Publications

In our Q&A series, this edition features our session with Mr. Prabir Jha, Senior Vice President & Head- Human Resources at Tata Motors Limited. Download and read the article to know more about the business and people challenges in Auto industry as described by Prabir Jha and his views on People management.

This article discusses the key insights that are derived from India’s Best Companies to Work For – 2011 Study. The positive employee perception, on an average, across all participating organisations is still lower than it was in 2009. The Top 25 companies have managed a partial comeback and their overall positive employee perception has gone up by 2 percent.

Since last year, the markets in India have picked up and many companies are on a growth trajectory once again, but does employee sentiment echo the same? Are organisation actions in sync with employee expectations? Our study of more than 400 organisations in India points to some interesting findings.

In business, happiness is often seen as a result of profits, not a driver. What happens when this dynamic is reversed and happiness becomes the first line of business? In the case of Zappos, the result is a multi-billion dollar on-line sales company known best for their customer service, free shipping and 365-day return policy.  This article shares highlights of the philosophies and practices that has helped this Las Vegas-based company deliver “Wow” experiences for customers and create an avid following of customers.

Creating a base of avid customers is the dream of many executives. Loyal buyers offer the promise of steady repeat business, free word-of-mouth advertising, greater revenue, and ultimately happy investors. Workplace culture efforts by CarMax, the U.S.'s largest retailer of of used cars, have led to industry leading customer satisfaction, strong associate engagement, and record setting revenues after weathering the recession. This article highlights the key strategies and practices used to achieve these outstanding results.

What does it take to turnaround a large hospital system characterized by operating losses, high turnover, labor shortages, union and legislative risk?  This study shares Scripps Health’s journey to becoming a great workplace, including how it assessed, benchmarked, and improved its workplace. As a result of its efforts, Scripps Health has seen drastic improvements in financial performance, turnover rates, and employee morale.   Over the past 10 years, employee results have improved by 54% while the system has realized over $70 million in cost savings and increased its annual profits by over 1200%. 

When asked to name their profit centers, few businesses would put their culture on the list. While many create and espouse corporate values, few commit to their culture as a profit center, investing in its development and protecting it during tough times. This article details key insights and practices from best company Robert W. Baird & Co.'s efforts, highlights the returns the firm experienced, including recruiting better talent, stronger client relationships, resilient employees, and sustained revenue.

Increasingly, the making of a company’s brand is moving from the marketing department into the hands of its employees. Spurred by societal shifts like social media, workers are ever more capable of building up their employer’s reputation or tearing it down. How does a leader inspire brand advocacy in employees? Brian Walker, CEO of Herman Miller, shared his perspective at the 2011 Great Place to Work^® Conference.

How does a company go from low associate satisfaction to #15 on the “100 Best” list in the midst of a crippling recession? For Mercedes-Benz USA, the answer was a common sense approach done uncommonly well.  This article outlines the three main components of MBUSA's plan that produce higher-than ever associate engagement, a 20% increase in internal organisational health metrics, placement on 100 Best Companies to Work for lists in 2010 and 2011, sales approaching pre-recession peak levels, and emulation by its competitors.

Accounting and innovation don’t typically associate with each other. Yet this dynamic is being redefined at PwC, a 7-time member of the 100 Best Places to Work For.  With a global network of more than 160,000, PwC employees are encouraged not only to think differently, but to work differently. At the 2011 Great Place to Work^® Conference in Denver, PwC’s U.S. Innovation Leader Mitra Best shared how she and the firm have built a world-class innovation office charged with encouraging and inspiring employees to challenge the status quo and drive the firm ahead.