PropTiger and Makaan)
96. Zee Entertainment Enterprises Ltd.
97. Tavant Technologies India Pvt. Ltd.
98. Mahindra Holidays & Resorts India Ltd.
99. GHCL Ltd.
100. S.C. Johnson Products Pvt. Ltd.
10
"At American Express, creating a fair, positive and performance driven work environment is one of the critical ways in which we empower employees to achieve their optimum potential. Employees are rewarded for their achievements through a transparent and competitive compensation program that encompasses pay, benefits and rewards. A fundamental tenet of our compensation philosophy is ‘pay-for-performance’. This model works well for both, the organization and the employees, as it rewards people for their contribution, which is clearly linked with the organization’s performance.”
Pradeep Kapur,Senior Vice President & General Manager, American Express Global Servicing Network-Japan & Asia Pacific
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Highlights of the workplace culture in India Inc. today
About 86% of the working professionals in India take pride in their organizations, partly owing to the organization’s contribution to society. Additionally, people report a high sense of faith in the top management’s competence and business ethics. A friendly workplace environment rounds up the top strengths of India Inc. in terms of workplace culture.
In terms of challenges fairness in workplaces continues to be a key issue. Less than 60% of the people trust that managers often avoid playing favourites at work. It is reassuring, though, that while fair profit sharing continues to be a challenge, the perception around it has improved by approximately 5% since last year.
Trends from the last year : areas where people engagement in India Inc. has improved
Fair Compensation/Benefits
Internal transfers Management reliability Motivation
We have special and unique benefits here.
When people change jobs or work units, they are made to feel right at
home.
I feel I receive a fair share of the profitsmade by this organization.
Management delivers on its promises.
People here are paid fairly for the work they do.
People look forward to coming to work here.
India - All 2017India - All 2016
0%
20%
40%
60%
80%
100%
66%62%
0% 0%
20% 20%
40% 40%
60% 60%
80% 80%
100% 100%
60%66%
57%63%
0% 0% 0%
20% 20% 20%
40% 40% 40%
60% 60% 60%
80% 80% 80%
100% 100% 100%
70% 71%76%
67% 68%73%
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Trust : the Competitive Advantage
What drives Trust? Top differentiators in People Practices: Top 100 vs Rest
An analysis of the areas of maximum gap between the 100 best workplaces and the rest reveals interesting trends: the best workplaces have maintained their significant edge over the rest in aspects of fair profit share, special benefits, politicking at work, favoritism by managers, fair pay, fair promotions and candid communication. The fact that shareholder returns of best workplaces are increasing year-on-year also reveals that high positive results on your employee survey are likely to have a multiplier effect on your business returns.
Research reveals that employees’ perception of being in a great place to work is largely driven by the following factors:
Taking everything into account, I would say this is
a great place to work
1. Pride in organization
2. Family/Team feeling
3. Feeling of oneness as a team
4. Demonstrated Caring
5. Egalitarian Treatment
6. Fair Performance evaluation
7. Career Growth
WELCOMING
THANKING
REWARDING
1
34 5
7
62
13
Warren Buffet said: "It takes 20 years to build a reputation and five minutes to ruin it.”
Trust is the GLUE that holds all Blue Darters together. We have built it internally amongst colleagues and that is reflected in their everyday action with customers, which in-turn makes them TRUST us. It allows us to create extraordinary moments of cooperation, can-do spirit, fairness & affection amongst all of us every single day, thereby enabling extraordinary performance with high levels of passion & motivation.”
Anil KhannaManaging Director, Blue Dart Express Ltd
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TRUSTBOOSTERS
Career Growth
Caring like a team / family
Benefits
Fairness
Taking a comprehensive view of the above
factors – key differentiators between the best
workplaces and the Rest and key drivers of
Trust – we arrive at the four TRUST BOOSTERS.
The key to building a high-trust-high-performance culture – Trust Boosters
Trust Boosters & People Practices that increase the likelihood of being amongst the top 100 companies to work for
Best – o –meter!Measuring the likelihood of breaking into the Best Workplaces League
People Practices that make an impactLearnings from organizations with a very high positive perception on the below aspects
High on Caring!
1. Having structured Methods To Thank
Employees’ Families
"Management shows a sincere interest in me as a person, not just as an employee."
"There is a "family" or "team" feeling here."
2 times higher!
2. Involving peers in welcoming new employees to the
organization
"We are all in this together."4 times higher!
4. Conducting an equal pay audit
2 times higher!
3. Having structured methods to gather feedback from customers, suppliers and
shareholders (instead of only customers)
2.5 times higher!
16
Learning From The Best Workplaces : How They Do What They Do?
Mahindra & Mahindra Automotive & Farm Equipment SectorsMahindra Auto uses MPower – an algorithm-based career simulation tool to explore and create a dream career path. The tool helps in identifying the skill and knowledge gap between the current and the desired role and presents the user with multiple paths to bridge the same. In addition to a dream path, the user can also create Individual Development Plans based on it.
Intuit IndiaTaleo, an internal version of LinkedIn, helps employees build a detailed talent profile that includes skills, experience, current job, past jobs, education, certifications and job preferences. This enables them to advertise themselves to Intuit recruiters and hiring managers.
Bajaj Allianz General InsuranceThe ‘My Job My Choice’ platform of Bajaj Allianz General Insurance allows employees to share their desired job profile (for the next 3 years) and mobility preference on an online link. Subject to availability, the organization considers the employees for job profiles matching their preferences.
17
1. CAREERA survey conducted by PwC on millennials revealed that more than 30% of them had compromised on their expected salary while accepting their current job. The survey also revealed that more than 50% (highest response) said that ‘opportunities for career progression’ made an employer look attractive.
Our research is no different – while money does not feature as a key driver of engagement, career growth opportunities features amongst the top five, not just for millennials but across all age groups.
One of the key practices that promote a positive perception about the availability of career opportunities is moving an eligible internal candidate to a higher role, instead of hiring talent from outside. Many of the great workplaces give first preference to their existing people, thus allowing them to grow. It is interesting to note the variation in internal promotions across industries. With regard to promotion to the senior management level, Professional Services sector tops the chart, with approximately 57% of the senior management being internal candidates.
What % of Senior Management Personnel have been promoted from within*
Is the current head of the Organization an internal candidate? – YES
Industry Name (number of participating organizations in that industry)
Professional Services
Healthcare
Retail
Media
Information Technology
Hospitality
Manufacturing & Production
Financial Services & Insurance
Biotechnology & Pharmaceuticals
Construction & Real Estate
89%
88%
75%
61%58%63%
77%
56%
78%
67%
*Figures quoted above have been calculated after removing outliers.
57%
51%
48%
48%
30%
38%
31%
28%16%
34%
18
2. CARING LIKE A TEAM/FAMILY
According to an article published in Forbes magazine last year titled ‘8 Bad Mistakes That Make Good Employees Leave’, managers who fail to really care about their team members will always have high employee turnover rates. Smart organizations are those who ensure that their managers know how to balance being professional with being caring.
Our research reveals that organizations that have employed structured methods to thank employees’ families and involve peers in welcoming new employees to the organization not only enjoy a high positive perception as a caring employer, but have 2 and 4 times respectively, a higher chance of breaking into the league of the 100 Best Companies to Work For in India! While 79% of the Best Workplaces have employed structured methods to thank employees’ families, only 56% of the rest have such programs.
Creating a regular atmosphere of fun at work is also important, and it involves going beyond celebrating festivals and special events sporadically throughout the year. Great workplaces have more fun, more engagement and more business!
When it comes to celebrations and creating a fun atmosphere, the 50 best workplaces in India have a superior ‘Human Touch’
factor, i.e., having a sense of appreciation for the individual and generosity and warmth in
their practices.
Learning From The Best Workplaces : How They Do What They Do?
Lifestyle International Managers at the store or warehouse re-created the treasured moments from their team members’ past and help them in re-living the small joys of life. Cards were provided to the employees to write their small joys from the past, which they could write and hang on a tree. Managers picked up two cards to fulfil the small joys of the employees such as –“I want to spend a day with my mother”, “I want to take my father out for shopping”, “I want to visit my school”, “I want to meet my friend whom I have not met for many years.
Forbes MarshallWith its core value being family spirit, Forbes Marshall believes that developing should not be limited to members of the company but should also be extended to their families including children. Thus, the L&D team and welfare team prepare a separate calendar for training initiatives for the families. The calendar consists of programs related to health, education, parenting, cookery etc. Few of the successful programs are parenting, yoga and cancer awareness.
Gozoop Online Pvt. Ltd.When a particular Gozooper has to be asked to leave, the company shelters this person until he/she finds a new job opportunity. This means a no-limit notice period! They also help the Gozooper get good interviews through their network who may be looking for a similar resource.
Learning From The Best Workplaces : How They Do What They Do?
Hitachi Data Systems Every quarter employees are informed by email about the company’s financial performance and the effect it will have on their pay, giving them immediate and clear information about their bonus as soon as it is available. The message includes a secure link to an online system where employees can review the compensation calculations and view the amount of their bonus for the quarter.
INautix TechnologiesPromotions are reviewed and recommended by an independent committee with representation from various teams. To ensure absolute fairness, nominations for managerial promotions require at least three additional sponsors who would have been direct stakeholders of the nominee’s performance.
Bajaj Finance LimitedAuto promotion policy –allows eligible employees at Manager or above level up to a certain grade to be automatically promoted to the next grade, basis their achievements and performance. There are well-defined metrics for all functions and roles. If the employee qualifies the same, he or she gets auto-promoted in the system.
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3. FAIRNESS
Trust and Fairness go hand-in-hand. While only 56% of the employees of the ‘Rest’ workplaces (all organizations excluding Top 100 workplaces) report a positive experience on avoiding favouritism and workplace politics, obtaining a fair pay and profit sharing, the best workplaces clearly outperform with 71% of their workforce responding positively to these factors. A deeper study reveals employee perceptions regarding these aspects are influenced by the extent to which they find management reliable – specifically, the faith that management’s actions match their words and management delivers on its promises.
"The fairness and equality in treating the employees is very unique which transforms the employee from a passive resource to an active contributor to the company's growth and success."
"Few years back during the
economic recession, top management
accepted a pay cut of 5-10% to reduce
expenses, to curtail the impact that may have resulted in job
cuts ."
Employee Speak from best workplaces
'Is there something unique or unusual about this
organization that makes it a great place to work?'
22
4. BENEFITSWith regard to offering perks and benefits, best workplaces go all out to make them “special & unique” for their people, taking into account not only the unique differences arising out of life stage and demographic profiles, but also individual aspirations. A total of 78% of the people in best workplaces have shared positive feedback on benefits being special and unique, unlike the 59% in the remaining workplaces.
Benefits offered:Best vs Rest –A comparison
Conduct an equal pay audit
44% 68%
Have a profit-sharing plan based on organizational
performance
30% 47%
Have an employee stock ownership plan
(ESOP)or any other stock ownership/stock
grant (RSU) plan
41% 54%
Have a car scheme for its employees
61% 74%
Organization pays for non-statutory health insurance covering parents-in-law as
dependents
19%33%
Have an on-site fitness center
38% 56%
Provide on-site banking services to employees
46% 69%
Provide free breakfast to employees
18%32%
Provide a free mobile phone with service plan
to employees
66% 81%
Provide club membership to
employees
26% 40%
Pay for Life insurance
56% 78%
Allow employees to paid time-off for
volunteer work for non-organization sponsored
events
24% 38%
23
Learning From The Best Workplaces : How They Do What They Do?
SAP Labs India Pvt. Ltd SABBATICAL FOR ENTREPRENEURIAL DREAMS: Employees who are interested in entrepreneurship and have successfully completed two years or more in SAP can take sabbatical leave for up to two years.
Intuit IndiaAll employees get a free pulse device and earn points based on activities they perform such as yoga, taking a water aerobics class, riding a bike, getting enough sleep, drinking plenty of water and engaging in stress-reduction activities. Once they have reached a certain level, they are eligible to earn credits and redeem the same against merchandise/vouchers.
Google IndiagCalm is a new online, interactive portal to help Googlers manage stress. Users learn about the science of stress, hear from other Googlers across all functions about how they manage their stress, and learn quick, in-the-moment tools called “stress-busters” to help them manage their personal stress to build resilience.
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"We build trust by getting our employees into the kitchen – they actively create and drive the solutions. They know they are creating the future, thus stay invested from a career perspective. They know they are part of the solution – this ensures belief in fairness. The voice of employee is integral to how we craft our practices and offerings (benefits). The community and volunteerism propels the family feel.”
Somnath BaishyaDirector & Head HR, Intuit India
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"An employee - first approach has always been fundamental to Ujjivan’s philosophy & culture. We consciously invest in our people & encourage them to take up opportunities for career advancement & growth. All leaders at Ujjivan are accountable for people goals & their development. As an equal opportunity employer, Ujjivan ensures equality and fairness even while sharing rewards of success. The fact that eligibility criteria for employee benefits, including ESOPs, are uniform across levels creates a sense of ownership and pride. We are an integrated team driven by a common purpose.”
Carol Furtado,Head – HR, Ujjivan Small Finance Bank
26
Trust BoostersHow can we leverage the Trust Boosters
in our organization?
BenefitsFairnessCaring like ateam / family
Career Growth
Providing a clear career path.
Customisation of careers: proactively seeking each individual’s career options and laying out a detailed path towards the same.
Using transparent & objective criteria for promotions.
Thanking employees and their families through unique & individualized approaches.
Involving peers in welcoming new employees.
Seeking feedback from all stakeholders : customer, suppliers, employees, shareholders.
Creating a fun atmosphere beyond finite celebrations planned during the year.
Conducting equal pay audit and consider sharing wealth with employees througha profit sharing/ESOP scheme.
Finding ways of more trustful connect of management with employees : (for eg. proactively seeking/responding to employee suggestions, instilling faith in management’s ethical beliefs) in order to boost faith in fairness.
Seeking to address unique needs of employees at di�erent life stages and from di�erent walks of life.
Continuously evaluating relevance of existing benefits and introduce new ones as per changing contexts, for eg. managing stress and health in today’s age.
"The business of business is to make this world a better place. Our secret sauce is our approach of considering the world as one family (which includes employees, customers, stake holders and the larger society we belong to). It is not about just being 'employed', but the opportunity it provides everyone to make a difference to this world.”
Jnanesh Kumar,Director – Employee Success, Salesforce.com
28
Trust Fuels Performance A high-trust culture, combined with an emphasis on performance, leads to sustainable benefits for the organization. High-trust, high-performance organizations are more likely to build a strong brand (for business and employment); to be well-known for their products/services and to be a great place to work.
How do we identify a high-trust, high-performance culture?An organization where employees carry a positive perception about being in a great workplace and also feel that people are, often or almost always, willing to put in extra effort to get work done enjoys a high-trust, high-performance culture.
Taking a look at India Inc. as an organization, we get some interesting insights:• 70% of the employees in India Inc. experience a High Trust – High
Performance environment!• Employees below 34 years of age experience a burnout culture the
most, as compared to other age groups• High-trust and high-performance falls in the case of employees who
have higher educational qualifications
30% of the organizations experience a lower-trust workplace environment:
Peop
le h
ere
are
will
ing
to p
ut in
ext
ra e
ffort
s to
get
wor
k do
ne.
Taking everything into account, I would say this is a great place to work.
9% Burnout CultureEmployees are willing to give extra but are not experiencing a high trust culture
11% Culture of ComfortEmployees believe it’s a great workplace but not a high performance culture
10% At RiskEmployees are not experiencing a great workplace and do not feel that they are in a performance driven environment
Trust Fuels Performance
70%
Culture of Comfort
11%
Burnout Culture 9%
At Risk10%
29
The following graph illustrates any differences in the intent of discretionary effort by age.
The following graph illustrates any differences in intent of discretionary effort by educational qualification.
Employees over 44 years of age are more likely to stay invested in a high performance culture by experiencing high trust.
Post-graduates and Professionals are at a higher risk of experiencing a low-trust environment and feeling the absence of a performance-driven culture.
25 years or younger 10% 10% 69%11%
School - Undergraduate
26 years or 34 years 11% 10%11% 68%
Graduate (or Equivalent)
25 years or 44 years 10% 8%12% 71%
Post Graduate 12%
12%
9%
9%
12%
12%
68%
67%
45 years or 54 years 8% 7%12% 74%
Professional
55 years or older
0%
0%
80%
80%
60%
60%
40%
40%
20%
20%
100%
100%
9% 6%12% 73%
At Risk
At Risk
Culture of Comfort
Culture of Comfort
Burnout Comfort
Burnout Comfort
High Trust Effort
High Trust Effort
7% 8% 74%12%
10% 9% 70%11%
30
A look at trends across major industries
Do engagement drivers vary across industries?A look at key drivers of employee engagement across industries in descending order of impact (with 1 being the highest)
Key inferences:
Career Growth is the major driver of employee engagement across many industries, followed by Pride in Organization.
Professional Services
Manufacturing & Production
Demonstrated Caring by Managers
Fair Promotions
Fun at Work
Involvement in decision-making
Hospitality, Media
Retail
INDUSTRY KEY DRIVERUnique Key Drivers
Unique Key Differentiators
Pride in organization
Career Growth Opportunities
Fair Performance Evaluation
Feeling of Togetherness
Egalitarian Treatment
Demonstrated Caring
Family / Team feeling
Leadership Development
Attracting Talent
Fun At Work
Psychologically & Emotionally healthy workplace
Management’s actions match words
Good facilities
Honest & Ethical Management
Being myself at work
IT
1
2
4
3
5
7
6
2
1
3
5
7
6
4
5
1
2
3
4
6
7
3
1
2
7
5
6
4
4
3
5
1
2
6
7
3
3
6
2
5
1
7
4
2
7
5
4
1
6
1
3
6
2
5
7
2
1
5
4
3
6
7
Manufacturing Retail Financial Services
Professional Services
Construction/Real Estate
Biotech/Pharma
Media Hospitality
Unique driver of that industry
No.1 key driver
31
Key differentiators of engagement for major industries
Fair profit share
Special Benefits
Fair Pay
Managers avoiding favoritism
Candid communication
Management delivers on promises
Management’s actions match words
Welcoming received on transfers within the organization
Welcoming received on transfers within the organization
Fair promotions
Avoiding politicking at work
IT
1
2
5
6
7
4
3
1
3
2
4
5
1
2
4
5
6
3
1
3
2
4
6
5
Manufacturing Retail Financial Services
Unique differentiator of that industry
No.1 key differentiator
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Demographic TrendsKey insights:
• About 66.5% of the respondents are from non-metro cities and report slightly more positive perception of fair working environment and fair promotions as compared to metros
• Women employees have less faith in the fairness of pay and recognition as compared to men
• Employees between 1 to 5 years of tenure feel least positively engaged
• Higher the educational qualification of the employee or parents, lower the engagement levels
Trust Index© score represents the average of percentage of positive responses of the core 56 statements in the survey instrument and excludes the score for the statement ‘Taking everything into account, I would say this is a great place to work’ and the customized statements.
Areas where Women employees are feeling least positive as compared to Men:
Fair pay
Equal opportunity for recognition
Politicking at work
Favoritism at work
Areas where employees from Metro cities are feeling least positive as compared to those based in Non-Metro cities
Favoritism at work
Politicking at work
Fair promotions
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Trust Index© Grand Mean
Gender
FemaleMale
0
20
40
60
80
100
73%76%
Location
Non - Metro
Metro
0
20
40
60
80
100
77%74%
Educational Qualification - Self
Scho
ol -
Und
ergr
adua
te
Gra
duat
e (o
r eq
uiva
lent
)
Post
G
radu
ate
Prof
essi
onal
0
20
40
60
80
100
76% 75% 75%81%
Educational Qualification - Parents
Not
bee
n to
Sc
hool
Scho
ol -
Gra
duat
e
Gra
duat
e (o
r eq
uiva
lent
)
Post
G
radu
ate
Prof
essi
onal
0
20
40
60
80
100
77% 75% 74% 75%79%
Age
25 y
ears
or
youn
ger
26 y
ears
to
34 y
ears
35 y
ears
to
44 y
ears
45 y
ears
to
54 y
ears
55 y
ears
or
olde
r
0
20
40
60
80
100
74%78%
87%
74%83%
Tenure
Upt
o 6
mon
ths
Mor
e th
an 6
m
onth
s up
to 1
year
Mor
e th
an 1
year
up
to 2
yea
rs
Mor
e th
an 2
yea
rs
upto
5 y
ears
Mor
e th
an 5
yea
rs
upto
10 y
ears
Mor
e th
an 10
yea
rs
upto
15 y
ears
Mor
e th
an 15
yea
rs
upto
20
yea
rs
Ove
r 20
yea
rs
0
20
40
60
80
100
76% 76%74%80% 80%
84% 84%
74%
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“We are very fortunate to be able to build on the strong Godrej legacy of trust, integrity and respect for others. We truly believe that people are our greatest asset and as a company we are only as good as the people that make us. We have strong ambitions of being a leading global FMCG player and this can only be achieved by a strong team. We take much pride in fostering an inspiring workplace with an agile and high performance culture to attract, develop and retain the best global talent. Hence, we continue to focus on creating a supportive, enabling work environment with stretch roles and great career opportunities to help people learn and grow. We are fully committed to providing great rewards, aligned with value creation. Core to our employer brand, is the philosophy of tough love. We expect a lot from our team members, differentiate on the basis of performance and potential through career opportunities and rewards and lay particular emphasis on developing, mentoring and training. We believe that passionate, rounded individuals with diverse interests make for better Godrejites. And we understand that our team members play multi-faceted roles. This is why we encourage them, not just to explore their whole selves, but also create an enabling space for them to do so. Over the last few years, we have ramped up our efforts to engage better with our team members and have reviewed some of our benefits and policies to help them strike a better work life balance and live more fulfilling lives. Placing our people at the top of our business priorities has enabled us to achieve more success and create better and lasting relationships with our team members.”
Vivek Gambhir,Managing Director and CEO, Godrej Consumer Products Limited
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The BEST among the BEST!Meet our Superheroes! – organizations that have consistently been recognized as India’s Best Companies To Work For in the last 10 years!
Best Practices from the CONSISTENT BEST :
Google : gTeams – All Google teams can participate in a survey that assesses how the team is doing across a common set of five dynamics that characterize an effective team at Google. This remarkable transparency into a team’s dynamics allows leaders and team members to engage in frank, data-driven discussions about a team’s health and environment. Since employees are evaluated individually despite the vast amount of work that is done collaboratively, this is an effective way to fill this gap in process and experience.
NTPC : Snehal Program - SNEHAL, the Employee Wellness Centre, located at PMI, aims to provide a voluntary platform of holistic wellness through new techniques and creativity, to all employees and their family members. Programs such as Dance Therapy, Color Therapy, Water Therapy and Pranic Healing are organised for employees and their family members.
Marriott Hotels : GM’s Table – This forum for associates allows them to speak directly to the GM on a monthly basis over lunch or a Hi-Tea on any issues or ideas that can be implemented in the hotel. It is then tracked by HR and put up on GM’s notice boards. This platform is a highly engaging and imparts a sense of involvement to every associate in the organization.
American Express : The Culture Navigator: This is an Online Tool with a questionnaire that helps an employee understand the specific impact of moving to a certain country on him/
her. This involves forming a cultural profile for the employee and identifying culture gaps. It also provides learning resources to bridge such gaps and to easily adjust to the new environment. The organization also provides extensive assistance for relocating employees such as helping their
spouses find appropriate jobs at the new place and finding the right educational institutes for their children.
Godrej Consumer Products Limited : Culture Lab - Godrej India Culture Lab is a fluid experimental space based out of the Godrej Headquarters in Vikhroli, Mumbai that explores
what it means to be modern and Indian. Through the Lab, the organization has created an atmosphere that encourages new ideas and opportunities for employees. Agendas for innovation
need not be restricted to procedures and methodologies but also an underlying philosophy of creating a work environment conducive to a culture of thinking. Some of the themes the Lab
has explored through this lens of cross-pollination include reimagining the use of urban spaces, the negotiation of gender and sexuality, the varied impacts of the digital age and how desi
innovation is inherently jugaadu.
1
2
3
4
5
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ABOUT GREAT PLACE TO WORK®INSTITUTEWith the singular objective of helping all organizations who come in contact with us become better workplaces, Great Place To Work Institute© India has been striving to create great workplaces since over a decade. Working with over 500 organizations in India annually and over 8000 across the globe, we assess workplace cultures in-depth and faciltate knowledge sharing among organizations in order to build a cohesive culture where employees trust the people they work for, have pride in what they do and enjoy the company of the people they work with. The best workplaces are our heroes and we believe that any organization can be a great place to work. At Great Place To Work Institute© we hope to continue partnering with organizations across our nation and fulfil our mission of making India a great place to work.
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CELEBRATEBest Workplaces for their achievements through its international and national Best Workplaces lists. Worldwide it publishes lists in over 52 countries.
HelpCompanies create and sustain great workplace cultures through its advisory services. Our data collection tools (e.g. the Trust Index© Employee Survey, focus groups, 360-degree professional development tool); educational workshops and training programs; action planning system; and strategic advisory and executive coaching services, support the transformation process within any organization. The Institute’s unique access to best workplace data allows it to offer unparalleled benchmarking opportunities, best practice information, and transformation insight for consulting clients.
ShareResources, best practices, and research through our events and education services. These include peer networking groups, workshops, conferences, and publications, which enable organizational leaders to learn directly from each other, as well as benefit from its wealth of knowledge and lessons learned from best workplaces and its clients.
In over 54 countries around the world, Great Place to Work® is proud to:
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Have you built a High-Trust, High-Performance CultureTM at your workplace? You too can get recognized as a great workplace by applying to get Great Place to Work-CertifiedTM.
To know more, visit: www.greatplacetowork.in/getcertifiedTo register for certification, visit: www.greatplacetowork.in/applicationformOr get in touch with Nischay at +91 883 986 8326
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Northern and East IndiaMs. Srabani Dubey+91 931 316 [email protected]
Southern India and InternationalMs. Basuri Dutta+91 981 994 [email protected]
Western IndiaMs. Preeti Malhotra+91 982 020 [email protected]
To start your organization’s journey towards creating a great workplace register at http://www.greatplacetowork.in/applicationform
@GPTW_India