Employee Survey Based On Great Place to Work Employee Survey (Trust Index ) Aug 2011 For ABC Company Ltd.

Transcription

1 Employee Survey Based On Great Place to Work Employee Survey (Trust Index ) Aug 2011 For ABC Company Ltd.

2 Terms of Use: This survey is strictly for internal circulation of ABC Company Ltd. Great Place to Work Model and Great Place to Work Survey (survey qestionnaire) are copyright of Great Place to Work Institute Inc. Any use of the Great Place to Work Survey (in whole or in parts) would need the written approval Great Place to Work Institute, India

3

4 Benchmark report provides a thorough look at results of your organization's survey with comparison to the benchmarks of your choice from the list of Benchmarks available in the system. The Benchmark provides you with an excellent opportunity to benchmark your organization's scores at the statement level with the benchmarks that have been carefully designed by Great Place to Work Institute, India. This Benchmark report has the following sections Report Section Description Survey Benchmarks This section compares the overall score of the Organisation (and Workgroup) with the available Benchmarks. Graphs & Explanation of Model A full description of the Great Place to Work Model, its sub-dimensions, and the relationship between them. This section also features a comprehensive set of graphs for every survey statement. Spreadsheets The complete set of ABC Company Ltd. survey responses for each statement and across demographic categories. The spreadsheets are given along with Guidelines for Reading the Spreadsheets, which include information regarding benchmarks,shading, and how results are calculated.

5 Rajkumar Testing conducted the ABC Company Ltd. based on the Great Place to Work, Institute's Employee Survey, also known as Trust Index. Around 8 employees participated in the survey and around completed the survey yielding an approximate response rate of 29. Each of the Great Place to Work Employees Survey statements asked to employees, reflects a specific aspect of Trust Index Model and fits into one of the five dimensions that comprise the structure of the Great Place to Work Model. In addition to these statements Participants were also asked to provide written comments in response to open-ended questions at the end of the survey. Respondents were instructed to answer all statements as they apply to their workplace using the following five response options: 1. Almost always untrue 2. Often untrue 3. Sometimes untrue/sometimes true 4. Often true 5. Almost always true To calculate the result for each statement, the 4 and 5 responses, indicating that a statement is "often true," or "almost always true," are counted as a percentage of the total number of responses received for that statement. Blanks are not included in calculating the response percentage. Employees were asked to respond to each statement for the organization, based on the following definitions: Organization refers to Rajkumar Testing as a group. Management of the organization refers to the management team/leadership team of Rajkumar Testing. Work Group refers to all people in your unit/department/function. Management of your work group refers to your immediate supervisor /supervisors. In our analysis of the results, the Great Place to Work Institute, India has used the following benchmarks to provide a perspective on the culture at ABC Company Ltd. Test benchmark 3 Description of Test benchmark 3. Test benchmark 1 Description of Test benchmark 1. Test benchmark 2 Description of Test benchmark 2.

6 The Great Place to Work Model is based on the definition of a Great place to work as one in which you trust the people you work for, have pride in what you do, and enjoy the people you work with. The definition is further explained through the following five dimensions of the Model. Note: The model is described in greater detail within the graphs & explanation of the model section in annexure.

7

8 ABC Company Ltd. Org Work Test Test Test Group benchmark 3 benchmark 1 benchmark 2 Management keeps me informed about important issues and changes. 17% 33% 78% 78% Management makes its expectations clear. 33% 40% 45% 12% I can ask management any reasonable question and get a straight answer. 67% 33% 12% 23% Management is approachable, easy to talk with. 33% 67% 45% 45% Management is competent at running the business. 7 56% 65% Management hires people who fit in well here. 67% 57% 45% 48% Management does a good job of assigning and coordinating people. 83% 67% 42% 75% Management trusts people to do a good job without watching over their shoulders. 33% 85% 15% People here are given a lot of responsibility. 83% 60% 78% 86% Management has a clear view of where the organization is going and how to get there. 17% 7 75% 86% Management delivers on its promises. 45% 76% Management's actions match its words. 33% 72% 75% I believe management would lay people off only as a last resort. 83% 43% 15% 42% Management is honest and ethical in its business practices. 7 45% 45% I am offered training or development to further myself professionally. 33% 42% 45% I am given the resources and equipment to do my job. 17% 53% 65% Management shows appreciation for good work and extra effort. 67% 33% 45% 53% Management recognizes honest mistakes as part of doing business. 33% 33% 56% 62% Management genuinely seeks and responds to suggestions and ideas. 67% 33% 46% 52% Management involves people in decisions that affect their jobs or work environment. 20% 4 42% This is a physically safe place to work. 33% 33% 47% 53% This is a psychologically and emotionally healthy place to work. 42% 56% Our facilities contribute to a good working environment. 67% 44% 48% People are encouraged to balance their work life and their personal life. 17% 29% 12% 75% Management shows a sincere interest in me as a person, not just an employee. 86% 33% 23% 4 We have special and unique benefits here. 43% 67% 42% 56% I am able to take time off from work when I think it's necessary. 14% 56% 75% People here are paid fairly for the work they do. 17% 48% 58% I feel I receive a fair share of the profits made by this organization. 42% 53% Everyone has an opportunity to get special recognition. 33% 67% 45% 45% I am treated as a full member here regardless of my position. 29% 33% 12% 12% Promotions go to those who best deserve them. 33% 67% 23% 45% Managers avoid playing favourites. 33% 20% 45% 45% People avoid politicking and backstabbing as ways to get things done. 67% 43% 12% 65% People here are treated fairly regardless of their age. 33% 95% 85% People here are treated fairly regardless of their race/ethnicity 67% 65% 75% People here are treated fairly regardless of their sex. 80% 42% 45% If I am unfairly treated, I believe I'll be given a fair hearing if I appeal. 86% 52% 63%

9 ABC Company Ltd. Org Work Test Test Test Group benchmark 3 benchmark 1 benchmark 2 I feel I make a difference here. 29% 67% 45% 62% My work has special meaning: this is not 'just a job'. 67% 54% 67% When I look at what we accomplish, I feel a sense of pride. 67% 33% 12% 45% People here are willing to give extra to get the job done. 33% 67% 44% 65% I want to work here for a long time. 57% 45% 48% I'm proud to tell others I work here. 12% 58% People look forward to coming to work here. 33% 60% 37% 45% I feel good about the ways we contribute to the society. 12% 84% I can be myself around here. 17% 23% 54% People celebrate special events around here. 83% 2 26% People care about each other here. 83% 35% 53% This is a friendly place to work. 67% 33% 34% 73% This is a fun place to work. 67% 7 25% 8 When you join the organization, you are made to feel welcome. 43% 83% 45% 48% When people change jobs or work units, they are made to feel right at home. 33% 12% 47% There is a "family" or "team" feeling here. 33% 45% 83% We're all in this together 43% 67% 78% 74% You can count on people to cooperate. 67% 83% 12% 12% 100% 67% 57% 29% 29% 46% 12% 23% 48% 42% 52% Customized statements Customized Statement % NA NA NA Taking everything into account, I would say this is a great place to work. 17% 43% 1 53% India Specific Statements Management does a good job of developing managers for leadership positions. Management does a good job of attracting talent for key positions. People here are treated fairly regardless of their religion. Note: Scores of Benchmarks do not include scores of ABC Company Ltd.

10

11 On the basis of analysis of the survey results in Comparison of Positive Responses with Test benchmark 1, the following strengths and areas of improvement resulted; STRENGTHS 1. People celebrate special events around here. (83%) 2. You can count on people to cooperate. (67%) 3. Management does a good job of developing managers for leadership positions. (100%) AREAS OF IMPROVEMENT 1. Management has a clear view of where the organization is going and how to get there. (17%) 2. Management keeps me informed about important issues and changes. (17%) 3. I am able to take time off from work when I think it's necessary. (14%) Note : " * Percentage scores in brackets are the employee survey scores"

12

13 SECTION OVERVIEW This appendix and explanation of the Great Place to Work Model is intended to provide ABC Company Ltd. senior leaders with a graphical depiction of survey results using the five dimensions of the Great Place to Work Model as a framework. Great Place to Work Model Our model is derived from the definition of a Great Place to Work as one where employees trust the people they work for, have pride in what they do, and enjoy the people they work with. This definition implies that the heart of great workplaces is in the quality of the relationships that exist there and identifies the workplace as composed of three interconnected relationships as represented by the five dimensions of the Model. These relationships and their related dimensions are: between employees and management (Credibility, Respect, and Fairness); between employees and their jobs/company (Pride); and between employees and other employees (Camaraderie). The Great Place to Work Trust Index was created by best-selling author Robert Levering in collaboration with a team of professional management consultants with years of experience in conventional employee surveys, and was based on hundreds of employee interviews conducted over the past decade for The 100 Best Companies to Work for in America (coauthored with Milton Moskowitz). The Great Place to Work Model is made up of five dimensions - Credibility, Respect, Fairness, Pride and Camaraderie. Below is an outline of the various elements that contribute to each of these dimensions. They will be covered in more depth in the pages that follow. - measures the extent to which employees see management as credible (believable, trustworthy), by assessing employees' perceptions of management's communication practices, competence and integrity. - measures the extent to which employees feel respected by management, by assessing the levels of support, collaboration and caring employees see expressed through management's actions toward them. - measures the extent to which employees feel that management practices are fair, by assessing the equity, impartiality, and justice employees perceive in the workplace. - measures employees' sense of pride in their work by assessing the feelings employees have toward their jobs, team or work group and the Company. - measures employees' sense of camaraderie in the workplace by assessing the quality of the intimacy, hospitality, and community within the workplace.

14 Overview of Dimensions and Sub-Dimensions Each dimension of the model is divided into three sub-dimensions that further categorize the statements addressed in the standard Great Place to Work Trust Index. Each sub-dimension focuses on a specific set of conditions or behaviors found at great workplaces:

15 Overview of Dimensions, Sub-Dimensions, and Individual Statements The Great Place to Work Trust Index standard survey statements each fall under one sub-dimension of the five dimensions, as shown below: Two-way Communication Management keeps me informed about important issues and changes. Management makes its expectations clear. I can ask management any reasonable question and get a straight answer. Management is approachable, easy to talk with. Competence Management is competent at running the business. Management hires people who fit in well here. Management does a good job of assigning and coordinating people. Management trusts people to do a good job without watching over their shoulder. People here are given a lot of responsibility. Management has a clear view of where the organization is going and how to get there. Integrity Management delivers on its promises. Management's actions match its words. I believe management would lay people off only as a last resort. Management is honest and ethical in its business practices. Support I am offered training or development to further myself professionally. I am given the resources and equipment to do my job. Management shows appreciation for good work and extra effort. Management recognizes honest mistakes as part of doing business. Collaboration Management genuinely seeks and responds to suggestions and ideas. Management involves people in decisions that affect their jobs or work environment. Caring This is a physically safe place to work. This is a psychologically and emotionally healthy place to work. Our facilities contribute to a good working environment. People are encouraged to balance their work life and their personal life. Management shows a sincere interest in me as a person, not just an employee. We have special and unique benefits here. Equity People here are paid fairly for the work they do. I feel I receive a fair share of the profits made by this organization. Everyone has an opportunity to get special recognition. I am treated as a full member here regardless of my position.

16 Overview of Dimensions, Sub-Dimensions, and Individual Statements The Great Place to Work Trust Index standard survey statements each fall under one sub-dimension of the five dimensions, as shown below: Impartiality Promotions go to those who best deserve them. Managers avoid playing favorites. People avoid politicking and backstabbing as ways to get things done. Justice People here are treated fairly regardless of their age. People here are treated fairly regardless of their race. People here are treated fairly regardless of their sex. If I am unfairly treated, I believe I'll be given a fair shake if I appeal. Personal Job I feel I make a difference here. My work has special meaning: this is not "just a job". Team When I look at what we accomplish, I feel a sense of pride. People here are willing to give extra to get the job done. Company I plan on working here until I retire. I'm proud to tell others I work here. People look forward to coming to work here. I feel good about the ways we contribute to the community. Intimacy I can be myself around here. People celebrate special events around here. People care about each other here. Hospitality This is a friendly place to work. This is a fun place to work. When you join the Company, you are made to feel welcome. When people change jobs or work units, they are made to feel right at home. Community There is a "family" or "team" feeling here. We're all in this together. You can count on people to cooperate. Great Place to Work Taking everything into account, I would say this is a great place to work.

17 Communication Informative Accessible Competence Coordination Oversight Set Vision Integrity Reliable Honest Support Professional Worth Individual Effort Collaboration Suggestions & Decisions Caring Work Environment Personal Life Equity Pay Membership Impartiality Justice Treatment Appeals Personal Job Team Corporate Image Intimacy Hospitality Enjoyment Welcome Community Statement by statement comparison of survey results Section Overview This section of the report provides a question-by-question visual comparison of ABC Company Ltd.'s Great Place to Work Trust Index results. We have provided you with charts comparing your survey data on each survey question with each of the benchmarks you have chosen. To better help you interpret the results, each question is explained within the context of the Great Place to Work Model. How to Read the Graphs Each page of this section focuses on illustrating a particular set of skills within the Trust Index by analyzing survey responses to the statements that measure those skills. To the left of each page is the Trust Index Navigator, which shows you where you are within the Great Place to Work Model. The skills highlighted in a lighter shade refer to the specific graph being discussed. In the Trust Index Navigator, each indentation of behaviors contributes to developing the skill or behavior listed above. For example, Informative and Accessible behavior develops the skill of excellent Communication, which in turn develops organizations' Credibility.

18 Survey Response Overview This graph provides an overview of survey response pattern for all dimensions of the Trust Index model. Below is an outline of the various elements that contribute to each dimension. They will be covered in more depth in the pages that follow. Credibility - measures the extent to which employees see management as credible (believable, trustworthy), by assessing employees' perceptions of management's communication practices, competence and integrity. Respect - measures the extent to which employees feel respected by management, by assessing the levels of support, collaboration and caring employees see expressed through management's actions toward them. Fairness - measures the extent to which employees feel that management practices are fair, by assessing the equity, impartiality, and justice employees perceive in the workplace. Pride -measures employees' sense of pride in their work by assessing the feelings employees have toward their jobs, team or work group and the company. Camaraderie -measures employees' sense of camaraderie in the workplace by assessing the quality of the intimacy, hospitality, and community within the workplace. The Trust Index model is derived from the definition of a great place to work as one where employees trust the people they work for, have pride in what they do, and enjoy the people they work with. This definition implies that the heart of great workplaces is in the quality of the relationships that exist there and identifies the workplace as composed of three interconnected relationships: between employees and management, between employees and their jobs/company, and between employees and other employees. The Great Place to Work Trust Index was created by best-selling author Robert Levering in collaboration with a team of professional management consultants with years of experience in conventional employee surveys, and was based on hundreds of employee interviews conducted for The 100 Best Companies to Work for in America (co-authored with Milton Moskowitz). By comparing's results with the Great Place to Work model, management can build on the strengths and address the weaknesses revealed by the Trust Index

19 Communication Competence Integrity Credibility Dimension Communication - Competence - Integrity The above graph identifies the organisation's average performance on the skill sets that contribute to Credibility. They consist of communication, competence, and integrity and are essential to promoting trust in the workplace. Good communication skills invite two-way dialogue. Managers are both clear and informative in the information they volunteer; and they are accessible to employees, affording them the opportunity to begin conversations about the information they might need or want to share. Positive communication skills will allow managers to hear about and address rumors before they get started. If employees know their managers are up front with them and feel they can ask questions freely when there are concerns, there will be no need to fill in information gaps with guesses. Clear communication allows employees to meet managers' expectations, choose their priorities carefully and, thus, be more productive. Displaying management competence involves the ability to coordinate people and resources effectively, the ability to oversee employees' work, and the ability to clearly articulate and enact a vision for the organisation or for individual departments. Employees who feel management is competent are more willing to trust management's decisions and follow management when they are leading employees through changes or uncertainty. Management's integrity depends on honest and reliable daily actions. Managers are consistent: whatever they say, they do; and promises are kept. Additionally, employees are certain their managers run the business ethically. Clearly, performance on these skill sets creates employees' perceptions of management's credibility, and this sense of credibility is essential to maintaining trust in the workplace. The following pages drill down into the specific attitudes and behaviors that contribute to the skills discussed above.

20 Communication Informative Accessible Competence Integrity Credibility Dimension Communication is enhanced by being... Informative Employees appreciate being kept informed of important issues and changes in the workplace. Doing so helps employees to understand where the organization is headed and how they fit in to the overall plan. This allows them to work most effectively, and to proactively address potential misinformation and rumors. When managers make their expectations clear, employees are able to set their goals, choose priorities appropriately, and trust that they know where they stand in their managers' eyes.

21 Communication Informative Accessible Competence Integrity Credibility Dimension Communication is enhanced by being... Accessible When managers answer reasonable questions directly with straight answers, employees are able to focus on the tasks at hand rather than trying to decipher the response. Even when managers must give employees information they won't like, it is more beneficial to say it clearly, than to be indirect or stall. Employees will learn from these interactions that it is important within their organization to be honest and straightforward. Being approachable and easy to talk with is an easy way to encourage two-way communication and establish a strong bond with employees that will support ongoing communication.

22 Communication Competence Coordination Oversight Set Vision Integrity Credibility Dimension Competence is enhanced through... Coordination Employees want to know that their managers are competent at running the business, including both technical product or service management, as well as people anagement. Conveying that competence will assure greater trust of management decisions and support of leadership. Assigning and coordinating people effectively is one of the people-tasks that employees assess in their determination of management's competence. This is a skill set that employees look for in managers throughout the organization, and that greatly influences their perceptions of management's ability to lead the department or organization.

23 Communication Competence Coordination Oversight Set Vision Integrity Credibility Dimension Competence is enhanced through... Oversight One way managers display their competence is by trusting people to do good jobs without watching over their shoulders. Managers who provide direction to employees by avoiding micromanagement convey their confidence in employees' abilities to get their work done. Managers also indicate an awareness of the unique managerial responsibilities that are theirs alone. Giving people a lot of responsibility displays management's ability to delegate work and manage a staff competently. Employees will both recognize these skills and appreciate the opportunity greater responsibility affords them to be challenged and engaged with their work.

24 Communication Competence Coordination Oversight Set Vision Integrity Credibility Dimension Competence is enhanced by... Set Vision Management's ability to convey that they possess a clear view of where the organization or department is going directly impacts employees' confidence in the future of the business. Employees like to know they are working towards a goal, and to trust that leadership has the skills to take them there.

25 Communication Competence Integrity Reliable Honest Credibility Dimension Integrity is enhanced by being... Reliable Managers who are reliable and consistent minimize the distraction that inconsistent behavior brings to the workplace. Their dependability enables employees to dispense with the second-guessing of actions and motives, and spend more time performing the work that needs to be done. Managers display reliable behavior when they deliver on their promises and when their actions match their words. When employees believe that management would lay people off only as a last resort, they are able to worry less about their job security, and concentrate more on performing those tasks that will insure organisation's success.

26 Communication Competence Integrity Reliable Honest Credibility Dimension Integrity is enhanced by being... Honest Management's display of honest and ethical business practices indicates to employees the standard of behavior that is expected in the business. Managers lead the way in setting the tone for all interactions with employees and customers.

27 Communication Competence Integrity

28 Support Collaboration Caring Respect Dimension Support - Collaboration - Caring The above graph identifies the organisation's average performance on the skill sets that contribute to Respect. They consist of support, collaboration, and caring, and represent another essential element to creating an atmosphere of trust in the workplace. Professional support is shown to employees through the provision of training opportunities and the resources and equipment necessary to get work done. Appreciation of professional accomplishments and extra effort supports the individual professional development of employees. Collaboration between employees and management requires management outreach by genuinely seeking and responding to employees' suggestions and ideas, as well as involving people in the decisions that affect them. Managers demonstrate caring by providing a safe and healthy working environment, and by showing an interest in people's personal lives. Caring managers are also aware of the impact that work has on employees' personal lives. Showing respect for employees improves employees' perceptions of how they are treated by management and increases their trust in the organisation. A respectful environment fosters increased productivity and smoother execution of procedures by creating an atmosphere in which decisions are made with the support of staff, and ideas for improving the workplace can be shared. Employees are more enthusiastic about their work when they feel they are seen as people, not just employees. The following pages drill down into the specific attitudes and behaviors that contribute to the creation of an environment of respect in the workplace.

29 Support Professional Worth Individual Effort Collaboration Caring Respect Dimension Support is enhanced by valuing... Professional Worth Management shows support for employees by offering training and development to further themselves professionally. Doing so demonstrates respect for people's professional worth, and cultivates an engaged, dedicated, and well-trained staff. A very clear demonstration of basic professional support comes from management's willingness to provide the resources and equipment necessary for employees to do their jobs. This encourages employees to recognize the importance of their jobs and to feel that management is invested in their ability to accomplish their work.

30 Support Professional Worth Individual Effort Collaboration Caring Respect Dimension Support is enhanced by valuing... Individual Effort One high-impact way management demonstrates support and respect for employees is by showing appreciation for good work and extra effort. This is an invaluable motivational tool, and even the most simple, but genuine forms of "thank you" will be welcomed by employees. When management recognizes honest mistakes as part of doing business, they convey a basic sense of respect for their employees, and acknowledge that some mistakes are inherent in the process of learning and working hard. This support of people's efforts will encourage them to keep trying hard and take appropriate risks that may generate productive new ideas for the organisation.

31 Support Collaboration Suggestions & Decisions Caring Respect Dimension Collaboration is enacted through... Suggestions and Decisions Collaboration between employees and management requires management's active pursuit of suggestions and ideas. This practice not only provides avenues through which to solicit a wealth of beneficial information, but it encourages employees to feel more engaged in their work and attached to its outcome. Employee involvement in the decision-making process will increase employees' understanding of why decisions are made and help them to appreciate management's decision-making responsibilities. Employees are more engaged in their work when they are able to share in decisions about how their work gets done.

32 Support Collaboration Caring Work Environment Personal Life Respect Dimension Caring is shown in employees'... Work Environment Employees perceive management as caring for them when they believe their work environment is a psychologically and emotionally healthy place. This display of respect encourages people to be themselves, to have the energy to devote to their work, and to look forward to coming to work. Insuring that workplace facilities support people's efforts to get their work done moves beyond a concern with the immediate physical environment to a recognition that the facilities can affect people's productivity and effectiveness at work. This is a tangible way for employees to feel they are cared for on a daily basis.

33 Support Collaboration Caring Work Environment Personal Life Respect Dimension Caring is shown in employees'... Personal Life Managers express care for employees' personal lives by supporting their time off from work when necessary and encouraging people to balance their work lives and personal lives. This respectful treatment decreases burnout and creates a more vital, interesting staff who are energized by activities outside the workplace and able to focus better in the workplace. When managers show a sincere interest in employees as people, not just as employees, they make it possible for employees to trust them and their sincerity on other occasions. Feeling cared for as a person engenders a sense of loyalty in the workplace. Special and unique benefits are a reflection of employees' sense that management recognizes and respects their individual circumstances, and is willing to offer benefits that match their needs.

34 Support Collaboration Caring

35 Equity Impartiality Justice Fairness Dimension Equity - Impartiality - Justice The above graph identifies the organisation's average performance on the skill sets that contribute to Fairness. They consist of equity, impartiality, and justice, and represent the third element contributing to trust in the workplace. A sense of equity is conveyed through balanced treatment for all people in the distribution of intangible and tangible rewards. Manager impartiality is displayed through an avoidance of favoritism in hiring and promotion practices, and an absence of politicking in the workplace. The statements assessing impartiality reflect the very human interpersonal interactions that occur within a workplace when people are promoted, tasks are assigned, or requests for assistance are made to facilitate some aspect of work that needs to be accomplished. Justice is seen as a lack of discrimination based on people's personal characteristics, and the presence and utilization of a fair process for appeals. An environment that supports the fair treatment of all employees enables people to focus on their work contributions rather than spending time on politics or defending themselves personally. A fair work environment reduces the distractions of inequity, politics and prejudice and allows people to make their greatest contributions. The following pages drill down into the specific actions that contribute to the skills discussed above.

36 Equity Impartiality Justice Fairness Dimension Fairness is enhanced through... Equity Ensuring employees are provided with fair pay and a fair share of the profits for the work they do is a reflection of the equity with which people throughout the organization are to be treated. Equitable pay and profitsharing indicate the fundamental worth of each person to the organisation.

37 Equity Impartiality Justice Fairness Dimension Fairness is enhanced through... Equity Mechanisms that ensure that all people have an opportunity to get special recognition reinforce the notion that everyone's contributions are worthy of recognition. Treating all people as full members regardless of their positions demonstrates to employers that all people add value to the organisation, and each person's job is integral to the achievement of its goals.

38 Equity Impartiality Justice Fairness Dimension Fairness is enhanced through... Impartiality Employees like to see that promotions go to those who best deserve them, as this assures them that they are operating on a level playing field, and that they can expect to be fairly recognized for their accomplishments. Management that is careful to avoid playing favorites protects the sense of workplace impartiality, and motivates staff by conveying the message that everyone has an opportunity to contribute and succeed. Managers who avoid politicking and backstabbing as ways to get things done proactively encourage teamwork and cooperation, and merit the trust of their employees.

39 Equity Impartiality Justice Fairness Dimension Fairness is enhanced through... Justice Management creates a sense of justice by treating people fairly regardless of personal characteristics. Justice is an essential element in creating a level playing field, motivating staff to feel each person can succeed on the basis of his/her merits, and encouraging teamwork and cooperation. As a back up to all systems of fairness in the workplace, employees must feel that if they are unfairly treated, they will be given a fair hearing if they appeal. Establishing an effective appeals process provides a safety net for both employees and the organisation when fairness issues arise.

40 Equity Impartiality Justice

41 Personal Job Team Corporate Image Pride Dimension Personal Job - Team - Corporate Image The above graph identifies the organisation's average performance assessing the elements in which employees feel pride: their personal jobs, the work of their teams, and its public image. Employees can feel pride in their personal jobs; in the work that is produced by their own team or work group; and in the organisation's corporate reputation, which is made up of its services and its standing in the community. In general, high levels of pride in these three areas favorably affects employees' engagement in their jobs, thus increasing productivity, teamwork, and commitment to the organisation. Pride in one's personal job is developed from the sense that one's specific contributions are special and unique to the organization - that one makes a difference at the organisation. This feeling of pride in one's contribution can lead to employees making long-term commitments to the organisation. People's pride in the accomplishments of their teams is both a reflection of the good work that the team is able to do, and the explicit recognition by management that the success of the organization often comes from teamwork and not just from individual contributions. Finally, people's pride in their association with the organization and its public image come from the reputation of the firm within its industry or service areas, its ability to meet client needs, and its commitment to be of service to the communities in which it is located. The following pages drill down into the specific actions that contribute to the skills discussed above.

42 Personal Job Team Corporate Image Pride Dimension Pride is shown in each employee's... Personal Job Employees feel pride in their jobs when they feel they make a difference; and when employees feel their work has an impact, they are engaged and productive. Employees gain a sense of personal pride from their ability to see special meaning in their work. This may come from the knowledge that their personal skills are unique, or that the service they provide is of great value to other employees and/or clients.

43 Personal Job Team Corporate Image Pride Dimension Pride is shown in each employee's... Team Managers can increase team pride by making sure that employees have the opportunity to evaluate and recognize their teamwork, so that when they look at what they accomplish, they feel a sense of pride. This recognition will reinforce good teamwork and motivate everyone for future efforts. An identifying trait of strong team pride is an increased commitment to collective work goals, such that people are willing to give extra to get the job done.

44 Personal Job Team Corporate Image Pride Dimension Pride is shown in each employee's perception of the... Corporate Image Employees' pride in the corporation plays out in their degree of commitment to the organisation, or whether employees plan to work here for a long time. Corporate pride is indicated by employees who want to tell others where they work. Employees' perceptions of the quality of the organisation's services and its standing in the community work together to create their sense of corporate pride. This pride contributes to people looking forward to coming to work. Employees who feel good about the ways in which we contribute to the community are proud of organisation's impact on people's lives outside of the workplace.

45 Personal Job Team Corporate Image

46 Intimacy Hospitality Community Camaraderie Dimension Intimacy - Hospitality - Community The above graph identifies the organisation's average performance assessing the avenues through which staff conveys a sense of camaraderie: intimacy, hospitality, and community. Employees experience camaraderie in the workplace through the level of intimacy they find, or the ability they have to be themselves; the hospitality people engage in, or the extent to which the environment is friendly and welcoming; and the sense of community, or the degree to which staff feels like a team or a family. Fostering feelings of hospitality and intimacy, and underscoring the importance of a sense of community in the workplace all contribute to employees developing relationships, cooperating with others, and enjoying their work. The teamwork, cooperation and commitment that is a byproduct of camaraderie positively affect quality, productivity, profitability, and employees' morale. The following pages drill down into the specific actions that contribute to the skills discussed above.

47 Intimacy Hospitality Community Camaraderie Dimension Camaraderie is enhanced through... Intimacy In an intimate environment, people are able to develop genuine relationships with each other that strengthen their individual ties with coworkers. One indication of an intimate workplace is one in which employees feel they are able to be themselves. Celebrating special events give employees the opportunity to acknowledge their personal relationships with each other. In an intimate workplace people care about each other, providing support and assistance when needed.

48 Intimacy Hospitality Community Camaraderie Dimension Camaraderie is enhanced through... Hospitality People experience the hospitality of the workplace through the way they are welcomed when they join or change jobs, and the friendliness and fun they experience. Hospitality helps people to look forward to coming to work, and be more engaged and productive. Employees feel their environment is hospitable when they identify it as a friendly place to work.... a fun place to work.... an environment in which when you join the company you are made to feel welcome.... an environment in which when you change jobs or work units you are made to feel right at home.

49 Intimacy Hospitality Community Camaraderie Dimension Camaraderie is enhanced through... Community

50 Intimacy Hospitality Community

51 India Specific Statements

52

53 This is a GREAT PLACE TO WORK Over 25 years of research by the Great Place to Work, Institute, San Francisco, reveals that it is the nature of the relationship between an organization and its employees that makes an organization a great place to work. This relationship between an employee and an employer can further be broken down into three fundamental questions. Do I trust the people I work for, do I take pride in what I do, and do I enjoy the people I work with? The relationship between an employee and his management- Trust, the relationship between an employee and his job - Pride and the relationship between an employee and his peers- Camaraderie. A Great Place to Work therefore is one where employees trust the people they work for, have pride in what they do and enjoy the people they work with.

54

55 Customised Statements

56

57 Demographic Graphs

58

59 Enclosed are spreadsheets depicting organization and work group results. GPTW Survey statements are presented in the far left column according to the five dimensions of the Great Place to Work Model : Credibility, Respect, Fairness, Pride and Camaraderie. These dimensions are followed by one overiding statement, "Taking everything into account, I would say this is a great place to work. RESPONSE PATTERNS Employees were instructed to respond to each statement using a 1-5 scale. The positive responses to the affirmative survey statements, indicating either a 4 ("often true") or a 5 ("almost always true"), are counted as a percentage of the total number of responses received for that statement. Blanks are not included in calculating the response percentage. For example, for the statement, "Taking everything into account, I would say this is a great place to work," if the score were as follows: Response Option 0 (Blank) 1 (Almost always untrue) 2 (Often untrue) 3 (Sometimes untrue / true) 4 (Often true) 5 (Almost always true) Organization responses Organization Total Responses 6 Total 4 and 5 (or True) Responses 3 Percentage of True Responses 50 The percentage of "true" responses (shown here in italics) is presented on the spreadsheets for each statement and demographic segmentation. Green shading indicates positive responses by 70% or more respondents. Orange shading indicates positive responses by or fewer respondents." DATA PRESENTATION Responses sorted by demographic categories are presented in separate columns on the spreadsheet.

60 Powered by TCPDF (