Workplace Relationships and Organisation Culture:

We spend a third of our day at work, forging meaningful work relationships is important. According to Deloitte’s extensive research leading to the Simply Irresistible Organization model, a Humanistic workplace with an inclusive, diverse work environment is essential for good employee engagement and productivity. According to a Gallup Study, when employees possess a deep sense of affiliation with their team members, they are driven to take positive actions that benefit the business — actions they may not otherwise even consider if they did not have strong relationships with their coworkers. Culture is essentially the behavior and actions of people when no one is observing them. Defining and upholding cultural values helps people feel connected and binds them together as a team with shared values and goals. Workplace relationships and organisational culture are important engagement drivers that influence the eNPS. The lack of workplace relationships and a positive organizational culture can result in employees working in isolated silos, dysfunctional teams, and feeling disconnected from their workplace, leading to a high rate of attrition. The recent trend of “The Great Resignation” has been fueled by people seeking employment in organizations with a good culture and positive work relationships. To gain a holistic picture of the workplace relationships and organisational culture factors that impact employee engagement, it is important to understand the first-dimension drivers that influence them (building blocks, as we call them). They are:

Team Relationships: Do the employees trust their teammates and feel their team would help them in need?
Managerial Relationships: Do employees feel they can contact their managers for support? Are the managers coaching and mentoring their teams adequately?
Organisation Values: Is the organization ethical? Do they have a set of values? Is there transparency in place?
Organisational Culture: What kind of culture does the organization embrace? Is there room for failure? How often do people get innovative?

To understand the impact of these first-dimension drivers on Workplace Relationships and Organisational Culture, a deeper analysis of the underlying factors impacting each of these drivers is required. To facilitate this, The Empuls Pulse Survey model considers second-dimension engagement drivers (sub-sub-dimensional drivers) that influence each of the sub-dimensional drivers of every engagement driver. 1. Team Relationships: According to Gallup’s research, team relationships impact team performance and employee engagement. The study further adds that if 6 in 10 people have a best friend at work or have friends at work, it would lead to:

36% fewer safety incidents
7% more engaged customers
12% higher profit

In the Empuls Pulse Survey, four-second dimensional engagement drivers impact Team Relationships. They are:

Committed team
Relevant competencies (KSA)
Team communication
Team collaboration

1.1. Committed team: Do the employees believe their team is committed to the team and organization’s goals? Seeing is believing. What employees see in their team influences their opinions about its commitment levels. An employee’s perception of working in a committed team is a second-dimension engagement driver in the Empuls Pulse survey, and influences team relationships. 1.1.1. Best Practices to improve the perception of working in a Committed team: Plan: Conduct frequent team meetings to discuss the goals. Do: Teams that meet often are more connected. Ensure that every team has frequent meetings. Make it a mandate for every small team to have at least a meeting every week- to stay abreast about what needs to be done and who is doing what. These meetings should also help discuss how individual and team goals can be achieved and clarify member’s role. Larger teams/BU units should meet once every fortnight. These meetings should provide a larger picture of what is happening. Regular meetings go a long way in improving team dynamics. Time: < 2 weeks to start Plan: Conduct Tell Me Why sessions Do: Allocate time to conduct weekly or fortnightly Tell Me Why sessions. The agenda is to answer all the whys people have. This should be conducted by the team manager, BU head or other senior team leaders. Understanding the why for an action is important before understanding how to do it. It fosters a shared purpose and goal within the team. Time: < 2 weeks to start Plan: Add team praise as a recognition and a performance metric Do: Team Praise as a recognition and performance metric is often overlooked. Let the leaders and function heads proactively appreciate and reward teams for their performances. Add team performance as a part of everyone’s KPI. These initiatives enhance the bond and desire to work well as a unit. Time: >4 weeks to start Plan: Conduct informal team AMAs or team chatters Do: Teams should conduct informal AMAs periodically, promoting equal participation in asking work and non-work-related questions. Individuals are free to choose not to answer a question. These sessions help team members get to know each other on a personal level. Time: 3 weeks to start How to manage the above Plan and Do?

The HR and Team Leads should own this.
HR should guide the Team Leads to act as facilitators of meetings.
The initiatives should be a part of their KRAs for the quarter. It must have metrics to measure performance.

How to communicate?

Use internal communication channels to reach out to your team and update them about the initiatives
Invite discussions on what else can be done.

Measure:

The HR should run a small survey to seek feedback after implementing every initiative.

Act: HR should use feedback to help the Team Leads improve the action plan. 1.2. Relevant competencies (KSA): Do the employees believe their team has relevant competencies to achieve its goals? Having confidence in the knowledge and skills of one’s team is crucial for building strong relationships among team members. It is important for employees to feel that they are not solely responsible for completing tasks because their team members lack the necessary skills. 1.2.1. Best Practices to improve the employee belief that their team has the relevant competencies to achieve its goals: Plan: Conduct a quarterly Know your team workshop Do: Create a quarterly activity called Know Your Team, where team members exchange notes on each other’s skills, knowledge, and experience. They should add details of the new things/skills they did/learned in the last quarter. This helps team members know more about their team competencies. Time: < 2 weeks to start Plan: Arrange for digital office blind dates and water cooler sessions. Do: Physical interaction is limited or nonexistent in a remote or hybrid workplace. Arrange for team members to catch up informally by organising weekly blind dates and water cooler sessions. This will help them know their teammates better. Time: 2-4 weeks to start Plan: Conduct team skill-building workshops (with internal and external SMEs) Do: First, ensure every employee creates a list of skills/training they want. Start organising training and skilling workshops for the skills in high demand. You can involve other team members willing to sign up as trainers. Team members with advanced knowledge or skills can train others. Get external trainers whenever the need arises. Time: >4 weeks to start Plan: Creation of a team L&D resource Do: Every team should have an L&D resource-building activity. Each team should also create an internal knowledge repository to help others learn the skills and knowledge they seek to learn. A senior team member should lead this effort. Time: >4 weeks to start Plan: Conduct Intra-team Quizzes Do: Have this as a fun activity where a senior and junior team member is paired as a team. If there are at least five members in a team, one person can be the quiz master. The teams can be quizzed on techniques and knowledge of skills they use daily. This is a fun way to improve team knowledge and bonding. Time: 2-4 weeks to start How to manage the above Plan and Do? -Team Leads should own the initiatives

They should make the plan, do a part of their KRA for the quarter, and have metrics to measure performance.

How to communicate?

Use internal communication channels to contact your teams and update them about the initiatives.

Measure:

Team Leads should run a small survey to seek feedback after implementing every initiative.

Act: The Team Leads should use the feedback to improve the action plan. 1.3. Team communication**: Do the employees believe they can easily communicate with their team?** Team communication is vital for employees to feel comfortable expressing their thoughts and opinions. Communication helps people understand and empathise with each other. Open communication reduces stress and eliminates unexpressed thoughts, leading to better team relationships. Hence, team communication is a second-dimension engagement driver that impacts team relationships. 1.3.1. Best Practices to improve team communication: Plan: Conduct Active Listening Workshops Do: Active listening is the practice of preparing to listen, observing what verbal and nonverbal messages are being sent, and then providing appropriate feedback. It must be acquired and honed. Involve an SME to conduct periodic active listening workshops for all your teams, especially the managers and leaders. Time: >4 weeks to start Plan: Conduct informal agenda less team meetings Do: Periodically ensure that every team conducts an agenda less team meetings. These meetings aim to promote open conversations around the team’s choice. Such meetings enable people to talk more with each other and get to know each other better. Time: < 2 weeks to start Plan: Conduct Monthly 1:1s Do: Ensure that all the managers in your organisation have at least one monthly 1:1 to help their team members voice their concerns and express their thoughts. Let managers announce the talking points for the 1:1s. They should be around the five broad topics:

General Engagement: the current workload, projects they are working on, challenges in the role, etc.
Team Dynamics: how comfortable are they with how the team functions? Do they want more time with someone, etc.
Priorities at work: what task/projects are getting priority, do they need help in re-prioritizing, etc.
Career aspirations/goals.
Feedback and inputs for the manager and organisation.

The manager should spend at least 80% of the 1:1 listening to the employee Time: 2-4 weeks to start Plan: Conduct Team Games Do: Create an overall games committee for every business unit or function. Every team should have a representative. The aim of this committee is to create a repository of fun games that can be conducted within and across teams. The representative becomes the game’s facilitator of their team. The representative can be rotated periodically. Games that focus on team communication, like Pictionary or Dumb Charades, can be played. This enables teams to talk to each other, losing their inhibitions. Time: < 2 weeks to start Plan: Facilitate Team Knowledge Sharing Sessions Do: Pair a senior and junior to form a team to conduct knowledge-sharing sessions. Every pair will host a knowledge-sharing session once a week. Every week, the couple who hosts the session will be different. Once everyone has had a chance to host a session, the two people forming a team can be changed. This initiative will help individuals in a team connect and collaborate better. Time: 2-4 weeks to start How to manage the above Plan and Do? –Team Leads should own this.

They should make the plan, do a part of their KRA for the quarter, and have metrics to measure performance.

How to communicate?

Use internal communication channels to reach out to your teams and update them about your initiatives.

Measure:

Team Leads should seek one-on-one feedback after implementing every initiative.

Act: The Team Leads should use the feedback to improve the action plan. 1.4. Team collaboration**: How do the employees perceive the extent of collaboration within their team?** Collaborating with ease and efficacy with team members leads to good workplace relationships. Hence, Team collaboration is a second-dimension engagement driver in the Empuls Pulse survey. 1.4.1. Best Practices to improve team collaboration: Plan: Create a Peer-to-peer learning program Do: Create smaller groups of 2s or 3s within teams and let each group member teach a skill they are good at. The smaller groups should present their group’s effort to the larger team. These skills taught can also be added to the knowledge repository. Time: >4 weeks to start Plan: Conduct in-person (bonding) events Do: Once every month or at least a quarter, let every team meet and do some fun activity- which goes beyond eating and drinking. It could be solving in a mystery room or hiking- any activity where teams must collaborate. Time: 4 -12 weeks (about 3 months) to start Plan: Set team goals as KPIs Do: Setting goals for teams and making the individual members responsible for making progress is a way to nudge team members to collaborate and connect. By making them a part of the KPIs. Individuals would be nudged to take ownership and work towards them. Time: 2-4 weeks to start Plan: Team Community Building Do: Create a community for the team members to connect and collaborate on work and non-work activities. Mandate that every individual collaborates on some project or activity with their team members at least once a month. As a process, highlight and celebrate the collaborations, no matter how small. Time: < 2 weeks to start How to manage the above Plan and Do? -HR and Team Leads should co-own the initiatives -It should be a part of their KRA for the quarter

Metrics to measure performance should also be decided upon

How to communicate?

Use internal communication channels to reach out to your teams and update them about your initiatives.

Measure:

The Team Leads should run a small team survey and get feedback after implementing every initiative.

Act: The Team Leads should use the feedback to improve on the action plan, taking HR’s support Actionable Insights on the Pulse Survey Results Weak: Score less than 3. Insight: Most of your employees are unhappy with their team relationships. To improve the perception of working in a Committed team: Conduct frequent team meetings (formal and informal) to discuss the team’s goals. Tell me Why sessions To improve the employee belief that their team has the relevant competencies to achieve its goals: Introduction Workshop Arrange for digital office Blind dates and water cooler sessions To improve team communication: Conduct fortnightly agenda less team meetings Team Games To improve team collaboration: Team Community Building Overall: Focus on communicating about the actions taken At risk: Score between 3 and 4, showing a downward trend in the last 3 pulse runs Insight: While more than 50% of your employees are happy with their team relationships, there is a negative trend, which is at risk of becoming a weakness. To improve the perception of working in a Committed team: AMA team sessions To improve the employee belief that their team has the relevant competencies to achieve its goals: Arrange for digital office Blind dates and water cooler sessions Team Quizzes To improve team communication: Monthly One-on-ones Team Knowledge Sharing To improve team collaboration: Set team goals Overall: Focus on communicating about the actions taken Acceptable: Score between 3 and 4, showing no change in the last 3 pulse runs Insight: More than 50% of your employees are happy with their team relationships; however, this has not improved. To improve the employee belief that their team has the relevant competencies to achieve its goals: Adding team praise as a recognition and performance metric AMA team sessions To improve feelings about the organization structure: Team L&D Team skill building workshops (with internal and external SMEs) To improve team communication: Conduct Active Listening Workshops To improve team collaboration: Conduct physical bonding events Peer-to-peer learning program Overall: Focus on communicating about the actions taken Improving: Score between 3 and 4, showing an increasing trend Insight: More than 50% of your employees are happy with their team relationships, and there is an increasing trend in this sentiment. Work on converting this to a strength. Continue doing what you are doing and use the good practices document to incorporate new initiatives that will turn this second-dimensional engagement driver into a strength. Strength: Score above 4 Insight: More than 80% of your employees are happy with their team relationships. This is an area of strength for your organisation. Keep up the good work! Continue doing what you are doing, document your actions and share them with us. Use the Good Practices document to incorporate new initiatives to ensure this second-dimension engagement driver remains a strength. 2. Managerial Relationships: According to Gallup’s research, the manager alone accounts for 70% of the variance in team engagement. This is driven by the manager’s innate tendencies, engagement, and the employee’s perception of the manager’s behaviours. The relationships that each manager forges with their team become an important indicator of the team and employee happiness. In the Empuls Pulse Survey, five-second dimensional engagement drivers impact Managerial Relationships. They are:

Supportive manager
Coaching & mentoring
Taking opinions seriously
Objective decisions
Autonomy

2.1. Supportive manager**: Do the employees perceive their manager as supportive?** Like the famous saying goes, “people don’t quit organisations, they quit managers”. When employees have supportive managers, they are less likely to quit. 2.1.1. Best Practices to improve support from the manager: Plan: Conduct a GROW framework training for Managers to turn into Coaching Managers Do: Every quarter, conduct an ongoing training session for all your managers on progressively transforming into excellent coaching managers. The training should provide actionable insights, role plays, and real-life examples to explain the GROW framework. Your managers should be trained to help your employees establish a Goal, examine the current Reality, explore Options, and decide What they will do. Joseph Weintraub defines this type of coaching as “an ongoing dialogue with the goal of increasing learning and improving one’s ability to perform effectively now and in the future”. This manager should be trained to use the GROW approach, which uses open-ended questioning combined with listening to lead employees to think about situations differently and be open to new ways of acting, all intending to bring out their best. Time: 4 weeks to start Plan: Create a Mentor a manager program Do: Create a program where senior managers and management leaders turn to mentors. Then, allocate a mentor for every manager. The mentor’s role is to coach the managers on how to manage their teams by providing advice and insights. Mandate that every mentor and manager connect at least once a fortnight. Let them both periodically monitor progress by reviewing the feedback the manager receives. Time: < 2 weeks to start Plan: Create an Employee to Manager Feedback System Do: Create a feedback system where employees actively seek out their managers for any support they may require. This feedback can be anonymous, and managers can be presented with a list of things to work on. Based on the feedback generated, the manager should also communicate to their team what they have focussed on for the month. Time: >4 weeks to start How to manage the above Plan and Do?

The HR should co-own it along with the Managers and Senior Leaders
While HR should help implement the initiatives, the managers and senior managers should ideate and develop plans and actions.
The initiative and its outcomes should be part of the KRAs of all three owners, and the outcomes should have metrics to measure efficacy.

How to communicate?

The managers and senior leaders should inform their teams about the initiatives being taken to train the managers to improve.

Measure:

The HR should run a small team-wise survey and seek feedback after implementing every initiative.
HR should also monitor the progress made by individual managers by looking at their individual scores given by their teams.

Act: The HR and Managers should use the feedback to improve the action plan. 2.2. Coaching & mentoring**: Do the employees feel that their manager is a coach and mentor to them?** In Gallup’s How Millennials Want to Work and Live report, one of the key findings was that millennials wanted coaches, not bosses or managers. The ability to coach is more important now than ever for managers to keep their teams happy. Coaching and mentoring are a second-dimension engagement driver in the Empuls Pulse Survey 2.2.1. Best Practices to improve Coaching & mentoring from the manager: Plan: Run a team-specific KYT (Know Your Team) Program Do: Every team should have a KYE program. The aim of this program is to know an employee better. All details of every team member, including their skill, experience, and aspirations, should be captured. Managers should know all these details about their employees and be tested on them. Time: 2-4 weeks to start Plan: Conduct Art of delegation workshops Do: Let senior managers or members from the management team run a two-hour workshop for managers on how to delegate tasks. The workshop should also cover how managers can enable their teams to handle their tasks efficiently. Delegation gives ownership and by enabling the team members to fulfill a task completely, coaching between the manager and their team member happens organically. Time: < 2 weeks to start Plan: Monthly and Quarterly 1:1 goal setting and tracking session Do: Managers should individually work with each of their team members to help them set their monthly, quarterly, and yearly goals. They should also have a 1:1 session every month to just track the progress on the goals and to help their team members find ways to improve and stay on track. Time: >4 weeks to start Plan: Begin with the leaders Do: Every leader and business unit head should be giving meaningful feedback and applause to their reportees frequently. They should also offer tips and hacks to help their teams improve. This creates an organization where mentorship and coaching happen as a part of the process and hence is easy to feel and perceive. Time: > 2 weeks to start Plan: Conduct a GROW framework training for Managers to turn into Coaching Managers Do: Conduct an ongoing training session for all your managers on progressively transforming into excellent coaching managers every quarter. The training should provide actionable insights, role plays, and real-life examples to explain the GROW framework. Your managers should be trained to help your employees establish a Goal, examine the current Reality, explore Options, and decide What they will do. Joseph Weintraub defines this type of coaching as “an ongoing dialogue with the goal of increasing learning and improving one’s ability to perform effectively now and in the future”. The managers should be trained to use the GROW approach, which uses open-ended questioning combined with listening to lead employees to think about situations differently and be open to new ways of acting, all intending to bring out their best. Time: 4 weeks to start How to manage the above Plan and Do?

The Leadership and Managers should co-own the initiatives
It should be a part of their KRA for the quarter and have metrics to measure performance.

How to communicate?

Use internal communication to let your team know what the initiatives are about.

Measure:

The Leadership and Managers should run a small team-wise survey and seek feedback after implementing every initiative.

Act: The Leadership and Managers should use the feedback to improve on the action plan. 2.3. Taking employee opinions seriously**: Do your employees feel that their manager cares for their opinion and acts on any feedback?** Feeling that their voice matters to their manager is important for employees. It helps them feel empowered and motivated to work. Taking employee opinions seriously is a second-dimension engagement driver in the Empuls Pulse Survey. 2.3.1. Best Practices to improve your employees feeling their manager cares for their opinion and acts on any feedback: Plan: Periodic Engagement Surveys by Managers for Employees Do: Create a system where every manager runs customized engagement surveys to understand what their teams care about and want to be listened to. They should then collate and act on the feedback, keeping their team aware of the survey learnings and action taken. Time: 2-4 weeks to start Plan: Listening Court Do: Every team should have a listening court once every two weeks, where the manager’s only role is to listen. Employees are given a free hand to provide feedback, complaints, and accolades about all aspects of their work and life. They should be encouraged to share their thoughts. Whenever there is a lull, managers can use pointers to initiate discussions around topics of employee relevance. Some examples of pointers to keep the discussion flowing:

What do you think about the attendance policy?
Did you see the recent policy change on the payroll? Have any comments?
Is the process flow in the new project seamless? Are there ways to improve them?
Are there any new skilling programs that we can sign up for?

Time: < 2 weeks to start Plan: Seek quarterly feedback at every stage of an employee’s lifecycle Do: The HR, through the managers, should seek feedback through forms on hiring to exit stages of an employee. These should be administered every quarter.

They should encompass the following aspects:
Workflow and organizational processes
Remote work
Day-to-day work life
Employees and their family well-being

Feedback received should be incorporated and the changes made must be conveyed to the teams. Time: >4 weeks to start How to manage the above Plan and Do? -The HR and Managers should co-own the initiatives -HR should help the Managers design and implement the initiatives

It should be a part of their quarterly KRAs and have metrics to measure performance.

How to communicate?

Use internal communication to let your team know what the initiatives are about.

Measure:

The HR and Managers should run a small team-wise survey and seek feedback after implementing every initiative.

Act: The HR and Managers should use the feedback to improve the action plan. 2.4. Objective and transparent decision making**: Do your employees perceive the decision-making process of their managers and your organisation as objective and unbiased?** Transparency and objectivity in decision making goes a long way in the employees trusting their managers and respecting the decisions made. It is also an important influence on the employee-manager relationship. 2.4.1. Best Practices to ensure your employees feel that the decision-making process used by their managers and your organisation is objective and fair: Plan: Adopt OKR framework in your organisation Do: The Objectives and Key Results goal-setting framework not only helps your entire organization set aligned goals but also helps track and measure them objectively. This way, managers can measure, align, and track their teams’ performance while ensuring that team members are aware that the entire process is transparent and not biased. Time: 2-4 weeks to start Plan: Create an Organizational Decision-Making Philosophy Do: The Leadership should work together to create a framework for decision making which explains how all kinds of decisions are taken in the organization. This framework should be published and circulated across the organization. The Leadership should then conduct periodic training sessions for managers on how to use this framework. The Leadership should give real examples and do role-plays to explain the framework practically. Managers should be tested after every training session is conducted. Time: 4 weeks to start How to manage the above Plan and Do?

The Leadership team here should own the initiatives
It should be a part of their KRA for the quarter
One of the metrics for measuring the performance would be the manager approval ratings

How to communicate?

The Leadership should use emails and Empuls Town hall to educate and communicate to everyone about the initiatives taken.

Measure: The Leadership and Managers should run a survey and seek feedback after implementing every initiative. Another measure would be looking at if the manager approval ratings are improving or not Act: The Leadership should use the feedback to improve the action plan. 2.5. Autonomy to employees**: Do your employees feel that they can autonomously take decisions?** Autonomy is one of the key pillars of employee engagement according to Daniel Pink. According to Pink, autonomy serves as an intrinsic motivator which results in employees having more creativity and ownership. 2.5.1. Best Practices to improve the feeling of autonomy in your employees: Plan: Define clear cut goals, processes, and roles Do: To enable autonomy for your employees, the first thing is to ensure they are aware of their role, the goals they seek to achieve, and the processes in place. Have a clear dos and don’ts list to ensure that your employees know what is acceptable and what is not. Time: 4 weeks Plan: Improve internal communication Do: Communication is the key to developing autonomy. Internal communication channels should enable two-way communication between the employees and their managers/leaders. This way any hitch that employees face can be quickly communicated and removed. Time: 2 weeks to start Plan: Get out of the way! Training for managers and leaders Do: Leaders and managers should be trained to stop micromanaging and learn to move out of the way after telling their teams what they want. This ensures that the leaders and managers consciously avoid influencing decisions that individuals can make by themselves. To conduct this training, have an external SME or a senior leader who is appreciated for being a great manager. The training should help managers:

Delegate tasks and set meaningful goals
Assess and gauge the time needed by their team to complete the tasks
Be able to check without stressing out the employees
Help managers assist their teams to prioritise and be on track

Time: 2-4 weeks How to manage the above Plan and Do?

The Leadership team should own the initiatives
It should be a part of their KRA for the quarter and have metrics to measure performance.

How to communicate?

The leadership should use emails and Empuls Town hall to announce and communicate about the initiatives taken.

Measure: The Leadership should run a small team-wise survey and seek feedback after implementing every initiative. Act: The Leadership should use the feedback to improve the action plan. 2.6. Actionable Insights on the Pulse Survey Results Weak: Score less than 3. Insight: Most of your employees are not happy with their managerial relationships. To improve support from the manager: Mentor a manager program To improve Coaching & mentoring from the manager: Art of delegation workshop Begin with the leaders To improve your employees feeling that their manager cares for their opinion and acts on any feedback: Listening Court To improve your employees feeling that the decision-making process adopted by their managers and your organization is objective and fair: Adopt OKR framework in your organisation To improve the feeling of autonomy in your employees: Improve internal communication Overall: Focus on communicating about the actions taken At risk: Score between 3 and 4, showing a downward trend in the last 3 pulse runs Insight: While more than 50% of your employees are happy with their managerial relationships, there is a negative trend, and this is at risk of becoming a weakness. To improve support from the manager: Training for Managers To improve Coaching & mentoring from the manager: Run a team specific KYE (Know Your Employee) Program To improve your employees feeling that their manager cares for their opinion and acts on any feedback: Periodic Engagement Surveys by Managers for Employees To improve your employees feeling that the decision-making process adopted by their managers and your organization is objective and fair: Adopt OKR framework in your organisation To improve the feeling of autonomy among your employees: Get out of the way! Training for managers and leaders Overall: Focus on communicating about the actions taken Acceptable: Score between 3 and 4, showing no change in the last 3 pulse runs Insight: More than 50% of your employees are happy with their managerial relationships; however, this has not improved. To improve support from the manager: Employee to Manager Feedback To improve Coaching & mentoring from the manager: Monthly and Quarterly one-on-one goal setting and tracking session To improve your employees’ feeling that their manager cares for their opinion and acts on any feedback: Feedback forms for every stage of an employee’s lifecycle To improve your employees’ feeling that the decision-making process adopted by their managers and your organisation is objective and fair: Create Organizational Decision-Making Philosophy Adopt OKR framework in your organisation To improve the feeling of autonomy in your employees: Define clear-cut goals, processes, and roles Overall: Focus on communicating about the actions taken Improving: Score between 3 and 4, showing an increasing trend Insight: More than 50% of your employees are happy with their managerial relationships, and there is an increasing trend in this sentiment. Work on converting this to a strength. Continue doing what you are doing and use the Good practices document to incorporate new initiatives that will turn this second-dimensional engagement driver into a strength. Strength: Score above 4 Insight: More than 80% of your employees are happy with their managerial relationships. This is an area of strength for your organisation. Keep up the good work! Continue doing what you are doing, document your actions and share them with us. Also use the good practices document to incorporate new initiatives to ensure that this second-dimension engagement driver remains a strength. 3. Values: An organisation’s values determine how its people are treated and made to feel. A research report states that Shared organizational values provide comfort to employees and meaning and purpose to work, which ultimately leads to better performance. In the Empuls Pulse Survey, there are six second dimensional engagement drivers that impact the Values engagement driver. They are:

Ethics
Transparency
Trust
Equity
Belongingness
Caring

3.1. Ethics: To what extent do the employees believe that their organisation will adhere to the highest standards of ethics? Quoting from a research report: Employee engagement is influenced by business ethics, as business success is strongly influenced by ethics nowadays. Organisational ethics are important indicators of the organisation’s values and so they are a second-dimension engagement driver in the Empuls Pulse survey. 3.1.1. Best Practices to improve the perception of working in an ethical organization: Plan: Create an Ethics Manifesto and publish it Do: In case the ethics of your organization are not documented or published, create an Ethics Manifesto for your organization and print, publish, and share it. The Leadership should be directly involved in this initiative. One member from the Leadership team should oversee the process of creating the manifesto and publishing it. This manifesto should be available in public domain and should be individually shared with every employee as well. Time: 2-4 weeks Plan: Conduct periodic training on your organizational ethics Do: While your employees might have access to your ethics manifesto, they need to be proactively trained on them. At induction and afterwards, senior leaders should conduct a one-two hour session on your organisational ethics. They should cover the following:

Give an overview about your organisational ethics
Elucidate why each one of them is important
Give examples of scenarios where possible circumstances of breach might occur and how such scenarios can be addressed

Time: < 2 weeks to start Plan: AMA sessions on ethics Do: Senior leaders should conduct periodic AMA sessions to clarify the ethics code and to proactively help the employees adhere to them. Time: 3 weeks to start Plan: Create an ethics committee to address any breach of ethics Do: The leadership should create an ethics committee to which any breach can be reported. This committee will address and correct any violation of ethics. The committee should also create suitable redress mechanisms and punishments for any violation, depending on the severity of the breach. This committee should comprise a heterogeneous mix of employees. Time: 4 weeks How to manage the above Plan and Do? -The Leadership team should own the initiatives -It should be a part of their KRA How to communicate?

Publish the Ethics Manifesto on your website, employee handbook, and as part of your customer resource center.
Other initiatives can be announced on the company email channels and The Empuls Town Hall

Measure:

The Leadership should conduct quizzes to measure understanding of the ethics manifesto.

Act: The performance in the quiz is indicative of understanding and should be used as feedback to improve on the action plan. 3.2. Transparency**: To what extent do the employees believe your organisation is transparent?** Transparency in an organisation is essential for employees to feel motivated and engaged, as Deloitte’s research also points out. In the Empuls Pulse Survey, Transparency is a second-dimension engagement driver that influences an employee’s opinion on the organisation’s values. 3.2.1. Best Practices to improve transparency in you organization: Plan: Conduct a transparency audit for all processes Do: Create a process audit committee comprising employees of different designations from different departments. The committee should audit and evaluate the transparency in existing processes, department-wise. Each process should be able to answer the 5Ws and 1H for your employee. If it does not, then make a note of it to improve it. Seek feedback from the stakeholders using the process to understand how it can be made better and then take actions to improve it. Time: > 4 weeks Plan: Enable periodic communication and discussion between Leadership and the employees Host AMAs, Town Halls, and make your leadership members send periodic emails to your employees to clarify any queries or concerns about anything related to the organisation. Time: < 2 weeks to start How to manage the above Plan and Do?

The Senior Leaders and HR should own the initiatives together.

-The initiatives should be part of their KRA continuosly. How to communicate?

Initiatives can be announced on the company email channels and in the Empuls Town Hall

Measure:

Send surveys to get feedback on the initiatives taken.

Act: The Senior Leaders and HR should use feedback to improve on the action plan. 3.3. Trust**: To what extent do the employees believe your organisation is transparent?** Quoting a Forbes article, Trust is a cornerstone of work relationships and a key component of organizational effectiveness. It’s also a fundamental requirement in creating a great place to work. For employees usually, their employers are the most trusted organization and hence it becomes an important second dimension engagement driver. 3.3.1. Best Practices to improve trust in you organization: Plan: Conduct an audit and remove punitive practices Do: Create a committee to evaluate all the policies and practices in place. Remove any practice which takes punitive measures. For example, offering a wellness program which penalises smoking or a mandatory attendance policy which monitors the hours an employee is logged in and deducts from the PTO when the hours fall below a minimum threshold. Instead, the focus should be on bringing in practices that empower your employees. Time: < 4 weeks Plan: Create norms of trust Do: Organizations can create norms and cultures of trust by weaving care into the daily interactions of their employees. HR should identify trust-building opportunities such as:

Providing spaces and events for employees to develop interpersonal relationships
Advocating and acting on inclusive practices
Providing work flexibility
Incorporating policies and procedures that include employees in organisational decision-making.

They should then work with the leadership to incorporate the trust-building activity in the company’s DNA. When trust and positive social exchanges are encouraged, it then becomes an expectation and a norm among employees. Time: < 2 weeks to start How to manage the above Plan and Do? -The Senior Leaders and HR should co-own the initiatives -The initiatives should be a part of their KRA, on a continuous basis. How to communicate?

Initiatives can be announced on the company email channels and The Empuls Town Hall

Measure:

Send surveys to get feedback on the initiatives taken.

Act: Used the feedback to improve on the action plan. 3.4. Equity: To what extent do the employees believe that your organisation treats everybody fairly? Does everyone have access to the same growth opportunities and the same resources to achieve them? Equity theory is based on perception, however: what we perceive to be fair and just. Equity, in today’s work environment, is also used in the context of diversity and inclusion and plays an important role in the employees’ opinions about the organisation’s values. 3.4.1. Best Practices to improve equity in you organisation: Plan: Create and publish a DE&I policy and strategy document. Do: Involve a heterogenous group of your employees in creating, documenting, and publishing your DE&I policy and strategy document. This group should be a fair representation of all the diverse sets of employees in your organisation. The aim of your DE&I policy document is to (if need be) create and capture your organisation’s DE&I policy. It should also elucidate the strategy in place for DE&I, capturing:

The status with respect to the current employee ratio across various diversity dimensions
The plan, including a 3-month, 6-month, 9-month, 1 year and 3-year plans
The metrics to measure performance
The ways in which the DE&I initiatives will be monitored

Time: 4 weeks Plan: Conduct periodic DE&I Trainings Do: Involve internal and external resources to conduct DE&I training. The aim of these trainings is to:

Sensitize your employees on various aspects of diversity and inclusion
Clarify any questions they may have
Help address and escalate any challenge faced

Time: < 2 weeks to start Plan: Create employee resource groups (ERG) Do: Involve senior leaders in your organisation to create and run employee resource groups that address employee concerns and foster their growth. Each ERG would be affiliated to a particular cause/community of people such as ethnic minorities, women etc. These ERGs should be employee-led groups that allow employees from a variety of backgrounds to find a community of like-minded individuals within the organisation, fostering feelings of acceptance and future shared experiences. ERGs are particularly helpful for remote workers, as a remote structure can make it more difficult for employees to build community and experience inclusion inside their organisation. Time: 2-4 weeks to start How to manage the above Plan and Do? -The Senior Leaders and HR should co-own the initiatives -It should be a part of their KRA, on a continuous basis. How to communicate?

The various initiatives can be announced on the company email channels and The Empuls Town Hall

Measure:

The Senior Leaders and HR should send periodic DE&I surveys to get feedback on the various initiatives taken.

Act: The Senior Leaders and HR should use the feedback to improve on the action plan. 3.5. Sense of Belonging**: Do your employees feel they belong to your organization?** A sense of belonging to an organization is important for employee loyalty and motivation. It plays an important role in the employees’ opinions about the organisation’s values. A study found that Employees with a high sense of belonging take 75% fewer sick days than employees who feel excluded. The Empuls Pulse Survey considers belonging as a second-dimension engagement driver. 3.5.1. Best Practices to improve the sense of belonging in your employees: Plan: Create an ally network for your employees Do: Invite employees to form an ally network. The first step in forming an ally network is to involve senior leaders and employee volunteers to form a group that seeks to answer the following questions:

What challenges and obstacles do under-represented colleagues face in our organisation?
How can we remove them?

The answers can be found by having discussions with under-represented employees and new-joinees. The ally network then proactively engages with the employees and the organization to try and eliminate exclusion. The ally network should also open communication channels for employees to reach out when they experience exclusion. Time: 4 weeks Plan: Create a Dos document to handle circumstances of exclusion Do: There may be times when a team-member is excluded for unavoidable reasons. To mitigate the impact of exclusion on the employee, create a Dos document to help them. Time: 2-4 weeks Plan: Have periodic celebrations and recognitions Do: Celebrations and recognition increase bonding and the feeling of equity. Encourage teams to celebrate together by going out for dinners and outings. It also promotes a culture of recognition in the company. Time: 2 weeks How to manage the above Plan and Do? -The Senior Leaders and HR should co-own the initiatives -The initiatives should be part of their KRA, continuously. How to communicate?

Initiatives can be announced on the company email channels and The Empuls Town Hall,

Measure:

The Senior Leaders and HR should send surveys to get feedback on the initiatives taken.

Act: The Senior Leaders and HR should use the feedback to improve the action plan. 3.6. Caring**: Do your employees feel that your organization cares for them?** The feeling of being cared for boosts security and happiness, leading to more engaged employees.The Empuls Pulse Survey considers belonging as a second-dimension engagement driver. 3.6.1. Best Practices to improve the of being cared for in your employees: Plan: Invest in well-being programs Do: Offer physical and mental health well-being programs to your employees as part of their benefits packages. Work stress and the pandemic stress have led to a lot of fatigue in the workplace. Offering well-being programs and benefits will go a long way in making employees feel cared for. Time: 4 weeks Plan: Meet the Extended Employees aka Family Event Do: Periodically conduct events that involve the employee families also. With WFH becoming the norm, the families of employees have become a part of the workplace. Involving them in events is a great way to engage and get to know your employees. Time: 2-4 weeks Plan: Offer Family benefits Do: Offer benefits tailored for the employee’s entire family. These include medical care, childcare facilities, child education support, etc. Such benefits make the employees feel that their organisation cares for them. Time: < 2 weeks to implement. Plan: Impromptu Check-ins Do: Encourage the managers and senior staff to check-in with their colleagues spontaneously. Discuss their health and their families. Time: < 2 weeks How to manage the above Plan and Do? -The HR should own the initiatives -They should be a parr of their KRA, on a continuous basis. How to communicate?

Initiatives can be announced on the company email channels and The Empuls Town Hall

Measure:

Send surveys to get feedback on the initiatives taken.

Act: Use the feedback to improve on the action plan. 3.7. Actionable Insights on the Pulse Survey Results Weak: Score less than 3. Insight: Most of your employees are not happy with your organisation’s values. To improve the perception of working in an ethical organization: Create an Ethics Manifesto and publish it Ethics training To improve transparency in your organization: Enable periodic communication and discussion between Leadership and the employees To improve trust in your organization: Create norms of trust Audit and remove punitive practices To improve equity in your organization: DE&I Trainings To improve the sense of belonging in your employees: Have periodic celebrations and recognitions To improve the of being cared for in your employees: Offer Family benefits Impromptu Check-ins Overall: Focus on communicating about the actions taken At risk: Score between 3 and 4, showing a downward trend in the last 3 pulse runs Insight: While more than 50% of your employees are happy with your organisation’s values, there is a negative trend, and this is at risk of becoming a weakness. To improve the perception of working in an ethical organization: Create an Ethics Manifesto and publish it Ethics training To improve transparency in your organization: Enable periodic communication and discussion between Leadership and the employees Audit and embed transparency in every process and share all organizational information To improve trust in your organization: Create norms of trust Audit and remove punitive practices To improve equity in your organization: Create employee resource groups (ESG) To improve the sense of belonging in your employees: Create Dos to handle circumstances of exclusion To improve the of being cared for in your employees: Meet the Extended Employees aka Family Event Overall: Focus on communicating about the actions taken Acceptable: Score between 3 and 4, showing no change in the last 3 pulse runs Insight: More than 50% of your employees are happy with your organisation’s values; however, this has not improved. To improve the perception of working in an ethical organisation: AMA sessions on ethics A mechanism to address any breach of ethics To improve transparency in your organisation: Audit and embed transparency in every process and share all organisational information To improve trust in your organisation: Audit and remove punitive practices To improve equity in your organisation: Create and Publish DE&I policy To improve the sense of belonging in your employees: Promote the creation of an ally network for your employees To improve the of being cared for in your employees: Invest in well-being programs Overall: Focus on communicating about the actions taken Improving: Score between 3 and 4, showing an increasing trend Insight: More than 50% of your employees are happy with your organisation’s values, and there is an increasing trend in this sentiment. Work on converting this to a strength. Continue doing what you are doing and use the Good Practices document to incorporate new initiatives to turn this second-dimensional engagement driver into a strength. Strength: Score above 4 Insight: More than 80% of your employees are happy with your organisation values. This is an area of strength for your organisation. Keep up the good work! Continue doing what you are doing, document your actions and share them with us. Use the Good Practices document to incorporate new initiatives to ensure the second-dimension engagement driver remains a strength. 4. Culture: Borrowing the definition of Culture from Deloitte: “Culture describes “the way things work around here.” Specifically, it includes the values, beliefs, behaviours, artefacts, and reward systems that influence people’s behaviour on a day-to-day basis. It is driven by top leadership and becomes deeply embedded in the company through many processes, reward systems, and behaviours. Culture includes all the behaviors that may or may not improve business performance. Today, culture is a CEO-level issue and something that can be measured and improved to drive strategy.” Elaborating on the connection between culture and employee engagement, Deloitte states that when culture is aligned with an organisation’s business strategy, it attracts talent who are comfortable with the culture and, hence, are highly engaged at work. In the Empuls Pulse Survey, five-second dimensional engagement drivers impact the Organisational Culture. They are:

Collaboration
Attitude towards failure
Learning culture
Risk taking
Innovation

4.1. Collaboration**: To what extent do your employees feel that they can collaborate across all functions in your organization?** A Stanford study pointed out that employees who collaborate with their colleagues or are perceived to collaborate on a task are more productive, report less fatigue, and have higher engagement levels. In the Empuls Pulse Survey, Collaboration features as a second-dimension engagement driver. 4.1.1. Best Practices to Improve Collaboration: Plan: Incentivize collaboration Do: One reason people do not collaborate is that there is no incentive to do so. Incentivize collaboration by making collaborative assignments a part of everyone’s KRA. Every single employee should have at least one task that requires collaboration with other team members. Time: 4 weeks to start Plan: Think out of the box sessions Do: Hold fortnightly team sessions titled Think Out of the Box. Here, the team lead should propose a real or imaginary problem faced by the team/organisation, and team members should pair up to solve the problem. The solutions can be documented, and every suggestion used—even if for another problem—credit the employees behind it. Time: 2-4 weeks to start Plan: Fortnightly team chime-ins and shout outs

Do: Teams should have a fortnightly meeting where every individual has 3 minutes to talk about three things:
Tasks that they collaborated on
Folks they collaborate with
Three things that went well and one thing that did not go well

Time: < 2 weeks to start Plan: Publish POCs list for inter-team collaborations Do: Create a POC list which is accessible to every employee. This way an employee can get in touch with the person on the POC list to collaborate with other teams/functions. Time: < 2 weeks to start How to manage the above Plan and Do? The Team Leads should own these initiatives They should be a part of their KRA for the quarter They should have metrics to measure performance. How to communicate?

Use internal communication channels to reach out to your teams and update them about your initiatives
Invite discussions on what else can be done

Measure:

Team Leads should run a small survey and seek feedback after implementing every initiative.

Act: The Team Leads should use the feedback to improve the action plan. 4.2. Attitude towards failure: Do your employees feel they can try new things and fail without fear of retribution? Research has repeatedly pointed out that when supervisors strongly believed the organization was trustworthy in risky situations, their reporting employees’ trust on perceived organizational support for any failure related was higher, leading to better performance and trust. It becomes pertinent for organizations to let their employees know that it is all right to fail. 4.2.1. Best Practices to improve your employees’ feeling that they can try new things and fail without fear of any retribution: Plan: Celebrate an unsuccessful attempt day Do: Consider holding a celebration day once a month or once a quarter to acknowledge unsuccessful attempts at problem-solving. This can be done at both business function and company-wide levels. Encourage leaders to speak about their unsuccessful attempts and invite others, including managers and employees, to share their experiences. The gathering should be a fun event where everyone is cheered for trying, and individuals are recognised or rewarded for their efforts. Time: 4 weeks to start Plan: Fail to succeed document Do: Create a team-wide fail to success document which is publicly available. The document should contain the following:

What was the problem which the attempt was solving?
What went wrong?
How was the solution evaluated in the first place?
At what point did the person find out that something went wrong?
What was the damage and how was it handled?
What are the learnings and how are they/will they be used?

Time: 2-4 weeks to start How to manage the above Plan and Do? One person from HR and every Team Lead should co-own these initiatives. They should be a part of their KRA for the quarter and have metrics to measure performance. How to communicate?

Use internal communication channels to reach out to your teams and update them about your initiatives
Invite discussions on what else can be done

Measure:

HR should run a small survey and seek feedback after implementing every initiative.

Act: The Team Leads should use the feedback to improve the action plan. 4.3. Learning Culture**: Do your employees feel that you nurture a learning culture in your organization?** Deloitte’s extensive research has pointed out that the single biggest driver of business impact is the strength of an organization’s learning culture. Learning culture enables organizations to identify and solve problems in their products, services, and business processes. It is an important second-dimension driver in the Empuls Pulse Survey. 4.3.1. Best Practices to foster a learning culture in your organization: Plan: Create rewards and recognition to incentivize learning Do: Your R&R strategy should also incentivize learning by appreciating and applauding team members who learn to acquire new skills, clear certifications, or enrol on educational programs. HR, in collaboration with the leadership, should discuss how this can be enabled and implemented. Time: 4 weeks to start Plan: L&D as a KRA Do: HR should work with the leadership to create a policy where L&D can be seamlessly incorporated within the organization’s DNA. They should make L&D as a part of every employee’s KRA covering the following:

Skills and knowledge to be acquired every quarter.
Work scenarios and projects where they will use them after learning them.
On-the-job situations where their knowledge would be practiced.
Certifications/examinations/on-the-job tests to measure the knowledge gained.
Seniors/colleagues whom they can reach out to for learning help.

Time: 2-4 weeks to start Plan: Internal L&D repository Do: HR with Leadership should embark on creating an internal repository. This internal repository should be created as both an organisation-wide document and a team-specific one. Every team member should be involved in contributing to this. The plan to develop or make it better should contain the following:

Team-wise SPOCs who are responsible for contributing to their team’s L&D
Timelines to complete the entire exercise
A standardized framework to go about creating the L&D resources
Volunteers to contribute as well as test the resources
The repository where it will be published

Time: < 2 weeks to start Plan: Offer L&D training on specific topics and skills. Do: Create a budget, tie up with external partners, and offer employee training on specific topics and skills. The topics can be chosen based on popular demand or industry trends. Time: 2-4 weeks to start Plan: Offer L&D reimbursement as benefits Do: As a part of your benefits package, you can offer to reimburse or partly fund any L&D program employees take. Time: 4 weeks to start How to manage the above Plan and Do?

HR and one Leadership team member should co-own these initiatives
They should be the core members of the L&D committee.
The implementation should be a part of their annual KRA and have metrics to measure performance.
More members from other departments can be added as needed.

How to communicate?

Use internal communication channels to reach out to your teams and update them about your initiatives.
Initiate discussions on Empuls.

Measure:

The L&D committee should run a small survey and seek feedback after every initiative implementing every initiative.

Act: The L&D committee should use the feedback to improve the action plan. 4.4. Risk Taking**: Does your organization encourage employees to take risks?** Extensive research has often pointed out that an employee’s ability to take risks, promoted by the organization’s culture towards risk-taking, leads to enhanced creativity in the employee. This, in turn, results in more creative outcomes. Hence, it is a crucial second-dimension engagement driver in the Empuls Pulse Survey. 4.4.1. Best Practices to encourage employees to take risks: Plan: Create a smart-risks framework Do: Involve all the function heads and create a framework. The framework should contain the following:

Define what kinds of risks are smart
What kinds of risks can be taken
The trade-offs that happen
How to do a SWOT analysis to evaluate the risks
Define the limits for sticking to these risky actions and risk mitigation tactics to be deployed
How your employees can go about taking them
How to keep their managers in the loop
When the managers should escalate the risk

A defined framework and process will help your employees not only know what kind of risks are promoted but also help them align with what your organization can advocate and handle. Time: 4 weeks to start Plan: Identify models of risk-taking within the organization Do: To help define and emulate risk takers, identify the ideal risk takers in your organization and showcase their behaviour. They are your model risk-takers because they subscribe to your organization’s perception of ideal risk-taking. Have them speak on what they did and how they went about it. Time: < 2 weeks to start Plan: Yes, to risk-taking, yes to rewards! Do: Use rewards and recognition to applaud risk-takers for their efforts and discuss their accomplishments. Time: 2-4 weeks to start How to manage the above Plan and Do?

A Leadership member should co-own the initiatives with the Managers
It should be a part of their annual KRA and have metrics to measure performance

How to communicate?

Use internal communication channels to reach out to your teams and update them about your initiatives
Use Empuls and other communication tools to broadcast the outcome of the initiative taken

Measure:

The Leadership member should run a small survey and seek feedback after implementing every initiative.

Act: The Leadership member should use the feedback to improve the action plan. 4.5. Innovation**: Do your employees think that your organization encourages innovations?** If we don’t innovate, we stagnate is a famous saying. Organizations that foster innovation grow rapidly, create new product and service lines, and have happy employees. 4.5.1. Best Practices to encourage innovation: Plan: Create a digital suggestion box Do: Create an email account where employees can mail in suggestions or innovations for any product, process, or aspect of your organization. Periodically remind your employees to mail in. Time: < 2 weeks to start Plan: Creative Hour/retreats Do: Allocate time team-wise for employees to brainstorm ideas around specific team goals and challenges. This should happen periodically. Encourage them to think outside the box and use design thinking principles wherever needed. Time: 2-4 weeks to start Plan: Conduct Innovation tournaments Do: Host an Innovation tournament quarterly or half yearly. You can go about hosting it in the following way:

Specify the challenges and areas of your organization for which you seek innovative solutions.
Your employees can pick one or more challenges.
Ask your employees to provide a comprehensive solution document, which includes the proposed solution, measurement metrics, and implementation plan.
Employees can go beyond what is listed and offer their out-of-the-box solutions for other challenges as well.
Let the leadership award the best ones, implement some, and give feedback!

Time: 4 weeks to start Plan: Document every idea Do: Create a centralized repository that documents all suggested ideas, whether implemented or not, and grant employees view access. Time: 4 weeks to start How to manage the above Plan and Do?

One Leadership member should own the initiative
They should work together with Managers for implementing the initiatives
The initiatives should be a part of the Leadership member’s annual KRA and have metrics to measure performance.

How to communicate?

The Leadership member should send emails to the group email and initiate conversations on Empuls about the initiatives being taken.

Measure:

The leadership member should run a small survey and seek feedback after implementing every initiative

Act: The leadership members should use the feedback to improve on the action plan. 4.6. Actionable Insights on the Pulse Survey Results Weak: Score less than 3. Insight: A majority of your employees are not happy with your culture. To improve Collaboration within your organization: Publish POCs list for inter-team collaborations Fortnightly team chime-ins and shout-outs To improve your employees’s feeling that they can try new things and fail without fear of any retribution Fail to succeed document To foster a learning culture in your organization: Internal L&D repository To encourage employees to take risks: Identify models of risk-taking within the organization Overall: Focus on communicating about the actions taken To encourage innovation: Create a digital suggestion box At risk: Score between 3 and 4, showing a downward trend in the last 3 pulse runs Insight: While more than 50% of your employees are happy with your culture, there is a negative trend, which is at risk of becoming a weakness. To improve Collaboration within your organization: Think out-of- the-box sessions To encourage your employees to take risks and learn from their mistakes without fear of consequences. Fail to succeed document Celebrate unsuccessful attempts day To foster a learning culture in your organization: Offer L&D training on specific topics and skills To encourage employees to take risks: Yes, to risk-taking, yes to rewards! To encourage innovation: Creative Hour/retreats Overall: Focus on communicating about the actions taken Acceptable: Score between 3 and 4, showing no change in the last 3 pulse runs Insight: More than 50% of your employees are happy with your culture; however, this has not improved. To improve Collaboration within your organization: Incentivize collaboration To improve your employees feeling that they can try new things and fail without fear of any retribution Celebrate unsuccessful attempts day To foster a learning culture in your organization: Create rewards and recognition to incentivize learning Offer L&D reimbursement as benefits To encourage employees to take risks: Create a smart risk framework To encourage innovation Innovation tournaments Document every idea Overall: Focus on communicating about the actions taken Improving: Score between 3 and 4, showing an increasing trend Insight: More than 50% of your employees are happy with your culture, and there is an increasing trend in this sentiment. Work on converting this to a strength. Continue doing what you are doing and use the good practices document to incorporate new initiatives that will turn this second-dimensional engagement driver into a strength. Strength: Score above 4 Insight: More than 80% of your employees are happy with your culture. Your organization’s culture is an area of strength. Keep up the good work! Continue doing what you are doing, document your actions and share them with us. Also, use the Good Practices document to incorporate new initiatives to ensure that second-dimension engagement driver remains a strength. REFERENCES:

​Workplace Relationships and Organisation Culture:

Workplace Relationships and Organisation Culture: