What is according to you a good work place?

1. CREATING THE
BEST
WORKPLACE ON
EARTH
Presented by,
Mario Allen Clement
Crystal
Nayan
Afzin
Ronny

2. CONTENT
 Introduction
 6 Findings :
 Let People be Themselves
 Unleash The Flow of Information
 Magnify People’s Strengths
 Stand for Shareholder Value
 Show How the Daily Work Makes Sense
 Have Rules People Can Believe In
 Conclusion

3. INTRODUCTION
 People needed to work for an authentic organization.
 Mission : Discovering the best workplace on Earth.
 Allowing people to do their best work –
 “Organization Of Your Dreams”
 Individual differences are nurtured
 Information is not suppressed or spun
 Company adds value to employees
 Organization stands for something meaningful
 Work itself is intrinsically rewarding
 There are no stupid rules.
 Found six common imperatives Employee
retention
Customer
satisfaction
54%
89%
46%
11%
engaged

4. LET PEOPLE BE
THEMSELVES
 Accommodating differences.
 Physical : Gender, Race, Age, Ethnicity.
 Mental : Differences in perspectives, habits of mind, core
assumptions.
 The ideal organization is aware of dominant currents:
 Its culture
 Work habits
 Dress code
 Traditions
 Governing assumptions
 Two types : Executives vs. Creative Innovators
 Careful selection is the secret.
“The ideal organization makes explicit
efforts to transcend the dominant

5.  Forging clear incentive systems and career paths.
 The range of acceptable behavior:
 Competence models,
 Appraisal systems,
 Management by objectives,
 Tightly defined recruitment policies
 Should have organizational orderliness.
 Nurture the small sparks of creativity
 Mechanic solidarity vs Organic solidarity.
“Development and
progression is your own
business, with our
support.” - Senior HR
official
“Great retail businesses
depend on characters who do
things a bit differently,” –
Executive

6. UNLEASH THE FLOW
OF INFORMATION
 Transparency.
 Radical honesty
 Entirely candid.
 Complete.
 Clear.
 Timely communication.
 Parceling out information on a need-to-know basis
 Reluctant to worry staff with certain information.
 Identify a problem before having a solution.
 A positive spin on even the most negative situations.
 Organizational facilitation - the flow of honest information

7.  Radical honesty is not easy to implement.
 Time-consuming to maintain.
 Can be somewhat ego-bruising.
 Trade secrets will always require confidentiality.
 Particularly in highly regulated industries.

8. MAGNIFY PEOPLE’S
STRENGTHS
 Cost benefit: Develop the skills of the existing staff .
 Companies grumble about losing their investment
 Increasing worker’s effectiveness not fulfilled.
 Adding value to valuable people.
 Productivity Improvement- bi-directional value
transaction.
 Training should not be limited to just top management.
 Employee development.
 Bringing out the best in everyone- risky job.

9. New Lebanon, Ohio,
where we spotted a
McDonald’s Training
Center.
Achievemen
ts
of LOCOG -
London
Organizing
Committee
of the
Olympic
Games

10. STAND FOR
SHAREHOLDER
VALUE
 People want to be a part of something bigger than
themselves
 Shared meaning- more than fulfilling your mission
statement
 Forging and maintaining powerful connections between
values
 Feeling of gratitude – Novo Pens for injecting insulin
“I want to work in an organization where I can really
feel where the company comes from and what it
stands for so that I can live the brand.”

11. SHOW HOW THE DAILY
WORK MAKES SENSE
 Seek to derive meaning from their daily activities.
Not through job enrichment add-on.
 3 inner questions –
 Do those duties make sense?
 Why are they what they are?
 Are they as engaging as they can be?
 Employees become more entrepreneurial and
collaborative.
 It takes some getting used to.
 Evenhanded, interdependent environment is extremely
hard
 Work is meaningful, it typically becomes a cause.

12. 56 games world wide –
The Sims with EA
Rabobank Nederland,
the banking arm of the
largest financial services
provider in the
Netherlands, Rabobank
Group

13. RULES THAT PEOPLE
CAN BELIEVE IN
 Organizations should be free from unrealistic rules.
 Simple rules to safeguard the confidentiality of the
company.
 Respect for authority : crucial.
 Authority is crucial for building and maintaining
structure.
 Trading the comfort of being surrounded by kindred
spirits
 Authentic organizations are clear about what they do
well.
 Suspicious of fads and fashions that sweep the

14. CONCLUSION
 Create a welcoming environment
 Letting employees discover creative ways.
 Gain a greater sense of responsibility
 Flow of information
 Give adequate trainings
 Make them socially understand their contribution
 Have rules that people follow on their own