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Creando un Great Place to Work

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Creando un Great Place to Work

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    1. Creando un Great Place to Work® Jorge Ferrari Great Place to Work® Institute México México, DF Noviembre 2005

    3. ©2005 Great Place to Work® Institute, Inc. 3 Misión del Instituto Dedicados a construir una sociedad mejor, ayudando a las empresas a transformarse en excelentes lugares de trabajo.

    4. Great Place to Work® Institute fundado en 1991, opera en 30 países y su metodología es aplicada en 55 países, cerca de 8,000 empresas, y 7 millones de colaboradores

    5. ©2005 Great Place to Work® Institute, Inc. 5 Algunos de nuestros clientes

    8. ©2005 Great Place to Work® Institute, Inc. 8

    9. ¿Qué es un “Great Place to Work®”?

    10. ©2005 Great Place to Work® Institute, Inc. 10 El Modelo Great Place to Work? --Dimensiones

    11. ©2005 Great Place to Work® Institute, Inc. 11 Las COMPETENCIAS del modelo GPTWI son las capacidades que las empresas deben desarrollar relativas al Capital Humano, para ser un “GRAN LUGAR PARA TRABAJAR®” Las COMPETENCIAS de un GPTW se construyen con base en las Políticas y Prácticas de Capital Humano y en los Comportamientos de los directivos con los colaboradores El Modelo Great Place to Work? -- Competencias

    12. ©2005 Great Place to Work® Institute, Inc. 12 Competencias para generar...

    13. ©2005 Great Place to Work® Institute, Inc. 13 Desarrollando Credibilidad Continental Airlines: El CEO visita mensualmente una localidad diferente, habla con colaboradores sobre la empresa y responde sus preguntas directamente. También envía correos de voz semanalmente a los colaboradores. Como retroalimentación los colaboradores pueden dejar un mensaje para el CEO Bethune, quien los verifica personalmente para escuchar comentarios, preguntas y sugestiones. Gamesa: cuenta con su propia estación de radio donde se les informa a los colaboradores sobre cualquier acontecimiento importante ocurrido en la empresa e información financiera.

    14. ©2005 Great Place to Work® Institute, Inc. 14 Desarrollando Credibilidad … (Cont.) Pfizer: el CEO y el Presidente suben sus evaluaciones de desempeño al intranet de la compañía incluyendo los puntos negativos. Incluyen los planes de desarrollo diseñados para mejorar sus áreas de oportunidad.

    15. ©2005 Great Place to Work® Institute, Inc. 15 Competencias para generar...

    16. ©2005 Great Place to Work® Institute, Inc. 16 Desarrollando Respeto Interprotección: forman equipos de 10 a 15 colaboradores, donde se establecen propuestas de mejora del ambiente laboral, que se priorizan de acuerdo a impacto, dificultad de implantación y costo . Las propuestas son analizadas por un comité conjunto Dirección-Colaboradores que determina un plan de acción para implantar las propuestas más importantes. Novartis: ofrece a sus colaboradores al interior de la organización gimnasio equipado con aparatos, cancha con duela para usos múltiples, sauna, vapor, tintorería, guardería, supermercado a tu oficina, renta de películas, etc.

    17. ©2005 Great Place to Work® Institute, Inc. 17 Banamex: ofrece apoyo por adopción de hijos otorgando un periodo de ausencia de 45 días naturales con goce de sueldo, canastilla, ayuda para lactancia hasta los 6 meses de edad, dar de alta al menor en el Seguro Social, tanto a hombres como a mujeres. Desarrollando Respeto … (Cont.)

    18. ©2005 Great Place to Work® Institute, Inc. 18

    19. ©2005 Great Place to Work® Institute, Inc. 19 Marriott International: Al ingresar a la empresa todos firman la Garantía de Trato Justo. Es una declaración escrita donde todo asociado, sin importar su posición, será tratado con respeto y justicia en todo momento. Gamesa: cuenta con un (01 800) que mantiene el anonimato de quien reporta alguna incidencia, duda o comentario, está disponible las 24hrs del día para colaboradores y clientes. Desarrollando Imparcialidad

    20. ©2005 Great Place to Work® Institute, Inc. 20 Scotiabank Inverlat: cuenta con un Ombudsman interno, una persona a la que todos los empleados podrán dirigirse en forma confidencial, para expresar sus quejas y reclamos y buscar soluciones. Desarrollando Imparcialidad … (Cont.)

    21. ©2005 Great Place to Work® Institute, Inc. 21

    22. ©2005 Great Place to Work® Institute, Inc. 22 McDonald’s: ofrece apoyo social entregando auxiliares auditivos a niños con dificultades auditivas, ofrece diversos programas de salud, empleo a personas con discapacidad, programas a favor de la educación, programas de apoyo a la niñez, apoyo a comunidades de extrema pobreza, etc. Starbucks: tienen un programa que brinda atención al apoyo social brindando útiles escolares, materiales a los estudiantes, y auxilia el desarrollo cultural de las comunidades donde se produce el café que utilizan a travez del programa “Commitment to Origins”.

    23. ©2005 Great Place to Work® Institute, Inc. 23 British American Tobacco: se llevan al cabo tareas donde todos los colaboradores y sus familias van a comunidades marginadas a pintar casas, escuelas, banquetas, sembrar árboles, y organizar actividades culturales y deportivas para los niños de dichas comunidades.

    24. ©2005 Great Place to Work® Institute, Inc. 24

    25. ©2005 Great Place to Work® Institute, Inc. 25 Synapse Group: Anima a todos los equipos a disfrutar de un “día de juego” para celebrar un logro o fortalecer el trabajo en equipo. Fannie Mae: Los colaboradores recién contratados reciben canastas de obsequios en sus hogares una semana antes de empezar a trabajar. Después en su área de trabajo reciben pastel de sus compañeros y brindan con refrescos para darles la bienvenida en su primer día de trabajo.

    26. ©2005 Great Place to Work® Institute, Inc. 26 Wegmans: Ofrece un total de nueve diferentes ligas deportivas para sus colaboradores que están disponibles durante el año como voleivol, basketball, fútbol, golf, etc. A cada tienda, departamento o localidad, se le anima a participar en estos eventos deportivos.

    28. ©2005 Great Place to Work® Institute, Inc. 28

    30. ©2005 Great Place to Work® Institute, Inc. 30

    31. ©2005 Great Place to Work® Institute, Inc. 31

    32. ©2005 Great Place to Work® Institute, Inc. 32 Se presentan los resultados promedio de: Las 50 Mejores de México 2005 Las 10 Mejores de México 2005 Las que no lograron calificar Se presentan los resultados por competencia

    33. ©2005 Great Place to Work® Institute, Inc. 33 On average across all statements WG results are 12 points higher – good sign but need to build high trust in both senior managers and immediate managers. In Best Workplaces typically results are more similar for the two perspectives. Higher results in Pride. – And for WG in Camaraderie. Lower results in Credibility, Respect and Fairness – essential for Trust.On average across all statements WG results are 12 points higher – good sign but need to build high trust in both senior managers and immediate managers. In Best Workplaces typically results are more similar for the two perspectives. Higher results in Pride. – And for WG in Camaraderie. Lower results in Credibility, Respect and Fairness – essential for Trust.

    34. Resultados en CREDIBILIDAD

    35. ©2005 Great Place to Work® Institute, Inc. 35 Organization Results are here compared to the 100 Best Benchmark and the Trust Index Benchmark. Difference to benchmark is largest for Credibility and Respect Fairness and Pride are closest to BM for the ORG perspective Workgroup Work Group results are here compared to the Trust Index Benchmark. Stronger results overall. Camaraderie is much stronger at WG level.Organization Results are here compared to the 100 Best Benchmark and the Trust Index Benchmark. Difference to benchmark is largest for Credibility and Respect Fairness and Pride are closest to BM for the ORG perspective Workgroup Work Group results are here compared to the Trust Index Benchmark. Stronger results overall. Camaraderie is much stronger at WG level.

    36. Resultados en RESPETO

    37. ©2005 Great Place to Work® Institute, Inc. 37 Organization Results are here compared to the 100 Best Benchmark and the Trust Index Benchmark. Difference to benchmark is largest for Credibility and Respect Fairness and Pride are closest to BM for the ORG perspective Workgroup Work Group results are here compared to the Trust Index Benchmark. Stronger results overall. Camaraderie is much stronger at WG level.Organization Results are here compared to the 100 Best Benchmark and the Trust Index Benchmark. Difference to benchmark is largest for Credibility and Respect Fairness and Pride are closest to BM for the ORG perspective Workgroup Work Group results are here compared to the Trust Index Benchmark. Stronger results overall. Camaraderie is much stronger at WG level.

    38. Resultados en IMPARCIALIDAD

    39. ©2005 Great Place to Work® Institute, Inc. 39 Organization Results are here compared to the 100 Best Benchmark and the Trust Index Benchmark. Difference to benchmark is largest for Credibility and Respect Fairness and Pride are closest to BM for the ORG perspective Workgroup Work Group results are here compared to the Trust Index Benchmark. Stronger results overall. Camaraderie is much stronger at WG level.Organization Results are here compared to the 100 Best Benchmark and the Trust Index Benchmark. Difference to benchmark is largest for Credibility and Respect Fairness and Pride are closest to BM for the ORG perspective Workgroup Work Group results are here compared to the Trust Index Benchmark. Stronger results overall. Camaraderie is much stronger at WG level.

    40. Resultados en ORGULLO

    41. ©2005 Great Place to Work® Institute, Inc. 41 Organization Results are here compared to the 100 Best Benchmark and the Trust Index Benchmark. Difference to benchmark is largest for Credibility and Respect Fairness and Pride are closest to BM for the ORG perspective Workgroup Work Group results are here compared to the Trust Index Benchmark. Stronger results overall. Camaraderie is much stronger at WG level.Organization Results are here compared to the 100 Best Benchmark and the Trust Index Benchmark. Difference to benchmark is largest for Credibility and Respect Fairness and Pride are closest to BM for the ORG perspective Workgroup Work Group results are here compared to the Trust Index Benchmark. Stronger results overall. Camaraderie is much stronger at WG level.

    42. Resultados en COMPAÑERISMO

    43. ©2005 Great Place to Work® Institute, Inc. 43 Organization Results are here compared to the 100 Best Benchmark and the Trust Index Benchmark. Difference to benchmark is largest for Credibility and Respect Fairness and Pride are closest to BM for the ORG perspective Workgroup Work Group results are here compared to the Trust Index Benchmark. Stronger results overall. Camaraderie is much stronger at WG level.Organization Results are here compared to the 100 Best Benchmark and the Trust Index Benchmark. Difference to benchmark is largest for Credibility and Respect Fairness and Pride are closest to BM for the ORG perspective Workgroup Work Group results are here compared to the Trust Index Benchmark. Stronger results overall. Camaraderie is much stronger at WG level.

    44. Tomando todo en consideración

    45. ©2005 Great Place to Work® Institute, Inc. 45 Organization Results are here compared to the 100 Best Benchmark and the Trust Index Benchmark. Difference to benchmark is largest for Credibility and Respect Fairness and Pride are closest to BM for the ORG perspective Workgroup Work Group results are here compared to the Trust Index Benchmark. Stronger results overall. Camaraderie is much stronger at WG level.Organization Results are here compared to the 100 Best Benchmark and the Trust Index Benchmark. Difference to benchmark is largest for Credibility and Respect Fairness and Pride are closest to BM for the ORG perspective Workgroup Work Group results are here compared to the Trust Index Benchmark. Stronger results overall. Camaraderie is much stronger at WG level.

    46. ©2005 Great Place to Work® Institute, Inc. 46

    47. ©2005 Great Place to Work® Institute, Inc. 47 Tomando acción Mantener el foco en las áreas de mayor impacto Construir sobre las fortalezas Aprender de las mejores prácticas internas Fijar expectativas realistas Incentivar la participación de los colaboradores

    49. ©2005 Great Place to Work® Institute, Inc. 49

    50. ©2005 Great Place to Work® Institute, Inc. 50

    51. ©2005 Great Place to Work® Institute, Inc. 51

    52. ©2005 Great Place to Work® Institute, Inc. 52

    53. ©2005 Great Place to Work® Institute, Inc. 53 Fortune 100 Best vs Stock Market 1998-2004 (Total Return from 1998 to 2004)

    54. ©2005 Great Place to Work® Institute, Inc. 54

    55. ©2005 Great Place to Work® Institute, Inc. 55 Para Finalizar les dejo dos Conceptos Importantes … Liderazgo Travesía

    56. ©2005 Great Place to Work® Institute, Inc. 56

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