The company was recently named as Asia Pacific's second best consulting firm to work for, according to a Vault 2010 Asia Consulting Firms Rankings survey. GIA also came in tops for categories such as work/life balance, diversity for women and hours in the office.
The organisation credits these achievements to the company's core beliefs around motivating people through trust, empowering its employees, respecting everyone equally and investing in the quality of supervisory and leadership work. But employee empowerment at GIA is more than a process made up of specific steps, says Read. Instead, it is a general approach which encourages employees to take on as much as responsibility as they can handle, while managers set the
example and provide the frameworks and guidance when needed.
As a result, Read says the right employees will respond to new opportunities and deliver more than they thought possible - while learning at the same time. On the other hand, employees who do not fit into the company's culture will drop out. "Ultimately employees find the job more rewarding and clients receive top quality results."
But this is without its challenges, Read admits, as managers have to change their mindsets from one which previously saw them telling their subordinates what to do to one that advocates helping colleagues "find their own motivations for achieving their stretch goals".
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