Shubham Chakraborty’s Post

There is a age-old saying "There is always darkness below the lamp". This is widely discussed in HR circles. Some observed, preachers are not practitioners. The alleged farce of these certifications couldn't have been revealed in a more revealing way! As the famous adage goes; chirag tale andhera. What led to the sudden departure of CEO Yeshasvini Ramaswamy at Great Place to Work (GPTW) India? A late-night Zoom call in May unfolded a shocking announcement by one of the founders, resulting in Ramaswamy's abrupt ousting without explanation, despite her significant success in expanding the client base. The unexpected event raised eyebrows given GPTW India's imminent deal with a private-equity firm, largely attributed to Ramaswamy's efforts. Shortly after, the then-COO was swiftly appointed as the new CEO, with Ramaswamy's email access revoked and contact discouraged, surprising many in an organization known for trust and workplace excellence. Founded in 1990, Great Place to Work is esteemed globally for workplace culture and diversity. The recent incident prompts reflections on its reputation and values, underlining the significance of transparency and clear communication in corporate leadership, as witnessed in recent situations at top companies like Goldman Sachs, Microsoft, and Salesforce. Instances like layoffs at Goldman Sachs, Microsoft's acknowledgment of the impact on individuals, and Salesforce's lacking sensitivity emphasize the importance of respectful and direct communication during times of reorganization. Genuine leadership entails face-to-face notifications during layoffs, showcasing the need for transparency to uphold a company's reputation as a "great place to work." #Leadership #WorkCulture #EmployeeExperience

If Great Place to Work® Institute (India) cannot walk the talk, what does that say about the standards they set for others? This may be from a limited view, but when a self-styled certification company, that's seems to be purely a commercial organisation, themselves fails to uphold the very values it professes to promote, its credibility is deeply undermined. The irony of a company that champions "diversity," "equity," and "inclusion" treating its own female CEO dismissively is palpable. It's surprising that most HR Leaders missed seeing the real face of this business organisation, which has aggressively marketed itself while failing to embody the very values it purportedly promotes. It seems commercial interests may have overridden their stated values. Business Leaders, especially HR leaders, might consider focusing more on their core values and the true barometer of success - trust from their people, investors, customers, and business partners, including suppliers and channel partners - rather than showcasing such ‘papers’ as significant achievements. #Leadership #WorkCulture #HR #Diversity #Equity #Inclusion #BusinessEthics #CorporateCulture #Trust #Integrity

Your thoughts on this article

This tag is perhaps the biggest fraud. The level of scam is to such an extent that every companies in India are certified as GPTW. Requesting all my connections not to judge a firm by this recognition, always check reviews in Glassdoor, Fishbowl or AmbitionBox before reaching to a conclusion. #fraud #scam #workplace #expose #workculture

🏆 Let's Talk About Fake Business Awards! 🏆 Have you ever heard of businesses buying awards? Yep, it’s a thing! Fake business awards are all about paying for recognition instead of earning it. Why spend time improving your business when you can just pay for a trophy? Here’s why these fake awards are so popular: No Real Value: Buying an award doesn’t mean your business is actually good. False Success: It’s like giving yourself a gold star for doing nothing special. Money Wasted: You’re spending cash on something that doesn’t help your business grow. Have you seen businesses flaunting fake awards? Share your thoughts and experiences! #FakeAwards #BusinessEthics #BrandIntegrity #RealRecognition

Unleashing Potential: Motivation Theories and Indian Corporate Success Stories In today's competitive landscape, employee motivation is key to an organization's thrive. But how do we truly inspire and empower our workforce? Let's delve into some prominent motivation theories and explore how Indian corporates are putting them into practice. 1. Goal Setting Theory (Locke & Latham): This theory emphasizes the importance of SMART goals (Specific, Measurable, Achievable, Relevant, and Time-bound). Example: Infosys, a leader in the IT industry, is known for its practice of setting challenging yet achievable goals for its employees. This instills a sense of purpose and accomplishment, driving motivation. 2. Self-Determination Theory (Deci & Ryan): This theory focuses on three core psychological needs: autonomy, competence, and relatedness. Example: Hindustan Unilever fosters a culture of autonomy by empowering employees to take ownership of their projects. This fuels intrinsic motivation, leading to increased engagement and creativity. 3. Expectancy Theory (Vroom): This theory suggests that motivation is driven by the expectation of achieving a desired outcome and the value placed on that outcome. Example: Marriott International India recognizes top performers through rewards and incentives. This reinforces the link between effort and reward, motivating employees to strive for excellence. 4. Equity Theory (Adams): This theory suggests that employees are motivated by a sense of fairness in how they are treated compared to their peers. Example: Wipro implements transparent performance evaluation processes and equitable compensation structures. This ensures employees feel valued and motivated to contribute their best. Beyond Theory: Cultivating a Motivational Environment These are just a few examples, and successful Indian corporates often integrate various theories to create a holistic motivational environment. Some key aspects include: Open communication: Fostering a culture of open communication allows employees to voice concerns and suggestions, leading to a sense of belonging and increased motivation. Recognition and appreciation: Recognizing and appreciating employee contributions, big or small, reinforces positive behavior and motivates continued excellence. Growth opportunities: Providing opportunities for professional development and skill-building equips employees for future challenges and keeps them engaged. By understanding and implementing these motivational principles, Indian corporates can unlock the true potential of their workforce, driving innovation, productivity, and overall success. Do you have any experiences with motivational practices in Indian companies? Share your thoughts in the comments below! #motivation #corporateculture #india #workforce #success Let's continue the conversation!

#lifelessons11 One major US headquartered company, a force to reckon with, in its domain mapped a strategy to start a technology centre im India, much later than many other US and European companies. A people leader and an administrative site leader were selected to establish, build and grow the GCC ( Global Capability Centre) and support the US operations. The people leader chosen had international exposure, worked in multiple continents and demonstrated cultural intelligence. The administrative leader selected worked with an American tech service provider operating on Indian soil and it so happened that this individual has worked his entire career only with this company and no other. Within a few months, it was observed that the two leaders do not see eye to eye and the talent/ people leader, who also happens to be a woman, is getting frustrated as her candid voice and feedback is misconstrued and favouritism ruled the roost on site, employee well-being was not given adequate focus, and her conscience did not agree with the organisation values at display. Overwhelming positive response was observed from the employees to the relevant policies talent leader has drafted and she became the ‘go to’ person and problem solver for majority of the employees on people matters, or when the administrative leader was seen to be hierarchical, not knowledgeable on building product companies, and demonstrates servile attitude while approaching US peers or bosses thus unable to position India Center right or get the right budgets for employee welfare. She chose to quit with a heavy heart, after repeated attempts to apprise the US counterparts and business leaders as well as failed attempts of coaching not working with the administrative leader. Questions to ponder: 1. Was the talent leader the right person for the job? 2. Should the company have chosen a site leader with better international exposure? 3. How can the organisation course correct to build in the right values of ‘no favouritism’ and ensuring a fair play on site as well as building the culture of listening to employee voice? 4. If you were the US business leader what would you have done- retain the talent leader who had the employee pulse and is building the right culture or let go the site leader who seems to be tactical, lacks executive presence or assertive communication, and aids discriminatory behaviors, or do both? Abhijit Bhaduri A Annapurna Sriram Sadras Srinivas V. Srinivas Rao Mahankali (MSR) Mamatha Madireddy Mamata Vegunta Dr. Vipul Singh Rajita Singh Ravi Tangirala Subba Perepa Ramesh Kaza Manisha Saboo #organisationculture #leadership #coaching #rightfit #culturalintelligence #employeevoice #activelistening #culture

It was fun catching up with Anjum K from People Matters along with O.C. Tanner’s Ty Brown on International Business Nuances, Business Growth and Strategies , Workplace Culture differences via O.C. Tanner’s Global Culture Report 2024 and more! Read more for answers to my below favourite questions:- ~ What factors contribute to the growing significance of India as a market for international businesses, and how does this align with the report’s insights? ~ Can you provide examples of organizations that have successfully adapted their marketing strategies to cater to the Indian market and fostered workplace cultures that resonate with Indian employees? ~ As we look ahead, how do you anticipate the marketing landscape in India evolving in the coming years, and what implications does this have for O.C. Tanner’s work in these regions? ~ What advice or recommendations would you offer to global businesses looking to establish or expand their presence in India? https://lnkd.in/dZfNnNNQ Thank you Anjum K People Matters #Internationalbusiness #businessstrategy #gcr2024 #workplaceculture #technologyleadership #internationalbusinessdevelopment

Strategic Talent Retention in Indian Companies Indian companies stand out in the competitive business landscape by implementing unique strategies to retain high-performing and high-potential employees. These innovative approaches set them apart and showcase their commitment to talent retention. Some have a list of “hate-to-lose” employees, some have launched programmes to train the top few of its workforce, some compensate such employees at the 75th percentile, and some offer younger employees variety in work every few months. Why are firms doing this? The rise in voluntary attrition across industries underscores the need for significant gaps in identifying high-performing and high-potential employees and entirely investing in them. High-performing employees who consistently meet or exceed performance expectations and professionals who thrive in challenging situations are integral to the business and greatly appreciated for their high potential. Their significant contribution underscores the importance of retaining and investing in them. Great talent always has multiple options in the market. Even if your organisation provides the best pay, work culture, and career opportunities, continuous engagement is the key to retaining high-performing and high-potential employees. This goes beyond the standard benefits and ensures these valuable employees feel connected and committed to the company. The Pareto principle can be best seen in companies that promote a meritocratic talent development strategy. AI plays a pivotal role in revolutionising talent identification and development with its ability to identify high-performing and high-potential professionals. This rapidly growing field is reshaping how companies manage their talent, showing its potential to transform the industry. AI can analyse various data points, such as performance metrics. Using machine learning algorithms, AI can identify patterns and correlations between these data points and high performance/potential. This enables AI to predict employee performance and potential. The rise in voluntary attrition has prompted Indian companies to prioritise retaining high-performing and high-potential employees, recognising their critical role in driving success. Firms are implementing targeted strategies to invest in these valuable employees. This trend reflects a broader recognition of the need to close gaps in identifying and nurturing talent. By offering growth opportunities and competitive compensation, companies retain and actively develop their future leaders. This proactive approach underscores the strategic and forward-thinking importance of aligning talent management with long-term business goals, ensuring that high performers are not just recognised but fully engaged and invested in the company’s future, instilling confidence in the strategic direction of the companies. #IndiaInc #highperformers

According to a recent report by Economics Times, New Delhi has emerged as the leading country in workplace culture. 🏢 The study, based on 1,000 responses from India, reveals that an impressive 64% of Indian workers are likely to stay with a company if offered a positive organizational culture - far above the global average of 37%! 🚀 Key drivers for employee retention include a favorable organizational culture, job security, and fair treatment. 🤝 The data showcases high ratings across Respectful Workplace Interactions, Good Manager Communication, Work/Life Integration, Career Fulfillment, and Equitable Leadership Practices. 👥 Despite economic challenges, India stands out with 80% of employees rating their organizational culture as "good" or "excellent," reflecting a notably positive perception. 🌈 However, the study highlights that 39% of Indian employees cite inadequate pay as a primary reason for seeking new employment, indicating a potential area for improvement. 💰 Achal Khanna, CEO - SHRM India, APAC & MENA, emphasizes the robust nature of workplace culture in the region, with ratings in India surpassing those of other countries examined in the study. 🌏 Explore the detailed findings in the full article: https://lnkd.in/gSqGScDq #WorkplaceCulture #EmployeeRetention #India #PositiveWorkplace #EconomicsTimes 🌐