Public Notice
How to convert your company into
An Excellent Place to Work (EPW)
Many researches established that:
“Happy Employees are the Key to Organization Profitability, Growth and Turning them into a Great Organization”
This Blueprint will make your organization
fit to obtain all related certifications in the area of
“Excellent Place to Work” and similar many others list and awards like “Best Employer” list
What makes an organization an ‘Excellent Place to Work’?
Our answer is:
An Excellent Place to Work is the one which has; ‘High-Relationship Environment’ (HRE), ‘High-Trust among Peers’ (HTP), ‘High-Performance’ (HP); and ‘Great Leadership’ (QL) Culture with ‘Fair Assets Distribution’ (ASD).
That simply put, an Excellent Place to Work is one where employees trust the people they work for as well as the people with whom they work, take pride in what they do, enjoy the company of the people they work with and believe that company is fair with them in most of areas including in terms of compensation and benefits. Such organizations are characterized by:
Great Leadership, Consistent Employee Experience and Sustainable Financial Performance.
This is the world’s most well researched, comprehensive and universal model of An Excellent Place to Work. Any organization endeavoring to become An Excellent Place to Work will need to face this question every year:
What changes should be made to improve our workplaces and our overall levels of employee engagement?
Besides the above, there are many answers and many views.
Out of those ‘many answers and many views’ we tried to formulate a cohesive whole wherein we can find an answer to make our Unique and Excellent Place to Work.
The answer lies in the following formula:
EPW = (HRE + HT-P + HP + QL+ASD)
WHY THIS FORMULA?
In a recent survey by TINYhr titled, “The New Year Employee Report”, employees were asked as to what they would change if (suppose) they were the owner of the company?’
The top five answers were:
They would…
1. Improve communication
2. Change the boss who should quit or retire
3. Improve empathy and people skills among themselves as well as others
4. Increased wages
5. Better team leaders
That means the concern for good communication topped the list.
Further Research by “Clear CompanyHRM’ says that “86 per cent of employees and executives cite ‘lack of collaboration’ or ‘ineffective communication’ for most of the workplace failures.”
When communication fails, maybe because of incorrect or miscommunication, extra work is required to correct the situation. It may lead to either (i) employees must rework on the projects that were initially completed incorrectly or (ii) because multiple employees mistakenly work on the same tasks as a result of unclear instructions.
The same reason was also found in our (Salahkaar’s) experience with most of Indian organizations where we have consulted.
Interestingly, when TINYhr’s team turned the tables and asked employees what the first thing they’d change if they were the boss in their respective place of work. The top five responses were:
1. Would fire, demote or make other changes to improve employee caliber
2. Would seek to establish standards for behaviors and company policies
3. Would want to improve communication
4. Would improve wages and benefits
5. Would modify working hours
When employees want to fire their colleagues/bosses will generally mean that organization’s culture and the impact colleagues have on culture and workplace satisfaction takes a deep impact on organizational efficiency.
Summing up the above, the “Excellent Place to Work” model could be something like the following:
Credibility: Credibility is the extent to which employees see management as credible (believable, trustworthy). By assessing management’s communication practices, competence, and integrity one can estimate the level(s) of management credibility.
Respect: People feel respected when they are supported to produce their best work, when they are collaborated with and when they are cared for as individuals.
Fairness: Fair distribution of resources, opportunities, authority, influence; absence of fairness breakers such as behind the back conversations; and presence of appeal systems as additional layers to guarantee of fairness play a role in creating fairness within an organization.
Pride: People experience pride when they make a significant contribution towards their organization’s success which in turn contributes towards a better society.
Camaraderie: People want to connect with others and belong. Intimacy, hospitality, and sense of community increases camaraderie within an organization.
Step-1 Identification of factors to be studied and corrected (That is, corrective actions to be taken)
Wishing to expand and add some more factors, we can cite the following twenty (20) qualities that may help us build a world-class company out of the present level. Those twenty qualities are:
1. Create a climate of Encouraging people
2. Learn from each other’s. Make a climate where everyone learns from each other (This was habit built during our ‘Leadership Development Program’)
3. Create healthy competition among employees.
4. Develop cohesive and smooth inter-departmental communication
5. Actively participate in events and/ or volunteering Programs
6. Create a culture for respecting subordinates at each level
7. Culture of creating and sustaining a culture of ‘Appreciating Performance’
8. Expression of gratitude for support (management will have an image that employees feel the gratitude and have opportunity to express gratitude for their work in the company)
9. Culture of politics–free environment
10. Culture of management involvement in employees’ engagement
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The above listed factors can be graphed (Figure-1) in the following 10 (ten) groups of factors:
Figure-1: Factors possible to turn an organization into an excellent place to work
WHAT WILL BE OUR ROLES AND ROUTES?
Figure-2: Depicts the broad routes of covering all of the agenda mentioned above.
* A 12 month corrective action will be as follows
Month -1: 2 day training
Month-2: Review (2 day session)
Month-3: 2 day training
Month-4: Review (2 day session)
Month-5: 2 day training
Month-6: Review (2 day session) for 1st to 5th month
Month-7:2 day training
Month-8: Review (2 day session)
Month-9:2 day training
Month-10: Review (2 day session)
Month-11:2 day training
Month-12: Review (2 day session)
In this effort
We propose to go a few steps beyond the (general) Certification requirements. We propose to cover the following in the survey.
Steps-2: Survey to measure Company’s preparedness—Gap Analysis.
The survey will cover about 40% of employees in general and 100% of the top management team, including COO, CEO and MD.
In terms of the requirements of the various other certification agencies, Salahkaar Consultants will find out the missing points of the company’s and then we will guide to fill the gaps and move forward toward obtaining the Certification of any certifying agency of the world.
Steps-3: Gap Analysis based …………
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Month-12: If asked for we can take-up the responsibility of moving to the relevant agencies for the award.
CONCLUSION:
We are willing to take up this gigantic task to lead the company to the coveted goal from the month of October, 2017 itself.
CHARGES:
Will depend on your need.
OTHER COST INVOLVED
Company will also bear additional cost of travel and stay in a good quality hotel in or around Kolhapur.
Company will also arrange for all local hospitality in a five star hotel and support facilities like Cyclostyling, Venue, Local transport, Audio -visual instruments (LCD), etc. All reading and exercise material and stationary costs will be paid by the company.
VENUE
It would be good in the interest of the effectiveness of the program if it is organized in a star hotel or conference hall of the organization.
CONSULTING TEAM
Consulting will be provided by a team of senior trainers and support staff (s) of the SALAHKAAR CONSULTANTS from the list seen here or other consultants seen on our panel.
CONTACT US TODAY TO DISCUSS MORE
