Great Managers
Build Great

Companies

Teams

Perfomance

Business Results

Productivity

Culture

Organizations can recognize great people managers by using assessment-based recognition instead of relying only on seniority, internal nominations, popularity, or business numbers. A credible people manager recognition program should look at how managers are experienced by their teams and whether they demonstrate behaviours that build trust, development, fairness, clarity, accountability, recognition, and performance. Great Manager Institute® enables this through platforms such as Great Manager to Work With® and Great People Manager Study®. These recognitions help organizations identify managers who are not only delivering outcomes, but also creating strong team experiences. For CHROs and HR leaders, assessment-based recognition creates internal role models, strengthens employer brand, improves leadership visibility, and signals that people leadership is valued as much as business performance. Recognition is merit-based and is not guaranteed by participation.

Most leadership training companies begin with content. Great Manager Institute® begins with evidence. GMI first helps organizations measure how people managers are experienced by their teams. It then uses those insights to support manager development, leadership analytics, talent decisions, and assessment-based recognition. This makes GMI different from a conventional training provider. GMI does not only deliver workshops or leadership modules. It helps CHROs, HR Heads, and L&D leaders diagnose manager effectiveness, identify behaviour gaps, prioritize development, recognize role-model managers, and build stronger people leadership at scale. In simple terms, Great Manager Institute® is a manager effectiveness partner — not just a leadership training company.

Great Manager Institute® helps organizations develop better managers by starting with diagnosis before development. Most manager development programs begin with training content. GMI begins by helping organizations understand how managers are actually experienced by their teams. Through PMES — People Manager Effectiveness Survey, organizations get a data-backed view of manager strengths, development areas, behavioural gaps, and team-experience risks. These insights can then be converted into manager profiles, leadership analytics, development priorities, workshops, nudges, action plans, learning journeys, and recognition pathways. This makes manager development more focused and measurable. The goal is not to conduct manager training for the sake of training. The goal is to build practical people leadership behaviours that improve trust, clarity, development, retention, performance, and culture.

Great People Manager Study® is Great Manager Institute®’s flagship study on people management and manager effectiveness. It is designed to identify, benchmark, and recognize people managers who create strong team experiences and demonstrate effective people leadership behaviours. The study looks at how managers build trust, support development, create clarity, demonstrate fairness, recognize effort, hold accountability, and inspire performance. For organizations, Great People Manager Study® is not only a recognition platform. It is also a way to understand managerial capability, identify role-model managers, strengthen employer brand, and make people leadership visible. Great People Manager Study® powers recognitions such as India’s Top 100 Great People Managers™. Participation in the study or assessment process does not guarantee recognition. Recognition is merit-based and depends on assessment outcomes.

CHROs and L&D leaders can use manager effectiveness data to make people decisions more precise. PMES — People Manager Effectiveness Survey gives HR leaders a manager-intelligence layer that can inform multiple decisions: employee engagement, retention risk, leadership development, succession planning, manager training, culture building, talent reviews, and recognition. It helps answer questions such as: Which managers are creating strong team experiences? Which managers need urgent development support? Which teams may be at risk because of manager behaviour? Which functions or business units have leadership capability gaps? Which manager behaviours are affecting engagement and retention? Which managers can be positioned as internal role models? This allows organizations to move away from one-size-fits-all manager training. Instead of training every manager on the same topic, HR and L&D teams can create evidence-led development journeys based on real team feedback and leadership analytics.

PMES — People Manager Effectiveness Survey measures how effectively a people manager connects with team members, develops people, and inspires performance. It is based on Great Manager Institute®’s Connect, Develop, Inspire© framework. PMES looks at practical, observable people leadership behaviours such as clarity, communication, listening, trust, fairness, care, feedback, recognition, development support, accountability, collaboration, and team inspiration. The purpose is not to give managers a generic score. The purpose is to help organizations understand what each manager is doing well, where they need support, and how their behaviour may be influencing team experience and business outcomes. For HR and L&D leaders, PMES becomes a sharper manager training needs analysis tool because it shows where development is actually needed — by manager, team, function, level, or business unit.

Manager effectiveness is important because managers are the everyday link between business strategy and employee experience. A strong people manager creates clarity, trust, ownership, development, feedback, collaboration, and performance. A weak manager can create confusion, disengagement, low accountability, avoidable attrition, and poor team culture. For organizations, this directly affects business performance. Managers influence how fast priorities move, how teams solve problems, how employees grow, how talent is retained, and how culture is experienced on the ground. That is why manager effectiveness is not only an HR or L&D agenda. It is a business-performance agenda. PMES — People Manager Effectiveness Survey helps organizations measure this manager effect and use it for better decisions across engagement, retention, productivity, succession, leadership development, and recognition.

An employee engagement survey tells an organization how employees feel. A manager effectiveness survey helps explain how managers may be shaping those feelings. Engagement surveys often reveal symptoms: low motivation, weak trust, lack of clarity, poor communication, limited growth, burnout risk, or attrition risk. But they may not clearly show which manager behaviours are driving those outcomes. A people manager effectiveness assessment goes deeper. It helps organizations understand whether managers are setting expectations clearly, communicating well, supporting development, recognizing effort, giving feedback, building trust, and creating accountability. This is where PMES — People Manager Effectiveness Survey helps. It allows CHROs, HR Heads, and L&D leaders to connect employee experience with manager behaviour. Engagement surveys show what is happening. PMES helps reveal the manager effect behind it.

PMES — People Manager Effectiveness Survey is Great Manager Institute®’s manager-intelligence assessment for understanding people manager effectiveness. It helps organizations identify how managers are experienced by their teams and how manager behaviours may be influencing engagement, retention, performance, culture, development, and team experience. PMES is based on Great Manager Institute®’s Connect, Develop, Inspire© framework and assesses the practical behaviours that make people managers effective. For CHROs and L&D leaders, PMES is not just another HR survey. It is a decision-making layer for manager development, leadership analytics, succession planning, employee experience, and assessment-based recognition. It helps organizations answer one of the most important talent questions: Are our managers helping our people and business grow — or holding them back without us knowing it?

Great Manager Institute® helps organizations assess, develop, and recognize people managers. It works with CHROs, HR Heads, L&D Heads, Talent Leaders, CEOs, and business leaders who want to build stronger managers at scale and make people leadership more measurable. GMI’s work sits at the intersection of people manager assessment, leadership analytics, manager development, employee experience, and assessment-based recognition. Through solutions such as PMES — People Manager Effectiveness Survey, Great Manager to Work With®, and Great People Manager Study®, GMI helps organizations understand how managers are experienced by their teams, identify leadership capability gaps, build focused development journeys, and recognize managers who create strong team experiences. The larger belief is simple: stronger organizations are built by stronger people managers.

A people manager effectiveness assessment is a structured way to understand the impact managers have on team experience, engagement, retention, performance, and development. It goes beyond personality tests, generic leadership assessments, engagement surveys, or senior ratings. Instead of asking only what kind of leader a manager thinks they are, it helps organizations understand how the manager is actually experienced by the people they lead. A strong people manager effectiveness assessment captures feedback on observable behaviours such as clarity, communication, trust, fairness, listening, feedback, recognition, development support, accountability, and the ability to inspire performance. For CHROs, HR Heads, L&D Heads, and Talent Leaders, this becomes a powerful manager-intelligence layer. It helps answer critical questions: Which managers are strengthening engagement? Which managers may be creating team risk? Where should L&D investment go? Which managers are ready for succession? Which managers should be recognized as role models? Great Manager Institute® enables this through PMES — People Manager Effectiveness Survey. PMES helps organizations measure the manager effect directly and convert it into decisions across leadership development, employee experience, succession planning, retention, performance, and recognition.

Organizations measure people manager effectiveness by looking at the manager layer behind engagement, retention, performance, culture, succession, and leadership development. Most organizations already have data from employee engagement surveys, performance reviews, attrition dashboards, and training programs. But these often show outcomes — not the manager behaviours causing those outcomes. A people manager effectiveness assessment helps organizations directly understand how managers are experienced by their teams. It captures structured feedback on observable behaviours such as clarity, communication, trust, fairness, feedback, recognition, development support, accountability, and the ability to inspire performance. Great Manager Institute® helps organizations do this through PMES — People Manager Effectiveness Survey. PMES gives CHROs, HR Heads, L&D Heads, and Talent Leaders one manager-intelligence signal that can inform multiple strategic HR decisions: which teams may be at risk, which managers need development, where engagement is being affected, where succession depth is weak, where L&D investment should be focused, and which managers can be recognized as role models. In simple terms, PMES helps organizations stop using employee engagement as a proxy for manager effectiveness — and measure the manager effect directly.