Search Best Workplaces

Navigating the Opportunities and Challenges of the Pharmaceutical, Healthcare, and Biotech Industry in 2023

The Pharmaceutical, Healthcare, and Biotech (PHB) industry is expanding swiftly, bringing its share of opportunities and challenges. That’s why it is necessary to pay attention to leadership, innovative practices, and employee engagement. By bridging the gap between organizational intent and employee sentiment, we can create a more people-centric culture that fosters positive people practices and encourages innovation across the board. In this blog, we’ll explore these topics in depth and share insights on creating a culture of innovation in the PHB industry.

Leadership Effectiveness

For any industry to thrive, leadership effectiveness is an essential component. To foster an environment of trust and engagement among employees, leaders must prioritize building genuine connections with their team, ensuring clear and effective communication. Leaders can achieve this by being approachable and showing genuine concern for the well-being of the team; while also, clearly communicating the organization’s vision and providing a clear roadmap to achieving the goals.

Organizations should explore leaders from varied backgrounds to truly maximize human potential, and improve employee engagement. From our recent study, leaders at the Best Workplaces in PHB ensure effective communication through all channels, including top-down, bottom-up, and candid communication. Not only do these leaders ensure they “walk the talk” by delivering on promises and actions matching their words, but also focus on hiring, the fitment of employees, and overall development. By focusing on proficiency and genuinely fulfilling unmet needs, leaders in the industry are taking a step toward building trust.

Employee Expectations

According to our recent study, there is a disconnect between employee expectations and the experience delivered by employers in the PHB industries. To bridge this gap and become more people-centric, organizations must listen to their employees more and implement changes accordingly.

Real-time employee listening and delivering feedback is key to creating a framework for a great workplace. A great workplace is built on the foundation of trust and embeds meaningful values and effective leadership, allowing the organization to maximize its human potential and fostering innovation For All™. Trust is the fuel that powers performance, and the trust levels of employees are determined by the quality of their experience, which is generated through the right people practices.

Unfortunately, organizations in the PHB industry have sub-optimal levels of practices in all aspects. To improve employee engagement and create a positive experience, organizations need to develop effective practices that show greater intent to employees. By focusing on trust, values, and effective leadership, organizations can create a great workplace culture that leads to financial growth.

Innovation Experience

Innovation is the key to success in the PHB industry, but it’s not always easy to achieve. Organizations need to focus on creating individual inspiration and organization-connect toward innovation. This can be achieved through effective practices and greater opportunities.

According to our recent study, employees in the PHB industry report the least positive experience in a culture of innovation due to a lack of innovation opportunities. The PHB industry shows maximum intent with practices focused on innovation, but employee experience is the lowest.

To improve this, organizations need to devise more and better practices as the first step and then disseminate them to employees for a better experience. By creating a culture of “Innovation by All” organizations can foster a sense of hyper-motivation and pride in the workplace. This culture is critical for sustenance and enduring success. An intentional 2-way conversation helps celebrate innovation at work and provides opportunities for developing new and better ways of doing things.

To build and sustain a culture of innovation, management needs to genuinely seek ideas and suggestions from employees and then act on them. This can be achieved through organizational connection, where management involves people in decision-making.

The way forward for the PHB industry is to bring the workplace culture to center stage. The industry needs to focus on fairness and managaement credibility to reduce the gap between the PHB industry and other industries in India. Compared to the previous year, organizations have managed to deliver positive growth in creating a safe place to work. However, amongst all aspects, the maximum decline is seen in fairness, followed by pay/benefits and credibility.

By addressing these areas, the industry can improve employee engagement and create a more positive and innovative work culture.

To conclude, the best workplaces in the PHB industry are leading the movement in all three aspects: quality of practices, employee experience, and culture of innovation. On average, the best workplaces score 25% higher on quality of practices and 5% more on employee experience. These organizations set the standard for the rest of the industry and serve as a model for creating a positive and innovative work culture leading to sustainable success.

Read our Latest research report to gain more insights.

Great Place to Work® India

Latest Articles

8 Reasons to Get Certified by Great Place To Work

Earning a Great Place To Work® CertificationTM is one of the few achievements that every HR leader takes the most pride in. It sends a message to the rest of the world that they have developed a positive workplace culture. This Certification is also the industry benchmark for an inclusive culture in any company where recognition is based on merit and career paths are skill-based.

Getting Certified in workplace culture will help people understand what it takes to create a healthy and productive environment for employees and to make sure that people are happy at work.

Here are the top 8 reasons why an organization should consider becoming Great Place To Work Certified.

  1. Increase your offer acceptance rate by attracting the best talents in the industryToday, strong organizational culture is an essential need for any prospective candidate. The organizational policies show how valuable work-life balance and employee well-being are for the employer. And this Certification thus acts as a benchmark in evaluating job proposals against employer claims.A positive work environment makes employees feel safe and appreciated, which in turn helps them perform better at their job. An employee’s happiness at the workplace is directly linked to their productivity and creativity. Thus, everyone wants to work in an environment that has a great culture and values system.Earning this Certification signifies that existing employees support the leadership and culture of their company. It demonstrates to applicants that management appreciates their employees, and so they would happily advocate for their company to others.
  2. Quantify and enhance your company culture against key metricsThis Certification is designed to help companies quantify and enhance their corporate culture against certain set standards. The goal is to create an environment where employees are engaged, motivated, and productive.The results of the Trust Index™ Survey are the gold standard for determining the employee experience in any organization. These results play a vital role in earning the Certification. The survey analysis will help you to get into your employees’ minds and understand their perceptions of your strengths and potential improvement areas in terms of organizational culture.
  3. Reaffirm the values and culture of your organizationEarning the Certification is a great way to show your commitment to building a strong organizational culture. It helps to reaffirm the values that your organization stands for and ensure that they are being upheld.The Certification process verifies the practices and policies of an organization, ensuring that they are in line with the Great Place To Work gold standards. It also helps to create a High-Trust, High-Performance Culture in the organization where employees feel valued and respected, leading to an increase in productivity and job satisfaction.Since employee opinions drive the results, it serves as a reminder that, indeed, your organization is a Great Place To Work. With this Certification, you can be sure that your organization is upholding its core values and culture for all employees.
  4. Build employee prideOrganizations must earn this badge to build a sense of pride among their employees. This will help them to convey how much the organization values their efforts and is ready to incorporate changes for employee wellbeing.The result of this survey also helps to create an environment where employees can feel motivated and inspired to do their best work. This in turn can lead to better customer service and improved overall morale in the workplace.
  5. Proudly display your badge of honorThis Certification is a badge of honor for any organization that has earned it. The Certification is an internationally recognized symbol of excellence in the workplace culture and reflects the commitment of the Certified organizations toward creating an inclusive, diverse, and equitable work environment for all. It also helps organizations demonstrate their dedication towards providing employees with opportunities for personal and professional growth, as well as recognition for their efforts in making positive changes in the workplace.A badge is awarded to each Certified company. You can use it to keep your achievements in the public’s and your partners’ and employees’ eyes. Many businesses proudly display the badge on their job postings, social media accounts, and email signatures.
  6. Become qualified for prestigious top company culture awardsGreat Place To WorkCertification is an important milestone that organizations can earn to become qualified for prestigious top company culture awards. It also helps organizations stand out from the competition by showcasing their commitment to creating a positive work culture that supports employee growth and development.
  7. Flaunt your company profile page on our websiteThe organizations can flaunt their company profile page on our website to declare that they are Great Place To Work Certified. It will help them build trust with potential employees, customers, and investors, as well as create a positive brand image.We create a profile page for each Certified company. You can disclose information about your business and any other achievements earned from the Best Workplaces lists. To give tangible proof of their outstanding corporate culture. Certified organizations frequently link their profiles to the career page of their website.
  8. Create goodwill and a sense of trust among your shareholders, employees, and other business stakeholdersThe organization can create goodwill and a sense of trust among shareholders, employees, and other stakeholders by communicating with them about their Certification. Companies can also showcase their commitment to creating a work environment where everyone feels respected and supported and can reach their potential.

Your journey to Become Great starts here!
As you can see, with Certification, Recognition is merely the icing on the cake. Make your employees and associates proud, hire the best candidates, and identify any shortcomings in your HR policies.
Learn more about how to Get Certified!

Great Place to Work® India

Latest Articles

De-Mystifying ESG

At the Great Place India Inclusion Summit– 2022, we had an opportunity to Demystify ESG.Mr.Venu Nuguri, Managing Director & CEO, India & South Asia, and a member of the executive team, Hitachi Energy engaged in an insightful conversation with Yeshasvini Ramaswamy, CEO, Great Place To Work® Institute India to explain and simplify the implementation of the ESG framework at Hitachi Energy.

According to Venu, a global organization with caters to diverse markets and cultures stands to gain immensely from employee involvement in implementing ESG – related business and people transformation.He strongly believes that for a company like Hitachi Energy, that had been thriving for more than 100 + years, it has been led by its core values of putting the need and happiness of the people in its culture, first.

While there existed business – centric gains from cultivating ESG principles, he has also felt that it parallelly affected his contribution towards making a great future for all, including his young daughter, and generations to follow.

Here are some of the key learnings from the session we would love to share with you:

  1. Setting up an ESG – specific board: Organizations will find immense value if they set up an independent committee / board specifically to advise on, oversee and measure the progress being made.Hitachi Energy is one the first organizations to set up an independent ESG specific Board that oversees, and tackles policies, actions and implementation aimed towards being more ESG compliant at the individual and at the organizational level.
  2. Launching Diversity 360 strategy: It is important to embed equity and inclusion at the core of policy structures to eliminate bias and barriers and encourage diverse participation at all levels, from the executive to the entry – level.This helps the organization to mitigate unconscious bias at the grass – root level.
  3. Create exceptions and then normalize policy expansions: Sometimes employees suffer owing to a lack of policies.As a CEO / HR / organization, it is critical to place an employee’ s needs first, and then modify policies, as required, to make them meaningful for all.Venu supports this with an example of how Hitachi Energy handled an incident where one of the employees got into an accident and required a hefty sum of money to go ahead with the operation.However, there were no policies put in place to tackle such occurrences.The organization shifted their focus from a policy – first to the employee – first approach.
  4. Reinforce the spirit of the policy: Not all employees understand why we do what we do.A critical element in ensuring policies is well implemented is to also ensure they are well understood.Awareness supports active participation, consistency, and advocacy, and it helps organizations tremendously when they invest in communication.
  5. Integrating individual and organizational goals on ESG: Innovation and adopting new ways of thinking and working form important aspects of successful ESG implementation.All employees can be given a chance to take part and drive change by integrating efforts into the key responsibility areas of the leadership team and all employee groups.

To converge on the key message of integrating ESG principles, Venu highlighted that this cannot be an extension of the organization / separate set of practices, but a core element of the culture, embedded in the values of the organization.It should make business sense and positively impact the ecosystem in which the organizations operate.

The road to bring DEIB and ESG efforts have just begun.Consistency with an unclouded vision of what is ahead on this journey is the only answer to conquering a For All culture

Axn Sadokpam

Associate Analyst - Content, Community & Campaign, Great Place To Work® Diversity, Equity, and Inclusion

Latest Articles

Disability Inclusion in India – a blind spot

For centuries now, Persons with Disabilities (PwD’s) have been trying to find a space in Indian societies where able-bodied citizen view and treat them as contributing citizens of the country. Over time, disparities have led to a high degree of marginalization leading to lack of access to equal opportunities in education and employment.

Although corrective actions range from creating accessible infrastructure to skilling programs, efforts continue to remain sporadic and isolated. The glaring gap in the intent that leaders and corporations have, is the resilience and grit required to make a sustained, positive impact in the lives of persons with disabilities. However, those whose intent and efforts have stood the test of time and the pandemic, have many benefits to reap.

Aegis Customer Support Services Pvt. Ltd (a Startek company), an IT-ITES organization, recognized as one among India’s Best Workplaces in Diversity, Equity and Inclusion™ – 2022 has been able to institutionalize a hexagonal model of diversity that supports an intersection of communities that are critical for their business ecosystem. PwDs form a core focus in their diversity model which has helped them institutionalize skilling and employing PwDs. This has enabled the organization to create an alternate talent pool and expand their talent strategy that insures them against the volatility of the talent market, improve productivity, enhance retention and employee engagement in the workplace.

In a recent Diversity and Inclusion Study conducted by Great Place To Work®, areas that proved to be derailers of experience as shared by PwDs in workplaces are:

  • Barrier-free infrastructure and supportive technology: PwDs share that most organizations lack understanding and therefore fall short in creating the required accessibility and assistance that enables PwDs to participate fully in the workplace. This can be done through structured interviews with PwD groups, clearly outlining and estimate supportive technology required and taking feedback regularly from the community. Synchrony International Services Pvt. Ltd. ensures that as part of their hiring and onboarding process, all new hires are floated with an additional form on the assistive technology that they would require to carry out their role effectively. This helps them create an accessible environment for all.
  • Judgement-free workplace: Another area that impacts the positive experience of PwDs is a safe workspace where they experience a sense of belonging and community. PwDs experience a spectrum of experiences ranging from hostility to sympathy. A key contributor to this experience is the lack of awareness and understanding by able-bodied individuals on what it takes to work effectively with PwDs. The VodABILITY network at _VOIS is an employee network, run by volunteers, to support and raise awareness of disabilities. The network champions an inclusive workplace that drives, supports and enables understanding of disability; allowing every colleague to thrive, without exception thereby building safe spaces to make mistakes and learn.
  • Fair promotions and career growth: This turns out to be a blind spot even for organizations that have affirmative hiring programs focused on inclusion of PwDs. This is caused by the undue focus on hiring and preparing the ecosystem to make it inclusive as opposed to effectively tracking performance and equipping managers to understand and support PwDs in the additional competencies required for career growth in the workplace. NatWest Group India has launched a specific 12-week career development program for PwDs which includes discussions with the manager and mentorship supported with a clear development plan to be worked upon in the subsequent 90 days. This helps PwDs gain clarity on the skills and behaviours needed to move up to the next role, learning curriculum to help improve skills & behaviours, along with guidance based on the career path to next level roles that they may wish to move to.

All in all, disability inclusion while requiring conscious action and long-term investments, helps organizations unlock infinite possibilities that impact multi-stakeholders in the business ecosystem. If the vision is to create an equal and equitable world, disability inclusion forms a key aspect of any Diversity & Inclusion strategy.

Great Place to Work® India

Latest Articles

How Landmark Joins Forces on Employee Engagement

The Laureate winner, Lifestyle International Private Limited places employee engagement and collaboration at the heart of their work and their initiative–House Concept–reflects it the best.

The essence of this shines through when we look at their journey from 2013 to 2022. Over the years, consistently 9 out of 10 employees have said that Landmark Group is a great place to work.

The belief that engaged employees pave the way for an engaging customer experience is embedded in House Concept. This initiative is democratic as it comprises a cross- functional council run by employees for employees.

Employees from across functions are grouped into four Houses named after the seasons – Autumn, Winter, Summer, and Spring. Each House has a captain, vice-captain, and leads assigned, and all the teams are responsible for driving engagement activities.

The outcome of this initiative has been increased engagement and cross-functional collaboration. Let’s have a look at some of the key events driven by House Concept –

5 Key Events by House Concept that Drive Engagement

  1. Clash of Icons

    Landmark Group witnessed improvement in Camaraderie, specifically with respect to support during internal role transfers.This was measured using the statement, “When people change jobs or work units, they are made to feel right at home,” in which they saw an increase of about 30% during the peak pandemic years of 2020 to 2022.

    Building a sense of camaraderie is of paramount importance to ensure optimal smoothness when switching job roles. Clash of Icons is one such program that managed to foster collaboration pan India for Landmark Group, while not dropping the ball on fairness. Here is how –

    It is an initiative that focuses on creating a standardized and structured performance-based culture.

    All employees, including ones at the store and regional offices and company contract roles, are a part of this annual recognition program reiterating the fact that it is a Great Place to Work for ALL.

    Each House is scored on 10 parameters, such as Big Bills, Mystery Audit scores, Zero Attrition, and Cheque Leaf Received, to name a few. Every House member can accumulate up to 20 points on each parameter. This score then gets added to the overall House record.

    Post reviews and checks, data for each House gets updated. At the Store Level, the best house is awarded every quarter with a team lunch. At the Regional level, the best house is awarded annually with trophies and certificates.

  2. Landmark Cinema

    A grand success, this short-film competition provided a forum for employees to showcase their creative side. Employees had to carry out the A-to-Zs of filmmaking by themselves.

    Their films were uploaded on an internal social media platform and winners were decided democratically, basis the number of likes and reactions their film garnered.

  3. Landmark Escape Room Competition

    The employees at Landmark Group leveraged the digital offerings by organizing an adventurous escape room online! They divided players into teams of four. Over three rounds, the players were tested on their wits and time management.

    This activity, apart from being one of its kind in this initiative’s history, was wildly successful. The escape room competition fostered team spirit and healthy competition in the most engaging way.

  4. Landmark Badminton Tournament

    After a long break owing to the pandemic, an in-person tournament was held. With high participation by over 100 employees, the event witnessed incredible sportsmanship.

    The match was followed by a felicitation ceremony where the winners were lauded with medals, trophies, and Lifestyle gift vouchers.

  5. Virtual Quiz Competition

    Lifestyle kindled their employees’ competitive spirit with a heated quiz competition. 20 participants’ knowledge in five spheres, including Retail Insights, Current Affairs, Sports, Landmark Group & Business, was put to test. A member from House Winter stole the show by emerging first with the most points. With that said, House Autumn donned their thinking caps and secured the remaining 3 positions.

The impact of these initiatives can be seen via employee feedback again. In the Great Place to Work® Workplace Assessment, on aspects related to cooperation and mutual caring, there has been an increase of 21% and 14% respectively over the last two years.

Let’s hear it from the voice of a House member at Lifestyle –
“House Concept (happiness movement) is a great platform to meet more people & have fun after work. It helps in maintaining work-life balance, healthy competition and brotherhood among the employees.”

Ananya Ramesh, Senior Analyst – Consulting

Latest Articles

What employers can do to win over gen Z

Read: What employers can do to win over gen Z
https://www-greatplacetowork-com.cdn.ampproject.org/c/s/www.greatplacetowork.com/resources/blog/what-employers-can-do-to-win-over-gen-z-employees/amp

Watch: Diversity & Inclusion – A priority for Intuit India

Learn: Continuous Feedback – What’s the big deal?
https://www.greatplacetowork.in/blog/continuous-feedback-whats-the-big-deal/

Over the course of our webinars, we took a pulse of our community of viewers and decided that it’s time to go back to the basics. We asked the question: What are the steps organisations take toward a DEI Structure? In response, we came up with a three-part series of conversations with three different organizations outlining the key steps in creating and sustaining inclusive workplaces: 

  1. Fundamentals of DEI Part I: Importance of Inclusive Practices to Drive Workplace Inclusion   
  2. Fundamentals of DEI Part II: Leaders and Managers as Key drivers of Workplace Inclusion 
  3. Fundamentals of DEI Part III: Employees as Allies of Workplace Inclusion 

On August 10th, 2022, Great Place to Work Institute® India hosted a webinar on “Fundamentals of DEI Part II”, moderated by Sandhya Ramesh (She/ Her), Head, Diversity, Equity & Inclusion, Great Place to Work®️ India & facilitated by Ishah Taimni (She/Her), in conversation with: 

Fundamentals of DEI Part 2- Leaders and Managers as Key Drivers of Workplace Inclusion 

One Foot Front of the Other 

In the nascent stages of DEI policy formulation, Soho House realised they needed to start from the basics, and make that launch effective before targeting larger Workplace DEI issues. Thus, they started with the largest Historically Excluded Group (HEG) in their existing team: Women. The first step they took was installing a sanitary pad vending machine, followed by a 2-day no questions asked menstrual leave policy. Moving forward from this launch, however, would have been impossible without support from the leadership. 

The Trickle-Down Effect Starts at the Top 

Giving leaders confidence in the impact of DEI efforts is imperative to ensure a sustainable DEI journey. Encouraging acceptance that diversity already exists among us, making leaders executive sponsors of initiatives and including them in decision making causes a trickledown effect to all levels of the organization.  

Look beyond stereotypes 

Leaders often have pre-existing stereotypes and assumptions. For example, they might assume women cannot perform a role that expects physical exertion or working late hours. If employees are capable and comfortable, such biases can be limiting. The solution? Keeping two-way communication lines open, employing the Employee=Customer principle. 

Best Practices instituted by Soho House

Extended paternal leave, which progressed to gender-neutral parental leave policies, accounting for child rearing in all contexts. 
Inclusion of transgender individuals in medical insurance policies 
Monthly chat show program where employees from different walks of life help colleagues understand their experience, providing a platform for them to learn more on their own 
No door policy: There are no closed-off offices, which facilitates direct communication with leaders 
Members are made equal stakeholders in the Soho House inclusion journey and are involved directly 
Mental health policies were later extended to a focus on Holistic Health

Impact

Existing employees experience an inclusive culture and recommend Soho House personally as an employer of choice 
The ratio of male to female employees has gone from 81:19 to 74:26 in only a couple of years 
“There’s no place like Soho!”: Ex-employees return with warmth and fondness 
Women and transgender individuals are currently in senior leadership roles 
Inclusion surveys like the Great Place Diversity, Equity & Inclusion Survey and in-house Global Employee Impact Survey provide a quantitative measure of success 

We closed out the session with audience questions and a fun, fascinating rapid fire question and answer round. We’re very grateful to our panelists, Kannan and Aakanksha, for their time and for sharing their insights and experiences. 

As a result of such inclusive policies and considerable impact, Soho House is Accredited as an Organisation with Inclusive Practices by Great Place to Work® Institute India. Find out how you can get your organisation Accredited here: https://www.greatplacetowork.in/diversity-and-inclusion/certified-DEI.php 

Reach out to a member of our DEI Team to learn more about the Great Place Diversity, Equity & Inclusion Inclusive Practices Framework and more:  
Email: saagar.shah@greatplacetowork.com 
Number: +91 9769240282 

Links: 
Email- mailto:saagar.shah@greatplacetowork.com 
Phone- tel:919769240282 
Website- https://www.greatplacetowork.in/diversity-and-inclusion/ 
Youtube- https://www.youtube.com/user/GPTWIndia 
LinkedIn- https://www.linkedin.com/showcase/workplace-inclusion-index%E2%84%A2-by-great-place-to-work%C2%AE/ 

Ishah Taimni

Ishah Taimni is our Community Associate. She works with our Diversity, Equity, and Inclusion team. Her passion for Communications and Linguistics is only matched by her love for world history and new cultures.

Latest Articles

Workplace Diversity And Inclusion In India: A Possible Blueprint

Read – Workplace Diversity And Inclusion In India: A Possible Blueprint 
https://www.mondaq.com/india/employee-rights-labour-relations/1086642/workplace-diversity-and-inclusion-in-india-a-possible-blueprint

Watch – Unconscious Bias @ Work – Diversity & Inclusion Training

Learn – Best Practices from Organizations that are Accredited as Workplaces with Inclusive Practices 
https://www.greatplacetowork.in/diversity-and-inclusion/certified-DEI.php

Over the course of our webinars, we took a pulse of our community of viewers and decided that it’s time to go back to the basics. In the first part of our Fundamentals of DEI Series, we asked the question: What are the initial steps organisations take toward a DEI Structure? 

On July 21st, 2022, Great Place to Work Institute® India hosted a webinar on “Fundamentals of DEI- Part 1”, moderated by Sandhya Ramesh (She/ Her), Head, Diversity, Equity & Inclusion, Great Place to Work®️ India & facilitated by Ishah Taimni (She/Her), in conversation with:  

  1. Pankaj Garg, Senior Director, Global Quality and Programs, Aristocrat 
  2. Nidhi Garg, Senior Director, Global IT, Aristocrat 
  3. Shirshendu Pandey (He/Him) – Head of Learning and Organization Development, Aristocrat 

Fundamentals of DEI- Part 1 

Here are some of the key takeaways from the session: 

The Inclusive Practices Framework 
There are 6 elements to transforming DEI Initiatives into Inclusive Workplace Practices 

The Inclusive Practices Framework

Access- Hiring practices as well as Accessible Infrastructure 
Integrate- Organisation creating a better integrated system via sensitisation and communication 
Support- Presence of adequate feedback mechanisms 
Develop- Capability building through Education and Leadership programs 
Enable Success- Create an environment where everyone feels successful, from managers to teams 
Impact- Cumulative Effect on customers and community  

What does diversity and inclusion mean to US? 

An organisation may practice inclusion, but how does one know that the efforts are effective? Is the organisation truly diverse and inclusive? Are efforts reaching all levels of the organisation? Asking these questions forms the basis of a truly inclusive work culture. The answers are unique to each organisation, and can be found by the leadership brainstorming and settling on common goals to achieve. Set intentions, be open to feedback and build a team to anchor these efforts.

What works and What doesn’t 

Inclusive hiring practices such as neutral job descriptions, diverse interview panels, automated psychometric testing to remove biases, and demographic specific hiring drives have worked in the past. The success of such initiatives sets the standard and sets an example for peer organisations to follow. However, success cannot only be measured by what works, but also by learning from what doesn’t work. The biggest issue with inclusive hiring is not sourcing diverse talent to begin with. The resulting pipeline of candidates is not diverse, which ends up neutralizing inclusive hiring mechanisms. Organisations can get their learnings not only from leaders and hiring managers, but also new hires who have been through the process and can give real-time feedback on their experiences. 

Community-specific Integration Programs 

Without interacting with members of Historically Excluded Groups, it has been difficult for people to understand the barriers and issues faced by HEGs. The second angle to integration programs is for members of HEGs themselves, to find solidarity and a sense of community. When managers create a safe space for open communication, people have a way of talking through their learnings and reaching common ground.  

Say it, Mean it, Act on it 

When instituting policies, quality always trumps quantity. It is far more worthwhile to execute a few policies effectively rather than coming up with many policies and not following through on them. Structuring these few policies to be inclusive toward all demographics in the organization widens the scope of application within the workforce. Organisational practices, how employees perceive them and how managers perceive them contribute to fairness and equitability in effect. What helps align these three facets, and helps build trust as well, is open and transparent communication. Employee Impact Groups (EIGs) and townhalls enable this communication style. 

We closed out the session with audience questions and a fun, fascinating rapid fire question and answer round. We’re very grateful to our panelists, Pankaj, Nidhi, and Shirshendu, for their time and for sharing their insights and experiences. 

Reach out to a member of our DEI Team to learn more about the Great Place Diversity, Equity & Inclusion Inclusive Practices Framework and more:  
Email: saagar.shah@greatplacetowork.com 
Number: +91 9769240282 

Links: 
Email- mailto:saagar.shah@greatplacetowork.com 
Phone- tel:919769240282 
Website- https://www.greatplacetowork.in/diversity-and-inclusion/ 
Youtube- https://www.youtube.com/user/GPTWIndia 
LinkedIn- https://www.linkedin.com/showcase/workplace-inclusion-index%E2%84%A2-by-great-place-to-work%C2%AE/ 

Ishah Taimni

Ishah Taimni is our Community Associate. She works with our Diversity, Equity, and Inclusion team. Her passion for Communications and Linguistics is only matched by her love for world history and new cultures.

Latest Articles

How does Hardcastle Restaurants (McDonalds) support their crew members towards career progression?

9 out of 10 employees at McDonalds have started their career as a Trainee Crew Member.

McDonald’s is recognized across the world for providing high-quality training to its employees. They believe the investments made in their people are good for them, good for the business, and ultimately good for the customers.

McDonald’s Crew Members who join as freshers at the age of 18 are not just trained to serve high-quality food and beverages and maintain restaurant cleanliness. They are also groomed on other aspects such as taking responsibility and contributing to restaurant results, their professional appearance, market-leading customer service, and much more.

Future, being one of the 3Fs (along with Fun & Flexibility) of the Employee Value Proposition at McDonald’s, aims at providing the opportunity to grow and progress at the organization. There are various systems in place which allows them to create future leaders.

The Graduate Career Advancement Program is one of the career progression opportunities targeting crew members who have either completed their graduation or are in their final year. This unique program gives them a chance to directly move to the Trainee Manager levels. They are assessed through the aptitude test and interview wherein competencies around Teamwork, Communication Skills, Values, and Learning Orientation are evaluated. Similarly, there are other processes and programs which are focussed in supporting the employees in their career aspirations and goals.

‘90% of the corporate leadership representatives at McDonald’s have gained their first experience as McDonald’s Crew and Managers.’

Interestingly McDonald’s recruits employees only at the entry-level for restaurants, all other movements happen internally. They believe in skilling employees and trust that they will deliver the necessary results. They have also partnered with RASCI to further the Government’s ‘Skill India’ mission and are confident that their robust training programs and best-in-class processes will provide a strong foundation for the students to acquire skills, enabling livelihood and growth in the burgeoning retail industry.

The journey that they have embarked upon would benefit the individual, institute, industry, and the country.

The story of Pappu Singh

The responsibility came early when I was 12. I delivered milk and bread in the mornings and in the evenings I worked under a doctor to give medicine to patients. In between, I attended school. After 10th, I sold Aquawater purifiers. It was getting tough managing school and work. I quit as I didn’t get leaves for exams, and couldn’t risk failing. After my 12th exams, I took tuitions for kids, but it wasn’t enough to support my family. I also had to start saving for college. And then, McDonald’s happened! I started two courses, B.Com and Software Engineering, and I had no idea how I would be able to complete them and continue working. Joining McDonald’s opened up a whole new world of possibilities! I got rotational shifts, so I could go to college and complete both courses. I even got promoted twice! The journey at McDonald’s continued. I got promoted further two levels up. I got enrolled in MBA, and completed my PG in Human Resources. This year, I got promoted again, first as a Restaurant Manager (and then as a husband). It’s been a long journey, from where I was to where I’ve come. There was so much that I wanted to finish education, support to my family, buy a house, own a bike. It happened! “I have new dreams to chase now because in McDonald’s, dreams do come true!”

Hardcastle Restaurants Private Limited is joining the league this year as Laureates which are organizations that have been recognized as Best Workplaces for 10 or more years.

Twinkle Joshi, Senior Consultant

Latest Articles

Pride All Year-Round

In the spirit of Pride Month, we spoke to an organisation that has developed and sustained LGBTQIA+ inclusion efforts for years: S&P Global. How has their journey been so far and in light of a recent merger – a large one, how do their teams stay invested in their core value of inclusion and collaboration? Read on to learn more… 

On June 30, 2022, Great Place to Work Institute® India hosted a webinar on “Pride all-year round”, moderated by Sandhya Ramesh (She/ Her), Head, Diversity, Equity & Inclusion, Great Place to Work®️ India & facilitated by Ishah Taimni (She/Her), in conversation with: 

  1. Sujatha Menon Zafar – VP Of DEI Diversity & Inclusion, S&P Dow Jones Indices and Strategic Alliance business
  2. Sravanthi Lanka, Senior Director, Hyderabad Operations, S&P Global
  3. Tanuj Gupta – Regional People Lead, India, S&P Global

️Here are the main takeaways: 

Acknowledge global and social differences:

Organisations are not distinct from the legal and social context of the region that they operate in. Diversity, Equity and Inclusion leaders need to be immensely careful while implementing LGBTQIA+ inclusion efforts, keeping the safety of their colleagues paramount, especially when operating in countries where homosexuality is criminalized. A major benefit of being part of a global organisation is that colleagues from countries where there is a legal / social constraint, and who identify as part of the community have a global support system they can tap into; a Pride Network. At S&P, employees across all locations can reach out to these pride networks and people partners if they require support provided by global policies. 

In a global climate, when organisations have such active advocacy, it strengthens the sense of trust employees have. Creating a space for conversations, not just posturing, but one that is enabled by genuine policies and support groups.  

Not just lip-service: 

Gender diversity and inclusion frameworks have been the gateway to making efforts toward Pride inclusion. With the help of the LGBTQIA+ People Resource Group (PRG) named PRIDE, S&P’s framework was expanded to facilitate appreciation and a better understanding of the requirement and value of LGBTQIA+ Inclusion. There are two key elements of furthering any inclusion initiatives that an organisation undertakes: executive sponsorship and voluntary participation in PRGs by employees. 

Curiosity without Judgement 

It is essential to engage in this space with empathy, humility, accepting what you don’t know and curiosity to learn about it. This applies especially for allies, who actively work toward creating a more inclusive space for their colleagues from the LGBTQIA+ community. It is critical for individuals to understand that the behaviours expected at the workplace are independent of one’s personal values and beliefs. Protections are the same for everyone under one company and one regional law. 

The journey will evolve and is continuous 

In the space of LGBTQIA+ inclusion, there is much progress to be proud of, yet always, further we can go. We can learn from our experiences and apply our learnings in a balanced, inclusive manner. Leaders can leverage their position to communicate these learnings throughout all levels of the organisation. Only awareness isn’t enough; each member of the organisation must be part of the transformation journey to bring about true change in the workplace. 

Following their conversation, we took some questions from the audience, and ended with a quick round of rapid-fire questions. We are grateful to our panellists, Sujatha Menon Zafar, Sravanthi Lanka, and Tanuj Gupta for sharing their valuable experience and insights with us, and to our audience for attending. We hope to see you at the next one! 

➡️ Click here to check out our offerings at Great Place Diversity, Equity & Inclusion ️

➡️ Get Great Place support and advice on your DEI journey

Great Place to Work® India

Latest Articles

Bank of Baroda

With a rich legacy of more than a century Bank of Baroda stands tall among the large Public Sector Banks in India and prides itself in being India’s International Bank, having a presence across 17 countries.  From its small beginning in 1908 to now it has been a journey characterized by vision, enterprise, financial prudence, and corporate governance.

Through “Project Navoday” Bank of Baroda is committed to building next-gen capabilities in priority areas such as digital, shared services, analytics, and relationship management.

Upholding its core values, Bank of Baroda’s Core Values Club program recognizes and felicitates individuals for exemplary demonstration of the Core Values in different categories.

The Bank takes the learning and development of its people with utmost seriousness and hence Baroda Academy among its numerous initiatives and programs has ‘Baroda Gurukul’ a virtual learning program with not just content and virtual classes but also weekly quiz competition, Baroda Radio, Life Cycle-based training, Micro-Learning, Customer Education, SPEED Scheme, External Training, Training on social media, etc.

Bank of Baroda

With a rich legacy of more than a century Bank of Baroda stands tall among the large Public Sector Banks in India and prides itself in being India’s International Bank, having a presence across 17 countries.  From its small beginning in 1908 to now it has been a journey characterized by vision, enterprise, financial prudence, and corporate governance.

Through “Project Navoday” Bank of Baroda is committed to building next-gen capabilities in priority areas such as digital, shared services, analytics, and relationship management.

Upholding its core values, Bank of Baroda’s Core Values Club program recognizes and felicitates individuals for exemplary demonstration of the Core Values in different categories.

The Bank takes the learning and development of its people with utmost seriousness and hence Baroda Academy among its numerous initiatives and programs has ‘Baroda Gurukul’ a virtual learning program with not just content and virtual classes but also weekly quiz competition, Baroda Radio, Life Cycle-based training, Micro-Learning, Customer Education, SPEED Scheme, External Training, Training on social media, etc.

Latest Articles