With a focus on helping companies improve their workplace culture, Great Place To Work brings 30 years of research and data to help every place become a great place to work for all. Their proprietary platform and For All Model help companies evaluate the experience of every employee, with exemplary workplaces becoming Great Place To Work Certified or receiving recognition on a coveted Best Workplaces List.
In India, the Institute partners with more than 1800 organisations annually, across over 20 industries, to help them build High-Trust, High-Performance Culture designed to deliver sustained business results. Hundreds of CEOs and CXOs from India Inc. are part of the great place community that is committed to the vision of making India a great place to work for all.
Medianews4u.com caught up with Balbir Singh, CEO, Great Place To Work India
- How has your approach to leadership evolved from your time in Technology and Operations to your current role as CEO?
My journey from leading Technology and Operations to becoming CEO has been defined by more than just a change in responsibilities. My background in Technology and Operations has given me a strong grasp of the key levers driving our business as we scale up, but stepping into the CEO role demands a broader perspective.
A critical focus has been crafting a clear strategic vision that aligns with our goal of making India a great place to work for all. This involves placing the right people in leadership roles to drive growth and execution, strategic investments in technology, people, and infrastructure, and prioritizing customer and employee feedback to align our offerings to market requirements and foster a positive work environment. Our next phase of growth will require significant expansion to remote parts of the country and unorganised sectors, which will be a distant dream without streamlined and scalable operations and a strong technology ecosystem.
- Reflecting on your journey, what have been the most valuable lessons in leadership that you believe will guide your decisions as CEO?
I’ve learned that purpose-driven leadership is key to long-term success. Leading with a clear purpose aligns the organization towards a common goal and inspires meaningful contributions.
As a leader, expertise is essential but inadequate. Without authenticity and For All leadership behaviors, no leader can earn the trust and confidence of their team.
Empowering people is the key to helping employees take ownership of outcomes and fosters innovation and personal growth, driving the organisation forward.
Continuously adding value by enhancing our offerings, processes, and relationships keeps us relevant and impactful. In today’s fast-paced environment, timely decision-making is critical, but speed must never compromise our core values of equality, fairness, and transparency.
As CEO, these lessons shape my decisions, ensuring we grow while staying true to our mission of making India a great place to work for all. Leadership goes beyond steering the ship; it’s about setting the right course, fostering trust and inclusion, and making decisions that align with our values and vision.
- As the leader of Great Place To Work, how do you foresee the role of technology in shaping the future of workplace culture and employee engagement?
I believe technology will continue to transform how businesses operate and how employees experience workplace culture.
While traditional jobs may be replaced, this evolution opens doors to more meaningful work by automating redundant and monotonous work.
The future of work is no longer in the future, it has arrived. While we see one section of companies trying to bring employees back to the office, I see a whole new section of futuristic companies adapting their operating models to the new normal through remote or hybrid work arrangements and welcoming the gig economy. In my view, this will be a key enabler to enhance diversity in workplaces.
Learning and development will become a continuous process as upskilling and reskilling may happen at a faster pace than ever before.
However, the essence of human connection remains irreplaceable. Effective collaboration hinges on clarity and alignment with a shared vision—elements only the human touch can provide.
- How do you approach the challenge of aligning technological advancements with the human-centric values that Great Place To Work promotes?
I don’t think technological advancements conflict with human centricity unless we leave employee experience to technology alone. Technology is in fact connecting employees across the globe and creating collaboration opportunities that were unimaginable a few decades back.
In my experience, while technology enhances efficiency and scale, our focus remains on the people who form the core of a great workplace culture. Technology is a powerful enabler, but creating a great workplace requires a human-first approach and we cannot lose sight of that either.
At Great Place To Work, we ensure that technological solutions, like pulse surveys and social networking tools, inform real, human-driven actions that promote psychological safety and well-being. We believe technology should support, not replace, the human connection in workplaces, driving meaningful, people-centered change while upholding the values that define a great workplace.
- In your view, what are the essential elements for fostering a culture of innovation within an organisation? How do you plan to embed these elements into the fabric of Great Place To Work?
A culture of innovation built on four key pillars:
First, creating an environment where people can experiment without the fear of failure. Honest mistakes are seen as learning opportunities, encouraging risk-taking and implementation of new ideas.
Second, hiring individuals with an entrepreneurial mindset is essential. These individuals bring a “never settle” attitude and are willing to take risks, which is vital for innovation and continuous growth.
Third, celebrating innovation and recognizing those who dare to try new things fuels motivation. Efforts should be appreciated regardless of the outcome, as celebrating the process inspires others to push boundaries.
Lastly, providing financial resources and budgets is critical to support calculated risk-taking.
At Great Place To Work, we aim to create an ecosystem where innovation can flourish. I am cognisant that some individuals have a natural flair for it, while others may need the right environment to be encouraged and motivated. By embedding these pillars into the fabric of Great Place To Work, we ensure that innovation remains an integral part of our organization’s DNA.
- What strategies do you plan to implement to ensure that Great Place To Work remains at the forefront of thought leadership in workplace culture and employee engagement?
At Great Place To Work, we are humbled by the fact that more than 1800 organisations in India, across employee strength brackets, locations and sectors, partner with us every year. This helps us with an extensive understanding of emerging workplace culture trends, what it takes to build and sustain a high-trust, high-performance and some of the best workplace culture practices. By leveraging our extensive data, we provide deep, actionable insights that drive meaningful change in organizations.
We are committed to constant exploration and innovation, expanding our research beyond general workplace culture into areas like Women in the Workplace, Wellness, Diversity in workplaces, and less-explored sectors like NGOs. Our goal is to address the needs of both corporate and non-corporate sectors, making a broader impact.
Looking ahead, we plan to expand into emerging themes that are shaping the future of work. By evolving our research and thought leadership, we ensure Great Place To Work remains a trusted, forward-thinking partner for organisations dedicated to creating great workplace experiences.
- From your experience, what are the key qualities that make a leader effective in driving both business results and a positive workplace culture?
From my experience, effective leaders drive both business results and a positive workplace culture by embracing For All Leadership. As expectations for leaders evolve, our 30 years of research show that For All Leaders are uniquely equipped to meet the demands of today’s workforce. They excel at building genuine human connections and fostering environments where employees feel valued and empowered. By creating space for employees to bring their authentic selves to work, these leaders drive faster growth and innovation.
Effective leaders also balance technological advancements with human-centric values, ensuring employee well-being and psychological safety. Ultimately, it’s about cultivating a space where people feel connected, supported, and empowered to excel.
- What is your vision for the future of workplace culture, and how do you plan to lead Great Place To Work in realising that vision?
My vision for workplace culture is simple: every individual should have an opportunity to work at a great workplace. To achieve this, we need to expand our reach by partnering with more organisations and sharing best practices from industry leaders.
Technology will be key in this expansion, helping us influence Tier II and Tier III cities effectively. Engaging with industry associations will also broaden our network.
We focus on helping organisations understand their current state through transparent and honest assessments, which is vital for those committed to meaningful change. Organisations must show a genuine intent to improve. Once identified, we provide tailored strategies and insights to guide them.
As I lead Great Place To Work, my goal is to use technology to accelerate our mission and ensure every organisation has the tools and knowledge to create exceptional workplaces.
