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Acknowledgements
We would like to thank all the participating organizations for
giving us an opportunity to study their practices on Rewards and
Recognition. We are also grateful to the winning organizations
for allowing us to share their practices, knowledge and wisdom
developed with great effort over a period of time.
Authored by:
Aniruddha Limaye
Razeyeh Jalali
Divya Martyn
Supported by:
Joyoti Banerji
Yuvika Gulati
Rajkumar Gupta
Indias Best Companies for Rewards and Recognition
anchored by: Madhavi Katre
01
FOREWORD
Sandeep Banerjee, CEO, Edenred India, The growing
economy has presented an avenue of robust opportunities
for the ever demanding workforce. The evolving dimensions
of the work environment have triggered Indian organizations
to relook at their rewards and recognition programs in a
strategic and structured fashion. Apart from higher pay
packages and a host of tangible benefits, companies are
differentiating in their offerings with elements that can
contribute to the overall employee experience, personal
growth and development within the organization. Edenred
and Great Place to Work Institute continue this association
for the 2nd year in a row to applaud such organizations with
exceptional rewards and recognition practices that have
evolved themselves in order to maximize the performance of
the most valuable asset of the organization The Human
Capital. The outcome of the study - Indias Best Companies
for Rewards and Recognition 2013, will help organizations
benchmark their rewards and recognition initiatives with some
of the best in the country. We were thrilled with the response
and participation in the 1st year and this year over 105
companies from across industry verticals have shown their
enthusiasm and participated in the study ascertaining our
belief in Indias Best Companies for Rewards and Recognition
and our endeavour to take this association to the next level in
the years to come
Prasenjit Bhattacharya, CEO, Great Place to Work Institute,
India and Sri Lanka, - The best workplaces in India have
demonstrated a significant shift in mind set when it comes to
rewards and recognition. Not only are they talking about total
rewards encompassing aspects of financial, intellectual,
physical, social and psychological rewards, but they are also
recognising that talented employees are worth far more than
an average employee. There is growing realisation that
winning in the talent market is as important as winning in the
market for customers. We are grateful to Edenred who has
partnered us for the 2nd year in a row in bringing this pioneering
study to you all. The Top 15 companies featured in this study
demonstrate that rewards and recognition can go far beyond
conventional definitions and be a key driver of emotional
engagement with the employees.
02
Sandeep Banerjee.
MD & CEO, Edenred India
Prasenjit Bhattacharya.
CEO, Great Place to
Work Institute, India
Companies Featured
in this report
Accor Hotels, India
Industry: Hospitality
Industry: Transportation
Intuit India
03
Companies Featured
in this report
Music Broadcast Pvt. Ltd.
RADIOCITY 91.1
NIIT Ltd.
Industry: Media
NTPC Ltd.
Paypal India
Ownership: PSU
04
Executive Summary
The need to focus on developing, nurturing and retaining
human capital has gained prominence in recent years.
Organizations, in order to fulfil this need are turning towards
creative, unconventional and intrinsic approaches to
formulate their rewards and recognition practices.
Organizations look to a variety of methods that ensure
employee engagement, productivity and loyalty. Innovative,
viable and sustainable rewards and recognition programmes
are now must-have tools for an organization and its
managers to motivate employees.
Rewarding practices fulfil an employees need to be fairly
rewarded for their capabilities, efforts and contribution.
Organizations implement rewarding practices with an aim to
offer competitive salaries, bonus packages, and to share
the benefits of peoples combined efforts in a fair manner.
Incentive plans, profit sharing schemes and other
opportunities for wealth and ownership sharing are the
various forms of rewards organizations set out to present
their employees with.
Recognition practices are those that appreciate employees
efforts, contribution and results, thus positively recognizing
and reinforcing desirable actions and behaviours. Such
practices also help to create and maintain a Climate of
Appreciation in an organization with sincere appreciation of
good work and extra effort, regularly and in a wide variety of
ways. Such practices are of more intrinsic value to
employees as most often, they are carried out with no
attached monetary value.
The second edition of Indias Best Companies for Rewards
and Recognition saw a total of 107 organization compete in
the sphere of rewards and recognition. Sampled employees
from these organizations were sent a questionnaire
administered over a period of 15 days. Before or during this
time, the participating organizations also had to provide
information on its workforce strength, compensation
strategy, benefits policies, attrition rates, benefits etc. - this
formed part of the Culture Audit (2) submission.
In addition to this, organizations were required to share all
relevant information about their Rewards and Recognition
initiatives that have been implemented. This is done by way
of answers to a specific set of questions sent to each of the
participating organizations.
The study proposed two hypotheses:
1: Once a threshold point is reached in terms of
compensation, internal equity and transparency are more
important than the actual quantum of the rewards in
enhancing the effectiveness of rewards and recognition
(particularly rewards) programmes.
2: Higher frequency, genuine experience of appreciation
and greater inclusiveness in recognition programmes makes
them more effective.
Literature review also indicates that these are relevant issues
that organizations are grappling with as they try to enhance
performance, innovation and cooperation in organizations
and reduce stress and employee burnout.
Both points above were tested by comparing the differences,
between what the Top 15 in Rewards and Recognition,
05
Contents
1. Introduction
07
08
09
c. Key hypotheses
12
5. Key findings
14
a. Overall effectiveness
b. Findings on rewards
c. Findings on recognition
v. Forms of recognition
d. Assumptions
6. Conclusion
25
7. References
26
8. Appendices
27
INTRODUCTION
07
08
LITERATURE REVIEW,
The war for talent today is one of the biggest challenges faced by
organisations, both large and small, and it has become increasingly
harder to attract and retain the kind of talent that is necessary to
sustain a growing business in the long term. Talent management
in India constantly needs to tackle two major issues. The first deals
with the employability of students being churned out of our
universities. The second deals with retaining talent in organizations.
A McKinsey study reported that only 10%25% of the 14 million
university graduates churned out by Indian universities work in
MNCs, mostly because they do not have the language skills,
cultural awareness or other competencies needed for the job
(Holland, 2008), required in global corporations. Equally challenging
has been their retention of knowledge workers beyond 23 years.
In India, the information technology (IT) and business process
outsourcing (BPO) sectors experience annual attrition rates of
30%45% (Bhatnagar, 2007). This is also the case in many other
industries in India today. As an article in Business Standard states
"India Inc. may see attrition rates as high as 31%" 2013), a study
has found that while IT/ITES (BPO) industry showed the highest
attrition rates in the country during the first quarter of the Financial
Year, it is closely followed by the Telecom industry (26%), Banking
and Financial Services (23%), Aviation and Hospitality (22%),
FMCG (21%), Automobile and Manufacturing (19%) and Real
Estate (15%).
Several research studies have revealed that this is not just an
Indian phenomenon. It has been estimated that in most significant
economies across the globe, around 55% - 60% employees are
either actively seeking alternative job opportunities or seriously
contemplating a job change.
What is recognition?
As much as this is a widely understood concept, there are some
definitions that capture the essence of the word well. One such
definition has been put forward by Brun and Dugas (2008) who
say Recognition is first and foremost a constructive response; it is
also a judgment made about a persons contribution, reflecting not
just work performance but also personal dedication and
engagement. Lastly, recognition is engaged in on a regular or ad
hoc basis, and expressed formally or informally, individually or
collectively, privately or publicly, and monetarily or non-monetarily.
Similarly, rewards are an important part of an organisations
system, and the right kind of rewards system helps in contributing
to employees feeling motivated and committed to their job
(Bonsdorff 2011). It has been long understood that rewards and
recognition in the workplace are important, and the integral
aspects of motivating employees, whilst keeping them engaged at
the work they do. Today, employees are not satisfied with just
going into work today. As studies done by Great Place to Work
Institute have shown us year on year, employees want a lot more
out of their workplace be it in terms of feeling like they belong to
a community, that they are valued and their differences appreciated,
or even in knowing that their management is taking them in the
09
10
The first aim of this study is to prove that perceived equity, fairness
and transparency in a reward practice together have a greater
impact on the effectiveness that just the actual size/quantum,
amount or value of the reward. This study has already identified
that a high employee feedback score reflects effectiveness of
rewards and recognition practices. Therefore this hypothesis will
be proven only if the data collected reveals that for all (or at least
significant majority) of the elements mentioned below, the data for
the Top 15 is significantly different from that of the other
participants. Findings of the study will be used to demonstrate the
various factors that contribute to internal equity in an organization.
Secondly, this study suggests the ideas that, in order for recognition
programs to be truly effective, they must be frequent, close to the
action, reflect a genuine sense of gratitude and attempt to include
a majority of the workforce. Data on recognition will be used to
discuss and illustrate the points that validate this hypothesis.
This study will also look at those contributing factors/ characteristics
that have scattered evidence and may be points for discussion for
future practices.
11
12
INTEL INDIA:
Customer Excellence Program
CEP uses an annual customer survey to generate toplevel customer improvements.
Feedback obtained from the CEP survey is analyzed
and compared with other Intel customer feedback to
identify issues that have a high impact on customer
commitment and retention.
Two days of pay per year are tied to the Customer
Excellence Program based on achieving their goal of
75% delighted customers.
_______________________________________________
Figure 2 : 9 People Practice Areas
practice areas that are relevant for the purpose of this report.
Although these practice areas will be discussed at a later stage, it
is important to understand the fundamental premise behind each.
Thanking: A manager (or peer, or anyone in an organization)
recognises and rewards good work and extra levels of effort.
The organization as whole strives to create a climate of
appreciation, gratitude, approval and reinforcement.
Sharing (Rewarding): Employees of an organization are allowed
to share the fruits of their labour in a variety of ways. The
organization also ensures that rewards are equitable and
egalitarian in nature.
METHODOLOGY
Indias Best Companies to Work For is an annual study which
rates Indias Best Employers. All organizations participating in the
2013 edition of this study were invited to participate and share
information on their Rewards and Recognition practices/
programmes and to compete in the second edition of Indias Best
Companies for Rewards and Recognition.
A total of 107 organization opted to compete in the sphere of
rewards and recognition. 75 organizations completed the 2 step
process and the winners of Indias Best Companies for Rewards
and Recognition have been selected from this lot. This is a 41%
increase since last year and a testimony to the growing awareness
and keenness of organizations to participate.
DATA COLLECTION PROCESS:
STEP 1: Organizations desiring to participate in Indias Best
Companies to Work For, 2013, registered themselves.
STEP 2: Organizations desiring to participate in Indias Best
Companies for Rewards and Recognition, 2013, registered
themselves for this award as well.
STEP 3: Information about qualification criteria was sent to
organizations. An organization was informed if it did not qualify to
participate.
STEP 4: As a critical process in the overall study, a questionnaire
was administered to all/a sample of employees within the
participating organization (depending upon what the participating
organization had chosen). This is the Trust Index questionnaire,
PHILIPS INDIA
Dronacharya Award for the Best Mentor (PIC)
To recognize the mentor who has shown dedication &
commitment to mentor the early career potentials of
PIC. The mentees and menteess managers are asked
for feedback about the mentors. The weighted average
of the feedback is taken and the mentor whose rating is
the highest is declared the winner.
This award is also announced during the Grand town
hall which happens in the end of the year.It consists of a
Certificate, memento & Cash award
_______________________________________________
UJJIVAN FINANCIAL SERVICES
Stock options at Ujjivan are available for everyone- right
from the driver to the CEO
13
KEY FINDINGS
OVERALL EFFECTIVENESS
Overall on all statements related to reward and recognition,
the best companies show a significantly higher employee
experience than the other. (Statements to demonstrate the
difference in weighted average scores between the Best
Companies in Rewards and Recognition, and the Rest. )
80%
75%
78%
76%
70%
65%
76%
71%
70%
69%
66%
65%
71%
67%
60%
59%
55%
58%
50%
People here
are paid
fairly for the
work they
do.
I feel I receive
a fair share of
the profits
made by this
organization
We have
special and
unique
benefits
here.
Promotions
go to those
who best
deserve
them.
Managers
avoid
playing
favourites.
Performance
of employees
here is fairly
evaluated.
85%
80%
70%
78%
82%
78%
75%
75%
70%
65%
69%
71%
60%
58%
55%
50%
Management shows
appreciation for good
work and extra effort.
Everyone has an
opportunity to get
special recognition.
Managers avoid
playing favourites.
Performance of
employees here is
fairly evaluated.
The graph above shows that the perception for the Top 15
organizations is higher at granular as well as at an overall
level. The numbers in brackets represent the number of
employees surveyed. Employees are more positive about
reward practices and factors affecting fairness at the Top
15 organizations for R&R. Interestingly, statements relating
to employees getting a fair share of profits and managers
avoiding favouritism have lowest scores for the best
organizations as well as the rest. But in both cases the
average scores of the rest are lower than the best by 19%.
14
_______________________________________________
INTERGLOBE ENTERPRISES
CLAP (Champions League Appreciation Program)
CLAP is a tool to recognize employees of our Air
Transport business, for living the values of the
organization namely Integrity, Customer Orientation and
Future Mindedness. CLAP Awardees are recognized as
Champions. The award consists of a Certificate signed
by Business Head and a token of appreciation a gift
voucher worth INR. 15000/-.
My Total Package:
Employees can view their salary range as well and can
find where they stand in their grades salary range.
_______________________________________________
PHILIPS INDIA
K.I.T.E. Awards
Keep Improving To Excel is a one of a kind competition
at Philips which aims at promoting Lean and Six sigma.
The program consists of workshops on Lean and Six
sigma initiatives. Post the training workshops, the
employees who are able to sustain results are given
projects. These projects become part of the business
improvement competition which is judged by the India
management team.
_______________________________________________
AMERICAN EXPRESS INDIA PRIVATE LIMITED
An in-house wellness program- Healthy Living which
promotes awareness on healthy eating habits within
their employees along with mental and physical fitness.
Under this umbrella, various initiatives such as the onsite clinic (Care@Amex), on-site gym and fitness
sessions, smoking cessation program, pregnancy care
program and Employee Assistance Program, Weight
management program etc. have been designed for our
employees.
15
Average of Top
15
(INR lakhs)
Average of
Rest (60)
(INR lakhs)
Supervisory - Min
MAHINDRA INTERTRADE
Supervisory - Max
Managerial - Min
14
12
Managerial - Max
17
15
43
37
52
52
_______________________________________________
compares this between the Top 15 and the rest. Although the
minimum and maximum amounts for most levels are higher in the
Top 15, the difference in amounts is only marginal. The
compensation range 5 lakhs to 52 lakhs- for both, the Best and
the Rest is the same.
Equity in compensation
Number of
respondents
AVERAGE of Top 15
18 times
26 times
23
16
Ceo's Salary
compared to a
Graduate
Number of
respondents
AVERAGE of Top 15
26 times
10
46 times
25
Distribution of rewards
Internal equity is demonstrated by the fact that all levels, roles and
functions have the opportunity to earn meaningful amounts (% of
assured compensation) in terms of performance based variable
pay.
Companies in the Top 15 realise that equity is also established
when all types of roles, responsibilities and levels have an
opportunity to be rewarded. Data shows that a higher percentage
of the Top 15 reward all levels and roles in their organization.
Compared to 87% of the Top 15, only 35% of other organizations
pay performance incentives or bonus to all employees; including
those who are in non-sales and non-operations roles. Also, 87%
of the Top 15 for R&R extends this performance bonus incentive
to those in non-supervisory (front line) roles, while only 47% of the
others do so. Hence wide distribution of rewards across roles and
levels is a differentiating factor.
Fixed versus variable pay and differentiation
Data has also revealed that the overall trend for all organizations is
that the fixed component decreases while the variable component
increases as one moves up a grade/level. The following table
demonstrates this. What is interesting is the fact that, the
percentages of fixed compensation for the Top 15 at the Senior
Management level is lower than the Rest.
17
Average of variable %
Top 15
Rest
Supervisory
13.5
12.9
Managerial
17.1
16.4
Senior Management
27.9
22.2
Overall
19.7
17.3
Safety Awards
Percentage increase
32%
30%
24%
20%
20%
14%
12%
0%
Non Supervisory
Supervisory
Managerial
Senior Managerial
% of the
Rest
% of Top 15
Non Supervisory
27%
13%
Supervisory
33%
13%
Managerial
47%
23%
Senior Managerial
60%
28%
18
_______________________________________________
NTPC INDIA
Manveeyata Puraskar
23%
13%
13%
10%
FORBES MARSHALL
AMERICAN EXPRESS
American Express follows an employee relations
guideline of 21 days advance communication in case of
changes to the variable pay plan.
This provides employees an opportunity to evaluate the
changes & raise/ clarify any concerns and subsequently
participate in the program by declaring acceptance of
terms & conditions.
_______________________________________________
AMERICAN EXPRESS
The RewardBlue is owned by Global Compensation
and Benefits team. Each Business can custom awards
as per their population. So, awards are not budgeted by
number, but by the number of people in each business.
_______________________________________________
INTUIT INDIA
Incentive Plans
All employees participate in one of three incentive plans:
Top 15
Rest
(60)
Overall
All
7%
2%
3%
Supervisory
20%
5%
8%
Managerial
27%
7%
11%
Senior Management
33%
7%
12%
19
20
Yes
No
Yes
No
80%
20%
55%
45%
Figure 13: Comparison of Variety between the Best and the Rest.
To begin with, the data collected was used to test whether the
best in rewards and recognition did indeed have a wide variety of
recognition practices.
The Great Place to Work guidelines have been used to measure
the variety of practices and programs (see appendix). It can be
seen from the table that the Top 15 companies in rewards and
recognition do indeed have a wider variety of recognition
programmes (80%). In contrast, only about 55% of the remaining
organizations offer a wide variety of recognition programs to their
employees. However knowing this alone, does not give a clear
indication on the frequency of these programs.
The next graph illustrates the frequency of the recognition
programs within organizations that are in the Top 15 this year.
73%
60%
60%
60%
73%
65%
0%
18%
75%
63%
53%
40%
20%
93%
87%
25%
12%
PAYPAL INDIA
Innovation AwardsLabrats & Innovation is one of the
key features of theorganization. The Labrats and
Skunkworks is a forum where employees have the
opportunity to innovate outside their work sphere. Here,
they can bring their Ideas to life. This is one among the
hot favorites with the employees. With whopping prize
money, this sure a great platform for people to innovate
and bring in their ideas to the organization and their
business. This award recognizes employees who have
gone above and beyond in their work on specific
projects, or in showing leadership ability and bringing to
life PayPals values and behaviours.
_______________________________________________
7%
FORBES MARSHALL
Daily
Weekly
Fortnightly
Monthly
Quarterly
Half
Annual
Other Organizations
6 parameters
5 parameters
Top 15
53%
60%
73%
Rest
13%
32%
50%
21
FORBES MARSHALL
Internal and External Coaches
There are many FM members who are internal coaches
and also external coaches. They also coach graduation
students from institutes like COEP, Cummins College of
Engineering, SCMLD etc. These members are
recognized and rewarded in the Annual Conference.
Also some of themembers devote time to various
finishing schools to help students get industry interaction
and exposure.
_______________________________________________
MAHINDRA INTERTRADE
Hamara Sitara
This is a unique initiative targeted at employees families
and also recognizes the outstanding academic
achievements of employees children.
_______________________________________________
80%
50%
67%
40%
20%
22%
13%
5%
22
7%
5%
Other Organizations
Those in the Top 15, enable the flow of recognition from external
stakeholders as well. Although this practice is not common
amongst those in the participants, a higher percentage of the Top
15 realise that recognition from a customer, or a supplier helps
create a culture of recognition within the organization and tend to
motivate employees to give their best.
An increasing number of participating organizations have begun to
involve family as part of their recognition initiatives. Few
organizations have also made it a practice to reward the
achievements of family members. 67% of the Top 15 organizations
are in the practice of involving family members as part of an annual
awards day, an annual offsite or by simply sending a thank you gift
to an employees family.
The all- inclusiveness factor of an effective recognition program is
also affected by the amount of feedback solicited from various
levels within the organization. Including employees in the decision
making process, or simply allowing employees to share feedback
on a certaininitiative, and making appropriate changes to this
initiative has a positive effect on the over all perception of inclusion
at the workplace.
Overall
NTPC LIMITED
Family Included
27%
18%
Vendors/
Business
58%
53%
Clients/
Customers
87%
Industry,
association
87%
63%
Juniors
87%
Other
Departments
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Peers/Team
Members
Inclusiveness in Recognition
Immediate
Supervisor
Head of
Department
Senior
Management
Recognition amongst those who are not in the top 15 does not
seem to be based on display of behaviours or values. In both
instances, the percentage of organizations from the top 15, who
recognise these aspects, is much higher.
Average
Yes
No
37%
63%
Supervisory
37%
63%
Managerial
37%
63%
Senior Managerial
40%
60%
Rest (60)
Average
Average
67%
53%
87%
70%
87%
70%
73%
67%
53%
58%
Personalized gifts
40%
25%
ACCOR HOTELS
Hotelier Awards
A unique example of external recognition given to
employees can be seen in the hotel industry. Accor
Hotels,India (and other well-known hotel brands)
conducts the annual Hotelier Awards where members
of different organizations can facilitate each other.
_______________________________________________
MAHINDRA INTERTRADE
Mahindra Intertrade is in the practice of recognising its
third party personnel who have significantly contributed
to the organizations productivity.
_______________________________________________
INTEL INDIA
Spontaneous Recognition Award (SRA) acknowledges
above and beyond performance by an employee.
SRA recipients demonstrate a spirit and attitude that
inspires others. Their actions often exemplify fire
prevention rather than fire fighting; making a contribution
that affects peers or projects within their team or
department. Anyone can nominate an SRA candidateand any Intel employee is eligible to earn the cash
reward.
23
Essentially
emotional &
symbolic
Emotional,
trophy
value
Small gift
or little
cash
Substantial
gift or cash
Personalised
gifts
Information
Technology (25)
56%
64%
60%
72%
64%
20%
Manufacturing and
Production (11)
73%
73%
91%
64%
36%
27%
33%
75%
75%
58%
67%
33%
NIIT INDIA
Redeemable points
Hats Off e-Shopping Portal is an online shopping site for
NIITians to redeem their Hats Off Points. The Portal has
a wide range of products which allows NIITians to buy at
a click of a mouse. It also provides host of additional
features such as personalized account, transaction
tracking and a dedicated customer care. Monthly
discounts and special promotions make it even more
alluring.
CARE FOR FAMILY:
Little NIITian Care Leave: NIIT understands the need of
the new parents to spend time with their newly born
kids. Hence, NIIT allows NIITians to work on half day half
pay arrangement for 6 months during the first year of the
child. If both parents are in NIIT, they can both avail this
scheme.
_______________________________________________
AMERICAN EXPRESS INDIA PRIVATE LIMITED
Blue Box Values Award
PHILIPS INDIA
Recognition @ Philips (Global Level): redeemable points.
A program that allows people managers, where
appropriate, to financially recognize employees across
the globe. Here people managers can give recognition
points to appreciate any effort or good work
demonstrated at workplace, by any Philips employee,
displaying Philips Behaviours. The Employee can
redeem the accumulated points in form of Philips
Products and non-Philips products.
24
Conclusion
We hope that based on differentiating evidence, this research
paper has been able to persuasively argue that it is not the
quantum of money alone, especially after a critical threshold
is crossed, that help R&R programmes work for the
employees, and in turn, for their organizations.Essentially it is
a sense of fairness along with frequent, inclusive and heartfelt
appreciation that really make these programmes and
practices impactful.
All organizations have put in place some practices to create
a robust rewards and recognition program. These have
become hygiene. These would be aspects like ensuring nondiscrimination in rewards through audits and some benefits
e.g. hospitalization, health check -ups and domicialliary
medical benefits. Monthly, quarterly and annual programs
especially focused on recognizing performance, results and
loyalty (i.e. tenure) have become common now.
On the other hand the differentiators are:
1. Systems and mindset for internal equity in compensation
especially after reaching a particular threshold
25
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Appendices
APPENDIX 1: CULTURE AUDIT PRACTICES
1. HIRING
Focus is on hiring for potential and character of the person, rather than
primarily on skill set. New employees are welcomed and assimilated
into the team with orientation programs, personal sponsorships, and
the like.
2. INSPIRING
Employees learn and understand how their job has meaning for the
organization and for society, beyond earning a salary and making a
profit for the business.
3. SPEAKING
Management goes to great lengths to be open and transparent,
offering access to information across the board, enabling and
encouraging employees to contribute beyond the scope of a narrowly
defined job.
4. LISTENING
Special open systems for incorporating peoples ideas, for including
people in decision-making, and enabling them to air their concerns
and grievances.
5. THANKING
Recognizes and rewards good work and extra levels of effort; strives
to create a climate of approval and reinforcement.
6. DEVELOPING
Focus is on nurturing individuals gifts to foster personal growth and
development as well as offering job-specific training.
7. CARING
A multiplicity of systems and programs are put in place for creating a
caring environment for the individual and his/her family.
8. CELEBRATING
Celebrations of both personal milestones and company successes
are built into the way people work together.
9. SHARING
Employees share in the fruits of their labour in a variety of ways;
rewards are equitable and egalitarian in nature.
DATA SELECTION
SELECTION OF THE TOP 15 IN REWARDS AND RECOGNITION
The employee response discussed in Step 5 above represents employees
perception of their workplace. Although all 62 statements were used to
gather data for this overall analysis, 10 statements that relate directly to an
organizations reward and recognition practices and their effects on
employee perception have been used for R&R Award.
Rather than combine statements from the Trust Index that relate to both
Although both forms of data (the Trust Index Questionnaire and the
practice questions- Culture Audit) were used to consider organizations each section had different weightage. Employee perception (an equally
weighted combination of statement scores for both rewards and
recognition) was assigned 2/3rd weight of the overall score. The remaining
1/3rd weight was assigned to the score of R&R practices. The following
REWARDS
STATEMENT
People here are paid fairly for the work they do.
20
20
15
15
15
15
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RECOGNITION
STATEMENT
30
30
20
20
TESTING
OF
THE
TRUST
INDEX
The survey instrument used in this research report (hereby called the Trust
Index or TI )measures the extent to which a company is considered to
be a great workplace by its employees. The questions are based on the
extensive employee interviews Robert Levering and Milton Moskowitz
conducted for their best-selling book, The 100 Best Companies to Work
for in America (1984).
The 56 core statements on the Trust Index are categorized into five
dimensions of the Great Place to Work Model. The 56th statement
captures the overall perception- whether all things considered, this is a
great workplace or not. The first three dimensions-Credibility, Respect and
Fairness-measure employee trust in management, while the final two,
Pride and Camaraderie, assess employees feelings about their jobs and
their enjoyment of the workplace. In India, six more statements have been
added to the core instrument to seek employee perception on issues
which deal with the contextual concerns here.
The development of the Trust Index can be viewed within the context of
the Qualitative-Quantitative Interactive Continuum, in that both quantitative
and qualitative data was used to develop and test the survey instrument,
with appropriate feedback loops.
The survey design process began by reviewing transcripts from the above
mentioned interview research to determine common themes and create
possible survey statements. The initial review led to the creation of
approximately 120 statements, which were eventually narrowed down to
the core 56 statements used today. This narrowing process was the result
of extensive testing of the survey instrument with groups of employees and
28