In this blog post
The GAVS Experience
I have had the opportunity (a wonderful experience) to witness GAVS grow from strength to strength, and in its compelling and passionate journey, it has created a magnetic workforce, starting from its Leaders, always available to listen, ideate and co-create practices and solutions. About 40% of us at GAVS are long tenured, we wear that fact with deep pride, and given our tenure, our roles have interestingly become more fluid and that much more exciting. The non-diluted focus on providing a world-class delivery ties in with our internal commitment to all, to enhance the ‘GAVS experience’ for candidates and employees.
Our focus on candidate and employee experience demands continuous improvements in the system, and that is precisely what we are committed to.
Today, organizations with the highest success with their employees and retention have very robust listening programs that give them a better view and understanding of what their employees really want. The lines between our professional and personal lives have blurred, with us working from home over the last couple of years, and today when it is time to go back to offices, everyone has their own plans of how they want to work – many want a hybrid model, and reports say that the workforce is ready to even change jobs if it means they get to spend more time at home with the family.
Functioning on a hybrid model of work today demands that the experience for employees have to be 100% efficient. While the tech skills that is needed has not changed, though evolving rapidly, it is the implicit emotional space that has really caught the HR function’s focus. And so, we rewrite the playbook for employee experience, to have the work we do here fit into our lifestyles a little more, have our Managers understand our personal lives and allow what it takes for one to give their best to work.
At GAVS, we are constantly checking in on our various practices and what it means for our employees. We are trying to focus on aspects that are vital to our culture – trust, sense of belonging and how one’s purpose is connected to her/his work. Trust becomes the backbone of an organization – How safe am I in this environment psychologically? Do I have the space to speak up and not be humiliated or alienated because of it? Is my Manager a fair person who does not throw his/her weight around to influence people to form cliques in the organization? Psychological safety is paramount today, given that we have seen so much of mental and physical stress the last couple of years because of the pandemic. If my sense of achievement as a Leader is not going to facilitate the sense of achievement for my team and colleagues, I might as well pack up and disappear into the dust of archaic ‘managing’ that doesn’t stand a chance in today’s corporate life.
Today’s Gen Z wants to be ‘coached’, and not managed, and it is refreshing to note that majority of them come with the crispness of new age work style – straightforward interactions, sans politics. The sycophancy that once was unashamedly a visible part of corporate life has disappeared. The current workforce wants to come in to learn continually, do above average work, roll their sleeves up and do whatever it takes to help grow the company and their careers.
“Belonging at work adds to the DEI equation. On the one hand, it is about “longing to be”, while on the other hand, it is about “being for long”, representing an affective and a temporal dimension. Belonging in the workplace brings a shift towards psychological safety and real inclusion.”, says AIHR Academy.
At GAVS, we focus on equality, inclusion, flexibility and genuine goodwill and concern for everyone, as we collaborate to meet the company’s vision in our march forward. We are committed to our DEIB (diversity, equity, inclusion, belonging) practices and we structure our listening program around these tenets because our people strategy includes listening to what our people are telling us, to give them what they are looking for. We acknowledge and understand that for an employee to bring their authentic self to work might mean different things – from being able to work from home more, to doing flexi hours, as long as it does not impact deadlines and delivery, we have seen that employees are able to maintain their interest levels and remain enthusiastic and energetic about work. Given our nimble size, we are also able to provide a fair amount of internal mobility, (I have personally benefited from it a couple of times here at GAVS) and it allows one to try new things, find our niche and excel.
Our experience portfolio has naturally extended to the candidates as well, and with that we are trying our best to start a genuine relationship with them right from the time they start interactions with our recruiting team – we ensure that they have the right information at the right time to give them the advantage of making informed decisions. Our Candidate Experience team helps close gaps by enabling the candidate to get a clearer view of our culture, his/her role, how that is an asset to the company’s growth and thus give them a sense of purpose.
An article by McKinsey says, “think deeply about talent… link talent to value, the best talent should be shifted into critical value-driving roles. It means moving away from the traditional approach where critical roles and talent are interchangeable and based on hierarchy. Successful organizations work together with their people to create personalized, authentic, and motivating experiences that tap into purpose to strengthen individual, team, and company performance…”