Great Mid-size workplaces have been very successful at demonstrating how their managers are one of the biggest reasons behind their ability to create and enhance great workplace culture.

Photo Credit : Shutterstock,

Certain elements of Great Workplaces consistently fall harmoniously in place – like strong foundational pillars. Decades of research clearly shows us that among these pillars, the element of Fairness holds prime position.

Great Mid-size organizations have reinforced the power of Fairness this year again. Interestingly, Fairness plays a significant role in differentiating the Great Mid-sized organizations from the Rest.

In addition to that, Great Mid-size workplaces stand out for the Respect that their employees perceive they receive from the organization. These workplaces are defined by the unique benefits they offer to their employees and the way the management values and involves people in decision making. The challenge of implementing the oft-spoken of ‘work-life balance’ does not faze the Great Mid-Sized workplaces. In fact, it sets them apart from the Rest. Employees in these organizations also feel strongly that they are offered training or development to further their careers.

The smaller size of Great Mid-size organizations clearly allows them to leverage the role of the manager – an aspect that holds them in good stead when delivering phenomenal employee experience. At Great Mid-size workplaces, it was found that there was very little difference in reported employee experience across job levels. That is, however, not the case among the Rest. In the Rest of the Mid-size organizations studied by Great Place to Work® Institute, employees in the middle management and below supervisory job roles report far lower engagement than senior management. In these organizations, Managers may not necessarily be trained or hired for delivering superior employee experiences.

Mid-size organizations (defined by Great Place to Work® Institute as those that have 100 to 500 employees on their payroll) take advantage of their relatively small size to create experiences that even some Great Place to Work® Certified organizations that are larger in employee strength are unable achieve. These include areas of Fairness like avoiding favouritism and the perception of being paid fairly. As compared to larger organizations with more than 5000 employees, employees in the Great Mid-size organizations report that their managers are approachable and easy to talk with, while recognizing honest mistakes as a part of doing business. These organizations are also recognized by their employees as being fun workplaces and psychologically and emotionally healthy places to work at. Interestingly, Certified organizations with more than 5000 employees have not been able to create any experiences that set them apart from the Great Mid-size organizations.

However, while size may be a hurdle, what can larger organizations do to enhance their workplace culture? A lesson from the Great Mid-size organizations could most definitely be leveraging managerial effectiveness. In fact, at Great Place to Work® Institute, our research reveals that Managers are the crucial link between an organization’s people practices and the resultant employee experience. But where could these managers start?

In the recently released annual research by the Great Place to Work® Institute, it was established that the 3Cs lie at the core of the culture of India’s Best Companies to Work For 2020. It defined how the management in Best Workplaces epitomize Credibility, demonstrate Care and chalk out Career Growth for their people. 

Given that our study of India’s Great Mid-size organizations in 2020 once again demonstrates the importance of the role of people managers in Great Workplaces, we studied this phenomenon further to understand what larger organizations could take into account when operationalizing the 3Cs. 

THE PEOPLE MANAGER’S GUIDE TO BRING THE 3Cs ALIVE 

The Great Mid-Size Organizations Lead the Way

Our research shows us that managerial competence can be measured. In fact, how managers can impact the organization’s ability to exemplify the 3 Cs (that Best workplaces have already mastered) can also be articulated. Here are the areas of the 3 Cs where people managers have the most significant direct impact.

At Great Mid-size organizations, managers are well on their way to living up to their responsibilities in these areas. Here are the three sub-areas of the 3Cs that these managers are already exemplifying:


THE ROLE OF THE PEOPLE MANAGER POST-COVID

Much is being discussed about the ‘new ways of working’. Organizations have spent the last few months adjusting to a digital and dispersed workforce. During these unprecedented times, front line managers and people managers have been the architects of positive employee experience. Today, employee wellness, motivation and productivity must be monitored more than ever before. Therefore, we believe that in addition to visionary leadership, Great people managers may be game changers in creating and enhancing great workplace culture.

Here is a guide for people managers to continue to exemplify the 3Cs during one of the most challenging times in the common history of the world.

In conclusion, Great Mid-size workplaces have been very successful at demonstrating how their managers are one of the biggest reasons behind their ability to create and enhance great workplace culture. They epitomize the strength of Great Managerial ability and pave the way for the new future – where managers will define how organizations wade through the choppy waters of these extraordinary circumstances.

Sreemoyee Sengupta is a Project Manager at Great Place to Work® Institute, India. 

To start your organization’s journey towards creating a great place to work, apply for the Best workplaces list by visiting https://www.greatplacetowork.in/get-certified/ .