CREATING THE BEST WORKPLACE ON EARTH

Presented by:Basant Singh

Introduction
What kind of workplace do employees require to be productive? People wont follow ineffective leader

People want authentic organization to work

Companies with highly engaged workers outperform firms with disengaged folks

People want to do good work

Characteristics of a productive company

Let people be themselves Unleash the flow of information Magnify peoples strengths Stand for more than share holder value

Show how the daily work makes sense

Have rules people can believe in

People want to do good work

Let People be themselves

Companies contain differences in gender, race, age, ethnicity instead of perspectives, habits of mind & core assumptions The ideal org. is aware of dominant cultures, work habits, dress codes, traditions LVMH, worlds largest luxury goods company have a culture where opposite types (innovators & specialists) can survive

The benefits of tapping full range of peoples knowledge and talent may be obvious. Yet, very less companies do it.

Let People be themselves

Tightly defined policies narrow down the range of acceptable behavior Companies have succeeded in nurturing individuality

Example, Anup, creative design company, approaches work holistically.

When the firm builds a suspension bridge, it looks beyond the concerns of the immediate client to the region that relies on the bridge by consulting with economists, politicians etc

Unleash the flow of information

Dream org. accepts the age of facebook, twitter, wikileaks It respects employees need to know what is really going on so that they go their jobs Some managers are reluctant to worry the staff with certain info. Or to identify problem before having a solution

Some feel to an obligation to put a positive spin on even the most negative situations

Unleash the flow of information

Case: US regulators banned an insulin (of nova nordisk) from the US markets for violation of FDA rules The CEO of nova nordisk was not aware of this situation because the company operated in a culture in which executive board was never supposed to know the bad news Thereafter, company took corrective steps and redesigned the entire quality management system. A new culture of honesty- flow of honest info. was set out

Magnify peoples Strengths

Its found that benefits of developing existing staff outweigh the cost of finding new workers However, managers are rewarded for minimizing labor costs rather than for the longer term goal of increasing workers effectiveness Elite firms like apple, google, have been adding value to valuable people for a long time

Employee-employer relationship is shifting from how much can be extracted from workers to how much can be instilled in them

Magnify peoples Strengths

McDonald- known for its cost efficiency, focuses on the growth paths of front line workers, even plenty jobless people are available A UK firm spends an amount of 36 million for giving its employs to gain wide range of academic qualifications McDonald has a lot of training programs for executives as well as general managers, dept. managers. However, to bring the best out of everyone is a high-risk , high-reward strategy.

Stand for more than shareholder value

Employees want to be a part of bigger than themselves, something they can believe in. Organizations need to have shared meaning. Forging and maintaining powerful connection between personal and organizational values. Some companies like insulin companies have an inherent advantage in this area. Workers have an inherent connection with the company

Stand for more than shareholder value

Sometimes the connections they have stem from the business they do Profit should be an outcome of pursuit to more meaningful goals Example: New York life, an insurance company has a advantage of claiming about their profit is not all that matters policy. This was made by the values it gave for each policy they gave.

Show how the daily work makes sense

Executives seek to derive meaning from their daily work It requires deliberate consideration of the task each person is performing

John Lewis, a dept. store company slotted their jobs in a hierarchy of 10 levels, for employees to work with what they want to do.

Making work rewarding may mean rethinking the way companies are led

Show how the daily work makes sense

Rabobank, a bank in Netherlands has rolled out rabo unplugged, which allows employees to connect to one another

Employees in Rabo are free to choose how, where, when and with whom to work with This approach requires managers to place an extraordinary amount of trust in subordinates

Have rules people can believe in

For many, dream organization is free of arbitrary restrictions Organization requires structure and markets requires rules Vestergaard Frandsen, a mosquito netting enterprise is mastering the art of behavior codes that can help structure without jeopardizing its culture It designed Knowledge management systems to encourage people to call than email. It sees simple rules as safeguards rather than threats

People want to do good work

People want to work in place that magnifies strengths People want some autonomy and structure and the organization must be coherent, honest and open Achieving full benefit of diversity means trading the comfort of being surrounded by kindled spirits for the work Managers need to work out when to forge ahead and when to take time and discuss Work can be liberating or alienating, exploitive, controlling and homogenizing