As workplace culture becomes an increasingly critical factor in organizational resilience and productivity, the Institute of Directors (IOD), India and Gallup joined forces to host a thought-provoking webinar titled "Culture at Workplace and Employee Engagement." Held on May 15, 2025, the event revolved around the theme “Building Stronger Economies by Managing Workplace Cultural Risks.”

This collaborative webinar brought together a respected panel of thought leaders, HR experts, and board-level executives for an insightful discussion on the strategic importance of culture in driving employee engagement and sustainable economic growth.

India's rapid economic expansion propelled by a rising per-capita income and a young, dynamic workforce offers immense potential. However, this growth also introduces new cultural challenges in the workplace. To sustain this momentum and future-proof the workforce, business leaders must reimagine how they shape and manage organizational culture and employee engagement.

The webinar emphasized the need for cultivating resilient and inclusive workplace environments that align with India's aspirations of becoming a global economic powerhouse. By proactively addressing cultural risks and strengthening employee engagement, organizations can play a pivotal role in building a more sustainable and competitive economy.

The 'Co-Host' of the event was:

Opening Perspectives: Setting the Stage

Ms. Spencer opened the session by underlining the urgent need for Indian businesses to address workplace sustainability to future-proof their workforces. She framed the discussion around key themes including employee engagement, skill gaps, and Gallup's insights on workforce sentiment each vital for enhancing productivity and well-being. With these guiding themes, she set the stage for a dynamic and insightful session.

Gallup Keynote: Human Decisions, Human Potential

Ms. Gandhi remarks delivered the opening remarks highlighting that human decision making is largely emotional, with Gallup research indicating that over 70% of decisions are emotionally-driven. She emphasized that employees are motivated not just by logic or compensation, but by feeling valued, cared for, and connected to their work. She explained the distinction between 'culture' and 'employee engagement', defining culture as “the way we do things,” reflected in everyday actions and behaviors, while employee engagement represents the emotional connection employees have with their teams and workplace. She used a compelling metaphor, human potential to a seed planted in the soil of culture, nurtured by the environment of engagement. She stressed that leaders' shape culture, managers' foster engagement, and both are crucial for performance.

Citing 'Gallups State of the Global Workplace report, she noted that only 21% of the global workforce is engaged, though India stands higher at 30%. She warned of a global decline in engagement and pointed to young managers as a vulnerable group, often burned out and caught between leadership and employee expectations.

She concluded her keynote by urging organizations to prioritize clear, transparent communication, actively support managers through periods of change, and embrace hope as a leadership tool reframing emotional well-being not as a soft concept, but as a powerful strategic advantage.

A Global Wake-Up Call – Keynote delivered by:

Mr. Shivakumar delivered a data-rich and urgent keynote, describing 'Gallups 2025 State of the Global Workplace report as a “stark mirror” reflecting widespread employee disengagement. With only 21% of the global workforce engaged and 17% actively disengaged, the economic toll is staggering estimated at $438 billion annually. In South Asia, the outlook is even more concerning, with just 15% of employees thriving.

Mr. Shivakumar called for a fundamental shift in leadership and HR strategies, criticizing superficial practices as “tactics mistaken for strategy.” He urged leaders to move beyond performative efforts and embrace purpose-driven, people-centric approaches. Central to his message was the importance of inclusion not as a checkbox metric, but as a deeply human experience where employees feel seen, heard, and respected. His keynote was a compelling call to action for CEOs and CHROs to prioritize emotional well-being, build trust, and lead with authenticity and intent.

Regional Trends and the Manager's Role. A 'Special Address' delivered by:

Mr. Singh explored workplace dynamics across India and the Asia-Pacific region. Citing Gallups 2025 State of the Global Workplace report, he noted that while India's employee engagement levels are relatively strong, this progress remains fragile.

He emphasized the need for clearer accountability, targeted training, and practical tools to empower managers. He also advocated for the use of diagnostics like to effectively Gallups Q12 measure and enhance workplace engagement, noting that today's employees, especially younger, need clarity and value authenticity, purpose, and recognition from their leaders.

His address set the stage for a deeper discussion on cultural risk indicators.

PANEL SESSION:

Can mitigating key workplace cultural risk indicators help propel India towards higher economic growth?

A Dynamic panel discussion was Moderated by:

Mr. Jeremie Brecheisen
Managing Partner – EMEA
Gallup

The distinguished panelists were:

1. Ms. Vipula Gandhi
Managing Partner & Board Member
Gallup

2. Mr. Puneet Pratap Singh
Regional Director, Research and Analytics, APAC
Gallup

3. Ms. Avantika Susan Nigam
Chief People Officer
ACT Fibernet

4. Dr. Tanaya Mishra
Global Chief Human Resource Officer
In-Solutions Global Ltd.

5. Prof. (Dr.) R. P. Banerjee
Thought Leader, Author, Chairman & Director
EIILM, Kolkata

The purpose of this discussion was to address the critical cultural risk indicators shaping today's workplaces in India and South Asia. By addressing these underlying issues ranging from employee engagement to manager burnout, new pathways were unlocked to sustain economic growth and organizational resilience.

Mr. Jeremie Brecheisen as Panel Chair and Moderator opened by encouraging each panelist to provide practical insights into cultural transformation by bringing diverse perspectives to the forefront.

Referencing global trends he invited Ms. Gandhi to share her insights on how leaders effectively communicate their vision and to reflect on the most compelling example of leadership communication she has witnessed. Ms. Gandhi emphasized the importance of clear, frequent, and authentic communication, especially during times of change. She cautioned against leaders waiting for complete certainty before addressing their teams, noting that transparency even without all the answers builds trust. Leaders, she said, should be emotionally present and view communication as a continuous dialogue. She cited a CEO who treats culture as a legacy, consistently communicating with honesty and vulnerability to inspire deeper employee connection and impact.

Leadership, Culture, and the Middle Manager

A recurring theme was the vital role of middle managers. Panellists agreed there was a need for Indian businesses to bridge vision and execution but only if managers are empowered with the right tools, training, and trust.

Emotional intelligence, communication, and people management were identified as core leadership competencies for the future.

During this segment of discussion, Mr. Singh highlighted Ms. Nisaba Godrej of the Godrej Group as an exemplary leader who balances high performance with strong interpersonal trust. He praised her ability to build a results-driven culture while maintaining authentic, respectful relationships showing that trust and accountability can successfully coexist.

Ms. Nigam, responding to a question on engaging leaders and managers, shared her organization's core philosophy: “When employees are prioritized and genuinely cared for, it leads to satisfied customers and sustainable business success”. She emphasized the importance of active listening, respect for employee feedback, and strong governance as true engagement starts with empathy and inclusion across all leadership levels.

Reflecting on a powerful leadership moment from her past, Ms. Nigam highlighted how valuing employee voices and incorporating their suggestions created a sense of ownership and trust, demonstrating that engagement begins with empathy and inclusion at every level of leadership.

It was a clear reminder, she said, that true engagement is born from empathy and inclusion values that must be lived at every level of leadership.

When asked to share insights on the most effective coaching program Dr. Mishra reflected on her time at Accenture, where 'Gallups StrengthsFinder enabled leadership by fostering deep self-awareness and growth. She described coaching as a mirror helping individuals see their true strengths, face challenges, and make intentional choices. For Dr. Mishra, the real power of coaching lies in those small, meaningful shifts that empower people to navigate even the toughest career moments and thrive on their own terms.

Responding to a question on the critical factors impacting motivation and performance in Indian workplaces, Prof. (Dr.) Banerjee emphasized the need for Indian leadership to take a more nurturing approach that drives intrinsic motivation and deeper engagement. He highlighted the importance of fairness, goal alignment, and reducing hierarchical barriers to create a more connected and committed workforce. According to him, inclusive and empathetic leadership is key to building high-performance workplace cultures in India.

The panel delved into the critical roles of Culture and leadership in shaping organizational success with a particular focus on middle managers. Ms. Nigam stressed the need for robust governance structures and comprehensive training to equip middle managers to work cross-functionally and meet evolving expectations. Ms. Gandhi also emphasized their responsibility in translating leadership vision into everyday action, stressing that strong communication and emotional intelligence are essential leadership traits.

The panelists unanimously agreed that emotional intelligence, stakeholder engagement, and people management are essential leadership skills, encouraging attendees to apply the insights from the discussion to build more resilient, people-centric workplace cultures.

Engaging the Audience: Polls and Perspectives

Two live polls were conducted during the session to engage the audience these reflect the audience's views, not Gallup insights.

Question one “How seriously does your organization treat culture as a business lever? revealed that 67% of respondents said their organizations treat culture seriously and have plans to improve it.

When asked the second question “Who truly owns workplace culture in your organization?” (33%) said it was the responsibility of Human resources, followed by CEOs (28%), and then the Managers and Board Members at 17% and 11% respectively.

Closing Reflections

Ms. Vipula Gandhi
Managing Partner & Board Member
Gallup

After thanking participants and the audience for its interaction, Ms. Gandhi emphasized that behind every strategy, every performance metric, and every customer interaction is an individual who decides how much discretionary effort to give, and it is incumbent upon leaders to maximize that value and drive economic growth.

This report is compiled by:

Board Research & Advisory Team
Institute of Directors

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