Balbir Singh is the CEO at Great Place To Work® India. He is an IIM Calcutta Alumni and has over 20 years of experience in large-scale operations management and key client management, building enterprise products, running a profitable business designed for scale and building high-performance teams. However, Balbir isn’t just passionate about creating thriving workplaces for businesses—he’s committed to fostering a culture of excellence across the entire social sector. Recognising the vital role NGOs play in India’s progress, they launched a unique pro bono initiative.
Leveraging their partnerships with nearly 2,000 organisations, Great Place To Work offers each partner the chance to nominate an NGO of their choice. The chosen NGOs then collaborate with them, receiving guidance through the process of becoming certified. This initiative, embodying the “each one, get one” philosophy, holds particular significance for Balbir Singh. They had the privilege of working with about 140 NGOs last year, a fantastic start! However, Singh is confident they can reach 500 to 1,000 NGOs.
In this insightful conversation with People Matters, Balbir sheds light on such exciting initiative and more. He not only shares his insights on what defines great workplaces but also how leaders can champion this shift with the right vision, practices and keeping a pulse on the changing talent trends and expectations.
Here are some excerpts.
Great Place To Work has seen your rise from leading Technology and Operations to COO, and now CEO. What key experiences along this journey have been most impactful in shaping your leadership approach?
Let me rewind a bit. It was eight years ago when I joined this organisation. My very first meeting was with Prasenjit Bhattacharya, the founder and then-CEO. He told me three things that have stuck with me ever since. He said, “Balbir, this is a brand-enabled, technology-driven, and process-based business.”
This foundation – technology and strong operations – has been crucial to our growth. We’ve grown significantly since then –to over 2,000 this year. Our revenue is much bigger, and our client base has grown more than fourfold. But the core principles of how we run the organisation haven’t changed. That consistency has been helpful for me because I haven’t had to overhaul everything.
My journey to CEO wasn’t an overnight thing. It was a gradual process. I started by managing technology, even creating some tech products. I used my Lean Six Sigma skills to streamline operations, which eventually led me to become CEO. Even now, as CEO, I’ve gained experience in other areas – finance and people & culture. I’ve managed practically every department at Great Place To Work.
One thing that excites me about my new role, besides the day-to-day work, is getting more client interaction. I don’t want to lose sight of that. Obviously, I can’t meet all 2,000 clients. But this focus on client connection aligns perfectly with our vision: to make India a great place to work for all. That can only happen if there are great workplaces in every city and town across the country. 2,000 might seem like a big number, but in the grand scheme of things, it’s small. How do we get from 2,000 to 5,000, or 10,000? By expanding into tier two and three cities. That’s what I’m going to focus on, on top of everything else.
In the context of workplace culture and employee engagement, what key trends and challenges do you foresee?
Some things never change. Respect in the workplace is a prime example. From the very first employer-employee agreements to today, everyone wants to be treated with respect, regardless of position. Salary and other benefits can differ, but respect is fundamental. It’s also the foundation of trust. Every interaction between a leader and an employee is an opportunity to build trust.
Think of trust like a reservoir. If you’ve built it up, a bad day or a missed deadline won’t shatter it. But without that reservoir, expecting blind obedience will only break trust, and respect goes out the window.
That said, things are also evolving. Let’s look at generational trends, specifically Gen Z and Millennials. A key difference with Gen Z is their desire for involvement in decision-making. Twenty years ago, you wouldn’t see a 22-year-old asking for a say. But Gen Z wants to be involved in decisions that impact them. They don’t expect to choose the location of the next branch office, but they do want a voice in matters that affect them.
Secondly, Gen Z craves a caring work environment. It’s not about fancy perks, but about genuine interaction and support. Do their ideas matter? Are you invested in them as individuals, not just their output? Benefits are important, but for Gen Z, it’s about bringing their whole selves to work. They don’t want to compartmentalise their lives. Authenticity is key.
Finally, Gen Z prioritises a welcoming environment and a clear connection to the bigger picture. They want to understand how their work contributes to the organisation’s goals. There needs to be a direct line between their efforts and the company’s success. A sense of purpose, a caring environment, and involvement in decision-making – these are crucial for Gen Z.
Coming to millennials, a caring work environment is important for everyone, but Millennials also value a welcoming atmosphere. These are people in their 30s and early 40s, often in the prime of their careers. Their challenge primarily lies in managing an intergenerational workforce. Millennial managers might have Gen Z, Millennials, and Gen X reporting to them. Everyone has different expectations. This ability to manage diverse talent is a significant hurdle for Millennial leaders, especially those who are new to their roles.
How do you plan to drive innovation and a competitive advantage at Great Place To Work, particularly in expanding the organisation’s presence?
Expanding to India’s heartland is a no-brainer for us. While we’re a successful company working with tier-one organisations, achieving our mission truly hinges on going beyond metros like Delhi, Mumbai, and Bangalore. We’re proud to work with a tea plantation in Kerala, ensuring even plantation workers have a voice. We conduct surveys in most major Indian cities, but reaching more requires a strategic approach.
As a tech-driven company, I don’t envision a massive sales force. We want people to seek us out, recognising Great Place To Work as a gold standard. Our approach? Industry chapters in cities and partnerships with MSMEs, similar to our existing big-city forums.
Secondly, we’re introducing more specialised recognition. IT is currently our biggest sector, followed by manufacturing and BFSI. But how do we attract pharma companies and SMEs? Offering distinct categories for participation and recognition is one way. For example, our new ESG category is relevant to most companies today. Sustainability goals, carbon reduction efforts – these are topics everyone’s discussing. These new categories will broaden our reach.
Remember, a ‘great’ workplace applies to all. A truly great workplace caters to a returning mother of two, a recent graduate, or a veteran re-entering the workforce at 60.
Age shouldn’t be a barrier. Similarly, a great workplace is inclusive for people with disabilities and neurodiversity. Diversity and inclusion are paramount, and that extends to LGBTQ+ communities. A great place to work must be great for everyone.
Growth also isn’t just about physical expansion. We’re also expanding our mission by constantly evolving how we assess great organisations. The yardstick used 10 years ago simply won’t do. We need to keep pace with the changing landscape. From a global lens, while each country manages its own business, India’s expertise can be invaluable. Innovative practices implemented here might resonate with teams in the Middle East or Europe. We take pride in being a leader in adopting new concepts and sharing that knowledge with our global network. While global contribution is important, our primary focus right now is India.
Strong leadership is key to successful change adoption. How will you lead and inspire your team and organisation throughout this journey as you introduce new technologies and initiatives?
Leadership is about empowering strengths. I listen to my leaders, understanding everyone has a unique style. Some are integrators, some taskmasters, and some innovators. There’s room for everyone. My role is to leverage these strengths – by setting the vision and strategy, of course. But micromanaging wouldn’t be wise. If I felt I was the smartest person in the room, that would be a sign I’m in the wrong place. Leaders need to be specialists too. We have product and sales specialists, digital marketing specialists, and others. Similarly, our leadership development team is vital for building a strong leadership pipeline.
Employee listening is also key. Beyond the surveys we conduct for our clients, we gather feedback from our own employees. They’re aware of industry best practices and hold us to a high standard. Our internal Great Place To Work survey results are a wake-up call if we fall short.
Making ourselves a great workplace is thus a top priority. This translates into a goal for all leaders – to build happy, thriving teams. We have a “culture champion” programme where employee-led groups identify and address our top three pain points quarterly. They have decision-making power to implement solutions – they don’t need endless approvals. At the same time, customer focus is paramount. A leadership change doesn’t mean budgets or core services change. We have a responsibility to keep the business running smoothly.
We learn from our heroes – Great Place To Work Certified™ companies. I strongly believe in one of our quotes that says: “Great workplaces are our heroes.” We can leverage their learnings and create a turnaround case study for ourselves. However, building a great workplace is a journey. It’s not something achieved overnight. Organisations aiming for Certification in just a year are in for a surprise. It’s a multi-year investment. Having been with the company for over eight years, I understand the long haul involved. But with a clear vision for the business and the organisation we want to be, we have the time and commitment to make it happen.
Drawing from your experience and success in the industry, what are some pieces of advice you would give to other leaders striving to enhance workplace culture and employee engagement in their organisations?
First, Leaders often fall into the trap of thinking, “I just did the town hall last month, why should I do it again? We already have so much feedback collected from our last survey, why do we need to do it again?” Well, it’s never enough. You also need a task force that is going to look at that feedback, because feedback without action is just going to take everything downhill. The needle will move but in the wrong direction. So you must make sure the needle is moving in the right direction. That’s why listening to your people is so important. That’s the first thing you can do if you’re a new leader – take up that responsibility.
Second, managing a multigenerational workforce presents unique challenges. You might have employees whose parents also work at your company. A 25-year-old and someone in their late 40s bring vastly different experiences to the table. One strategy to bridge that gap is reverse coaching. As CEO, I might miss crucial information on social media or technological advancements. For example, I might not recognise a deep fake video, while a younger employee could spot it instantly. That’s why every leader needs a balanced coaching team: an industry veteran and a younger digital native. This combination provides fresh perspectives and helps leaders understand how a younger generation views the world.
We also noticed that traditional communication methods don’t resonate with everyone. Emails, for instance, have low read rates across generations. Town halls? Some love them, some hate them. We needed a new approach and that’s why we started converting emails and documents into concise, engaging video reels for our internal app. These 30-second clips effectively communicate core values, customer focus, and company DNA – from accountability to expertise. Leadership teams share inspiring stories and best practices, fostering a deeper connection with employees in a way that static documents cannot.
So listen to your employees, and learn how to manage intergenerational talent, and have a coach who is much younger to you, and just talk to that person once a month, that will really help you. That’s the key to building a great workplace.