People and Management October 2018 | Page 31

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only their organisation, or
considering their work group
experiences as well.
Consists of statements that cover
Credibility, Respect, Fairness,
Pride, and Camaraderie – the
fi ve dimensions that correspond
with the Great Place to Work®
model©.
Customised statements can
be added to elicit feedback on
issues of specifi c interest to an
organisation.
Results are tabulated and
analysed across various
demographic categories e.g. age,
gender, tenure, geography etc.
these investments become assets
or actually detract from workplace
culture.
Producing Results
Creating a systemic self-
perpetuating cycle
Great organisations create
cultures where everyone is
inspired and has the opportunity
to contribute their talents and
the best of themselves. Great
Place to Work® has found that in
the best companies, this isn’t so
much a business transaction, as
it is a part of a generous cycle of
exchange between members of
the organisation. Applying this
approach is the secret to great
workplaces’ long-term stability and
success.
Outcome
The outcome reveals insights
which form the basis of strategy
for maximising the organisation’s
efforts to become a great workplace.
Great Place to Work® analyses the
implications of the fi ndings and the
relationship between the survey
results and the institutes’ model to
help the organisation.
Great Place to Work® analyses the practices
of more than 10,000 companies each year
and has identifi ed nine practice areas that
distinguish the best companies.
Culture Audit©
In great workplaces, something
happens that transcends policies
and practices. It isn’t what the
companies are doing, it is how their
leaders are doing it. One cannot
simply predict that organisations
with the most creative practices,
the best bottom line, the least
stressful jobs, or the most generous
compensation packages are the ones
that employees will most appreciate.
Yes, programs and policies
are essential; they are the tools
that leaders and managers use
to systemically create a great
workplace that’s aligned with
the organisation’s business
goals. But it is the selection and
implementation of these practices
that make the difference, whether
Focusing on High-leverage
Program Areas Evaluating Gaps between
Experience and Intent
Great Place to Work® analyses
the practices of more than 10,000
companies each year and has
identifi ed nine practice areas that
distinguish the best companies. Leaders can fundamentally
reinvent their approach to effective
organisational policies and practices
through a complete evaluation of
workplace culture. Great Place
to Work® blends analysis of the
employees’ workplace experience
through the Trust Index© Survey
and an evaluation of the people
practices and policies through the
Culture Audit©.
Multiplying the success of
investments
Many organisations have
impressive programs on paper,
however in practice don’t see the
benefi ts in these investments. Great
Place to Work® has found fi ve
underlying qualities that magnify
the success of best companies:
variety, originality, all-inclusiveness,
degree of human touch, and
integration with the culture at large.
Through this process,
organisations identify gaps between
the impact the programs are
intended to have and their actual
infl uence. Organisations are able
to identify areas that will be most
Vol. 9 Issue 6 • Sep-Oct 2018, Noida / Pre-Event Edition |
31