Build Everyday Respect Into How Your Teams Work and Your Leaders Behave
Rudeness rarely shows up in a report, yet it drives silence, exits and quiet conflict between teams. We look at how your workplace actually feels, agree the culture you want, set written team norms and hold leaders to the same standard as everyone else.
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Share your requirementsWhat is workplace civility and respectful culture?
Workplace civility is the everyday standard of respect, responsibility and restraint that people expect from one another at work. GullyHR provides a civility and culture programme for Indian startups and small and medium businesses. We observe your culture on the floor, run an anonymous pulse, write a civility policy and incident register, help each team set its own norms and score leaders on how they get results. You receive findings, documents and a monitored plan.
The starting point
When businesses ask us for this
- Meetings are dominated by shouting or sarcasm, and quieter people have stopped speaking up.
- A strong performer treats juniors badly and nobody confronts it because the numbers are good.
- Two departments barely speak, and each blames the other when something goes wrong.
- Staff talk about a bullying manager in whispers, but no complaint ever reaches HR.
- The owner thinks of civility as a soft topic and wants to see what it costs before spending.
- Values are printed on a wall, yet hiring, appraisal and exit decisions seem to ignore them.
- A family member in a senior role is held to a different standard from everyone else.
- New teams formed after growth have no shared way of working, and small clashes keep recurring.
What the work covers
GullyHR delivers civility work as a sequence from diagnosis to habit. A consultant first walks the office, shop floor or warehouse, arriving as a visitor, and records what the place says about how people treat each other. An anonymous eight-statement pulse then measures respect, responsibility and restraint. Leaders write their picture of a good culture, rate today against it and agree a short shared vision with employee representatives. We draft a civility and anti-bullying policy with confidential reporting channels and an incident register that the owner reviews monthly. Each team then agrees its own norms and recognition routine. Finally, leaders are scored on behaviour as well as results and the owner changes appraisal weights. Where a business wants a figure, we also estimate what incivility costs it each year.
We observe what your culture looks and feels like.
A walk-through records artefacts, rituals, spaces and exchanges, plus a visitor check. HR processes are rated for whether they reflect your stated values, giving a one-page culture snapshot.
We measure respect, responsibility and restraint anonymously.
An eight-statement pulse in local languages gives scores for each of the three themes and for each item, reported by team, with a repeat after six months.
We set a written standard and a way to report breaches.
A civility and anti-bullying policy covers the range from small slights to serious acts, with named and anonymous channels and a confidential incident register.
We help you define the culture you want and the gap to it.
Leaders and employee representatives rate current against desired state, write a short vision and link each gap to the policy or procedure that must change.
We give each team its own norms and recognition routine.
Teams write their norms, agree how to correct breaches among themselves, log recognition and meet socially each quarter. Managers review it monthly.
We hold leaders to the same standard as everyone else.
A scorecard draws on 360 feedback, team pulse and incident data. A people-development objective and a behaviour weight enter appraisals, including for family members in the business.
The process
How it runs
Walk the workplace
The consultant spends time on the floor, notes first impressions as a visitor, counts positive and uncivil interactions and asks the owner and HR to rate each HR process against the values.
Run the respect pulse
HR issues the eight statements in local languages with a seven-day window. We compute scores per theme and per item and brief each manager on their team's result.
Agree the vision and gaps
Leaders each list the traits of a great culture and rate current against desired. A short vision is written with employees and every gap is tied to a policy change.
Set policy and reporting
We draft the civility policy, set up the register and reporting channels, and agree who handles each kind of case. Harassment matters are routed to the right committee.
Facilitate team norms
Managers run a norms session with each team, using our facilitation guide. Teams post the charter, agree a self-correction rule and start the recognition log.
Score leaders and review
We build the leadership scorecard, adjust appraisal weights, coach leaders with large gaps and set the six-month re-pulse and monthly register review.
What you receive
- Culture observation log and one-page culture snapshot for leaders
- Eight-statement respect pulse in local languages, with a results table by theme
- Civility and anti-bullying policy draft with a reporting flow
- Confidential incident register template with level, action and date fields
- Culture gap table and a short shared vision statement
- Team norms charter template and facilitation guide for managers
- Recognition log template and a quarterly social event plan
- Leadership scorecard with appraisal weight proposal and coaching plan
Who it is for
- Owners who sense that something is off but cannot point to it.
- Businesses that have grown fast and now have teams that do not share a way of working.
- Companies where one department or manager has a pattern of high exits or silence.
- Leadership teams that see civility as soft and want a cost estimate before acting.
- HR heads preparing a civility policy, a reporting channel or a manager development programme.
- Family-run businesses where the same rules need to apply to relatives and staff.
Why GullyHR.
Many of our clients are owner-led businesses where culture is shaped by one or two strong personalities, sometimes including relatives. We are comfortable saying so, and we design the work so that it applies to senior people as firmly as to juniors. We keep the instruments short, translate them for your staff and leave your managers able to run team norms without us.
Design the process
Map how the work runs today, then write the procedure, the forms and the approval route it should follow.
Strengthen management
Settle the structure, the roles and the decisions each level can take without the owner.
Develop people
Train the managers who have to run it — the review, the difficult conversation, the handover.
Automate HR
Configure the agreed process in software, so the document and what people actually do stay the same thing.
The difference
What changes
- Leaders see an honest picture of how the workplace feels, with interactions counted rather than guessed.
- Each team can name one improvement for respect, one for responsibility and one for restraint.
- Staff know how to raise a concern and can see that reports are logged and followed up.
- Every team has a posted norms charter and a recognition log that is actually used.
- Leaders carry a behaviour weight in appraisal, and breaches by senior people are addressed.
- The owner has a rupee estimate of what poor treatment costs the business each year.
How we are measured
Before work starts, we record where you stand. Every later report compares against that baseline.
We choose the measures with you at the start, from the list on this page, and only the ones your data can support. We do not promise a result. We promise a baseline, and a report that shows the change against it, whichever way it went.
The measures we choose from
Time-to-hire
Days from approved vacancy to accepted offer.
90-day attrition
New joiners who leave in their first three months.
Annual attrition
Leavers over the year, by team and by manager.
Payroll and statutory errors per month
Corrections after the run, and returns filed late.
Open compliance gaps
Obligations without an owner or a due date.
Employees with written goals
Share of the team that knows what it is measured on.
Review completion rate
Reviews finished on time, not just started.
Manager training coverage
Managers who have been taught the part of the job they were promoted into.
Working together
Who does what
| Activity | GullyHR | Your team |
|---|---|---|
| Workplace observation and the respect pulse | We walk the workplace, write and translate the statements and analyse the results. | You allow access to floors and run the pulse with a fair window for every employee. |
| Civility policy and incident register | We draft the policy, the register template and the routing of cases. | The owner approves and issues the policy, and HR keeps the register confidential. |
| Handling serious complaints | We design the reporting flow and brief the people who will use it. | Legal review and statutory decisions stay with your own qualified adviser. |
| Team norms sessions with each team | We train managers and supply the charter format and facilitation notes. | Managers run the sessions and the teams own the norms they write. |
| Accountability of leaders for behaviour | We build the scorecard, gather the evidence pack and coach leaders with gaps. | The owner changes appraisal weights and acts on violations whatever the rank. |
Where the software fits
The pulse can run on paper, a shared online form or the GullyHR software. Results, the policy, the charter and the scorecard are kept as editable documents on a shared drive. The incident register should sit in a restricted folder with named access only. If you already use an HR system, appraisal weights can be configured there. The software is optional.
Ways to engage us
- Culture diagnostic
- The walk-through, the respect pulse and a leadership findings session, for businesses that want evidence of how the workplace feels before deciding what to do.
- Full civility programme
- Diagnostic, vision, policy and register, team norms and leadership scorecard, delivered over several months with a six-month re-pulse.
- Review of what you have
- A check of your existing values, conduct policy and reporting routes against the culture people describe, ending with a short list of fixes.
- Alongside manager development
- Civility standards and the leadership scorecard added to a manager training programme so that expected behaviour is taught and then assessed.
Good to know
Questions we are asked
It shows up in exits, absence, errors, disputes and lost customers. We can estimate what it costs your business in rupees, using your own payroll and accounts figures, so the discussion rests on numbers.
Responses carry no names, and results are reported by team only when enough people have answered to prevent anyone being identified. Small groups are combined. We confirm the approach with your own adviser where personal data is concerned.
The leadership scorecard and appraisal weight apply to every leader, and the owner decides the action. We tell you plainly what the evidence shows, but the decision and the conversation remain the owner's.
We design the reporting flow and the register, but we do not conduct investigations or decide outcomes. Serious complaints, including harassment, go to the proper committee and your own legal adviser.
Teams usually see agreed norms and visible recognition within weeks. A measured change in the pulse is read after six months, because habits move slowly and one survey is only a snapshot.
Cost depends on headcount, locations and how much of the programme you want. It is scoped and quoted in writing after a short call, so you can compare a focused diagnostic with a full programme.
We do not give legal advice or decide statutory questions, and we do not run investigations or act as a committee member. We design the standards, tools and routines, and your qualified adviser confirms what the rules require.
Prefer to talk first? +91 80958 58589 · hello@gullyhr.com