TEAM MEMBERS -

1. ABHINAV PRAKASH (CGT 19001)

2.BHAVANI SHANKAR(CGT 19009)
3. MRINAL GAUTAM (CGT 19013)
4. PRASHANT PRIYADARSHI (CGT 19020)
5. SRISTY RAJ (CGT 19028 )
 Free
Food
Treadmill
desks

Free
pool Arcade
tables games

When we think of great places to work, we often focus on the perks

and benefits that make a workplace more fun, convenient or flexible.
But benefits and perks are only part of the story.
 Competitive
Advantage –
Critical Human
Resources
Social Exchange
Agility
Theory

Org. Philosophy
EVP
and Culture

Vrooms
Expectancy Brand Image
Theory

Equity Theory JDR Theory

Psychological
Contract

3
Contents for today’s presentation

1 2 3 4 5

About : Great Study of three Insights into Prediction for Benefits

Place to Work Best Places to Great future
Certification Work Workplaces for What are we
aiming at

1. CISCO 1. Innovation firms

2. HILTON 2. Women & Diversity
3. TATA STEEL 3. Technology
4. Millennials
4
Great Place to Work® is a Certification that organizations around
the globe use to enhance and endorse their Employer Brand.

Components
of
Assessment

Trust Culture

Trust Index © Culture Audit ©

Employee Survey Management Questionnaire 5
 Trust Index - Benchmarks the employee response for an organization with
the Best Companies to Work for List
CREDIBILITY
Communications are open and accessible Competence
Competence in coordinating human and material resources
Integrity in carrying out vision with consistency
T
RESPECT
Do I trust the people I work for? R Supporting professional development and showing appreciation
U Collaboration with employees in relevant decisions Caring
“Management” S Caring for employees as individuals with personal lives

T FAIRNESS
Equity— Balanced treatment for all in terms of rewards
Impartiality — Absence of favoritism in hiring and promotions
Justice— Lack of discrimination and process for appeals

PRIDE
Do I take pride in what I do? Personal Job—In personal job, individual contributions
Team—In work produced by one's team or work group
“Job” Company—In the organization's products and standing in the community

CAMARADERIE
Do I enjoy the people I work with? Intimacy—Ability to be oneself
Hospitality—Socially friendly and welcoming atmosphere
“Other Employees” Community—Sense of "family" or "team"
6
Culture Audit - story of the behaviors and practices that people consistently
and persistently exhibit to build a great workplace
Great organizations create cultures in which everyone is inspired and has the opportunity to contribute
their talents and the best of themselves.

Five underlying qualities that

Dimensions of Culture Audit
magnify the success of programs

Culture
Audit

7
New Portrait of Great Place to Work for All – New metrices added for
evaluation after 2019

8
Benefits of Great Place to Work Certification

• Get a Snapshot of Trust Levels between Employees and the Organization

• Compare Your Workplace Culture with Competitors and the Best Companies

• Show Commitment to Employees about Improving Workplace Culture

• Get Insights on ‘How Your HR Programs are perceived by Employees’

• Project Your Employer Brand, Internally and Externally

• Attract and Retain Talent

• Earn Credible and National Recognition as an ‘Employer of Choice’

9
Insights from Great Place to Work 2019 report
Top factors distinguishing the best workplaces of 2019

Asia US & Canada Europe Latin America

Work and Life Giving back to Safety- Psychologically and
Community, Celebrating, Fairness- Thoroughly
Balance, Deep human equitable experience emotionally healthy
sharing profits, treating workplace, Clear
Relationship layoffs communication

Common element among Best work places - TRUST

10
Study of 3 companies : Best Workplaces

1. CISCO – Bridge to possible

2. Hilton – Hospitality for all.

3. Tata Steel – We also make tomorrow.

11
 1. CISCO- Best practices (1/2)
“Between hope and possible, there’s a bridge.”

“Our people deal” initiative: Inspiring

employees to:
• Connect everything
• Connect its employees with personnel, information,
and opportunities

• Innovate Everywhere challenge

• Gives unique chance to winners to receive seed
funding and the option three-month innovation
rotation program.

• Benefit everyone
• Idea of “winning together,” through programs such
as its Networking Academy (providing IT job
training to ~2 million a year worldwide), TacOps
disaster response team, and other initiatives
12
 1. CISCO- Best practices (2/2)

• Hiring initiative-” Belong”

• Machine learning powered search to surface the most
relevant candidates and predict their openness to Cisco
opportunities

• Exceptional Female talent development: Jump program

• Through Jump, the company has raised the number of
female leaders from one out of twelve to five out of
twelve.

• Driving conscious culture

• Emphasis on humanity, respect, team building within the
organization
• Diversity and inclusion
• Making everyone accountable and a sense of purpose

13
 2. Hilton- Best practices (1/2)

Hospitality for all

• Workplace culture which is equally great for frontline, hourly staff as
that for executives
• Great Facilities For All
• Break rooms, staff locker rooms, and team member restaurants,
housekeeping staff lounge with upgraded facilities
• Travel For All: Go Hilton Team Member and Family & Friends
Travel Programs
• Enhanced family-friendly benefits, including expanded parental
leave, adoption assistance, extended bereavement leave
• Outperforms in satisfaction among typically more disenfranchised
“line-level” workers, such as cleaning and kitchen staff.
Employee Development

• Career Pathing tool is a valuable resource for Team Members

planning a career in hotel operations.

• Education For All: Fully-Paid GED and High School Completion

Programs 14
2. Hilton- Best practices (2/2)
Focus on diversity and inclusion
• A percentage of senior leaders' bonus payouts are tied to
leadership effectiveness.

• Leaders are evaluated based on whether they cultivate an

inclusive environment and how they create a workforce that
reflects the diversity of hotel guests.

• E.g. Do they attract and hire diverse talent? Do leaders create an

environment where all people feel welcome and valued? And are
leaders helping meet hotel and corporate office diversity targets?

• Use of Hiring tool: Hilton’s Lobby Buzz

• Aggregates content from all of Hilton’s Social Media Channels

into one easy to use platform with shareable content.

• ‘Why Hilton’ platform which serves as an excellent source for

recruiting new team members and getting employees to spread
the word. 15
 3. Tata Steel Ltd- Best practices (1/2)
“We also make tomorrow”

Recruitment of people who give their best

• Hiring of best fit, best and diverse talent
• Equal opportunities
• Steelathon, Mind over matter, Women of Mettle
34700 employees

Inspiring people
• Give back to society; Create today and enjoy greener, better tomorrow
• Get inspired from Heritage
• Tata Story, Nav Chetna, parichay, SMILE, Samvaad, Outbound Leadership program

Talent development to build our future

• Focused competencies development
• Inhouse talent development for future leadership
• Keeping pace with changing world
• Tejasvini, MARVEL, Engage, Ignite, Inclusive Leadership Program, Directed Learning, Reverse mentoring
16
3. Tata Steel Ltd- Best practices (2/2)

Celebrate people
• Cherish and reward loyalty
• Recognition and reward to courageous whistleblowers
• Applauder of pursuit of excellence
• Shabashi Awards, Steel Icon awards, ASPIRE Awards 34700 employees

Diversity and inclusion is not a choice, but a way of life.

• Gender balance, Nurturing women leaders
• Enabling environment for persons with disability
• Improving LGBTQ inclusion
• Promotion of openness and diversity of thought
• MOSAIC, Zubani, SWATI, Ekta, Raahat, Parental leaves, Take two, Ignite, Gender neutral amenities
Enhanced facilities
• 5-day workweek, paternity leave, adoption leave, satellite office operation,
• employee assistance programme (tilted UMANG) and Take 2 (to provide a platform to the partners of the
Tata Steel employees and women professionals who are on career break) 17
Insights – What goes into making a great workplace? (1/5)

Fostering Employee connection

Fostering • Managers have clear vision
• Cooperative environment
• Bringing remote employees together

Leading Inspiring Employees

Innovation Inspiring • Suggestions and feedback
• Help to drive ideas
companies • Feel “I can make a difference here”

Encouraging diverse perspective

Encouraging • Gender, ethnicity, millennials etc.

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Insights – The Best Workplaces for Women? (2/5)

Great workplaces make women feel welcome

Women who say their organization is psychologically and emotionally

healthy and that they can be themselves in the workplace are 5x more
likely to say their company is a great place to work.
Say
A great workplace for women helps create a great workplace for all

Companies also have much smaller disparities in work experience for Stay
employees of color, LGBT team members, Millennials, part-timers and
even people at different pay levels.

A great workplace empowers women and marches ahead with them

Women are 26x more likely to feel their work has meaning
Strive
19
 Insights – The Best Workplaces for Technology? (3/5)

Employees feel empowered.

94% of the winners agreeing that “People here are

given a lot of responsibility”.

Very agile and motivated to get the job done.

43% more willing than the overall workforce to

give extra to get the job done and 23% more
willing to quickly adapt to changes.

Best workplaces pay fairly.

85% of responders feel people are paid fairly at

their organization as compared to 35% for the
overall 20
 Insights – The Best Workplaces for Millennials (4/5)

What affects Millennials today?

• Student loan

• Unemployment, underemployment, and the gig economy

• Delaying or skipping marriage and children

• Moving to big cities

• Good jobs, diverse populations and access to prized
experiences
• Outrageous rent and cost of living hinders home ownership
and family
• Lack Faith in Leaders Only 44% Millennials experience key
aspects of great workplace
• 70% Believe managers play favorites

• 67% Do not believe management’s actions match its words

• 56% Do not believe management is competent

21
Insights – The Best Workplaces for Millennials (5/5)

What Millennials really want?

• Caregiving responsibilities, especially paternity
leave

• Fair base pay and student debt loan

repayment support.

• Millennials identify leaders as Connectors -

people who connect diverse workforces to a
common purpose, have their employees’ long-
term growth and personal interests in mind,
and show up during critical moments in their
personal life or career.

When Millennials find a Great Workplace, they are Super Loyal

22
 Three Predictions for the Workplace Culture of the Future
Prediction 1: Prediction 2: Increased Focus on Prediction 3: A Deeper Sense of
A Fairer Workplace for All Employees Developing All Employees Purpose For All Employees

• Fewer experiences of favoritism, • Take efforts to help employees reach • Connect employees to the outcome

politicking and playing favorites their full potential. of their unique job responsibilities

• Fair promotions • Consistent professional development • Campaigns featuring employees

talking about the work they do, why
• Increases in equal access to offered across the workforce.
they do it, and their impact
recognition opportunities – • Offering feedback in real time and
• Opportunity for volunteerism and
• Improved perceptions of fair pay periodic Career-centered talks philanthropy
• More just and inclusive work • Mentoring and easily accessible • How employees connect to the
environment training, online “self-serve” lessons broader purpose of the organization.
• Fair chance to appeal against • Reimbursement for formal • highly correlated to employees’
desire to plan a long-term future.
unfair treatment coursework and certifications

Improved access to information, ideas Concern for employees as individuals, Employees (Millennials in particular) are
and feedback; increased transparency— as well as members of a team placing a higher premium on feeling a
a fairer employee experience overall. sense of purpose at work 23
What do the Great workplaces aim at?

Engagement Model Three types of employees

Actively
Strive Disengaged

Stay
Not-engaged
Say

3 Key behaviors

Engaged

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Benefits of improved trust and culture

25
 Websites

1. www.greatplacetowork.com
2. www.greatplacetowork.in
3. https://www.cisco.com › en_au › about
4. https://newsroom.hilton.com › corporate › news
5. Tata Steel internal communications
6. Hilton - Great Place To Work United States

Reports (Great Place to Work Institute)

REFERENCES 1.
2.
Great Place to Work : Fortune 100 Report 2017
3 ways high tech companies are leading innovation 2017
3. Best small and medium workplaces key findings report 2018
4. Worlds best workplaces list report 2019
5. Best workplaces for diversity list one page key findings report
6. Best workplaces for women list one page key finding report
7. Best workplaces in technology list key findings report
8. Culture Audit FAQ
9. Managing Millennials 2019 best workplaces for millennials
10. Feedback Report Great Place Work Institute
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THANK YOU

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Best Practices

Employees want more out of work than titles or compensation.

Marriott recognizes this with its TakeCare program focused on associates’
wellbeing. TakeCare incorporates career development within a broader
framework that focuses on the whole person. This includes wellness programs,
formal training and traditional benefits, along with fun programs like photo
contests that let employees show co-workers what makes them smile.

Leadership Accountability

American Fidelity Assurance’s model for how leaders should behave is more
than an HR reference document. Accountability groups meet monthly to discuss
the strengths and weaknesses of senior leaders, focusing especially on coaching,
championing and serving as role models to employees.
Indeed, across the 100 Best Companies this year:

85%
85% of employees reported that their work has “special
meaning: this is not ‘just a job’”

88% 88% feel they “make a difference here”

91% 91% report that “when I look at what we accomplish, I feel a

sense of pride”

93%
93% report they “feel good about the ways we contribute to the community,”
Best Practices

VMware’s Good Gigs program marries employees’ personal passions with the company’s philanthropy.
Cross-functional teams spend three months honing their leadership skills on international projects, such as
educational programs at orphanages in Vietnam and schools in South Africa.

ACUITY makes a point to emphasize the good work done across all of this insurer’s departments – even
those that typically find themselves behind the scenes. Its “Faces of Acuity” campaign depicts each
department as part of a larger puzzle; the program helps co-workers better understand the roles and
contributions of colleagues in different parts of the organization.