getting the culture right june 2011
DESCRIPTION
Half day open interactive workshop in Toronto on organizational culture.TRANSCRIPT
Getting the culture right
by Toronto Training and HR
June 2011
Contents3-4 Introduction to Toronto Training and HR5-6 Questions to ask7-8 Drill A9-11 Changing the culture12-13 Assessing cultural fit14-15 Retaining key people16-17 Culture in smaller employers18-19 Different types of company culture20-22 Atmosphere of blameless error23-24 Developing a sustainable organizational
culture25-26 Elements critical to company culture27-28 Generating a positive corporate culture29-31 Building a winning culture32-33 Strong cultures34-35 Great places to work36-42 Gaps between what employees seek and experience43-44 Drill B45-48 Case studies49-50 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR
are:- Training course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
Page 5
Questions to ask
Page 6
Questions to ask
What is culture?
What is the current organizational culture?Where does the culture need to be for the survival and growth of the organization?How do we move from the present to the desired culture?
Page 7
Drill A
Page 8
Drill A
Page 9
Changing the culture
Page 10
Changing the culture 1 of 2Don't waste excessive time and money trying tochange culture by taking a 'scattergun' approach- trying to change everything when some areasare perfectly okay is foolishUnderstand the functional and dysfunctionalparts of the cultureFind out where they exist within the organization - is it in one subculture or across all subcultures?Be focused - this will make it more cost-effective and money will not be expended unnecessarily
Page 11
Changing the culture 2 of 2STEPS TO BE TAKENAssess the current culture(s) in categorical detail(e.g. leadership, communications) across anddown the organizationDefine the gaps between the current and thedesired culture categoriesCreate plans that target only the areas of theorganization and the categories of culture thatneed to be improved and changed
Page 12
Assessing cultural fit
Page 13
Assessing cultural fit
Pre-interviewObserve everythingQuestion everythingPost interview
Page 14
Retaining key people
Page 15
Retaining key people
IMPORTANCE OF CULTURESocializersAchieversProtectionistsMaterialistsTrue believers
Page 16
Culture in smaller employers
Page 17
Culture in smaller employers
Communicate!Job descriptionsRegular performance evaluationRegular team meetingsOpportunities for professional developmentResponsibilityTeam buildingCoach, mentor, succession planningMake work-life balance part of your corporate cultureHave a HR Policy (and use it)
Page 18
Different types of company culture
Page 19
Different types of company culture
All hands-on-deck cultureProcess cultureWork-hard/play-hard cultureTough-guy macho culture
Page 20
Atmosphere of blameless error
Page 21
Atmosphere of blameless error 1 of 2
Motivating through errorsCapitalizing on errorsLearning from errors
Page 22
Atmosphere of blameless error 2 of 2
CREATING AN ATMOSPHERE OF BLAMELESS ERRORStay objectiveDetermine what happenedAsk for suggestionsUse employee suggestionsAgree on the suggestion togetherFollow up
Page 23
Developing a sustainable
organizational culture
Page 24
Developing a sustainable organizational culture
Understand the context in which the change is happeningUnderstand who is involved in the process and to what extentIdentify key structural and behavioural factors to ensure they are consistent with the culture aspired toBe aware of different people’s responses to change, leading to action when appropriatePromote authentic leadership
Page 25
Elements critical to company culture
Page 26
Elements critical to company culture
Employee attitudesEffective managementStrong trust relationshipsCustomer focusHigh accountability standardsCommitment to training and developmentCompensation and reward programsSupport for innovation and new ideasUseful resources, technology and toolsEmphasis on recruiting and retaining outstanding employees
Page 27
Generating a positive corporate culture
Page 28
Generating a positive corporate culture
Make customer satisfaction a way of lifeDo not play favourites-treat everyone fairlyMake employee development a major objectiveAllow employees to have a voice in major changesPromote cooperation between organizational subunitsBase employee salary and promotions on performanceSet individual goals that are realistic for each employeeAlways respect employees and take time to give encouragement
Page 29
Building a winning culture
Page 30
Building a winning culture 1 of 2
Define 3-4 guiding principles that define who you are as an organizationUse the principles to guide every business discussion and decision going forwardBuild the principles into all your people performance and management systems
Page 31
Building a winning culture 2 of 2
Create a 2-3 day leadership development experience that reinforces the behaviours andvalues consistent with the principles, and insist all senior leaders attendExpect resistance, but stay the course with passion and patience-changing culture means changing people, and that takes time
Page 32
Strong cultures
Page 33
Strong cultures
ORGANIZATIONS TEND TO FOCUS ON:Building employee morale through incentive and training programsClearly defining values through mission and vision statementsPutting strong leaders in place that set the tone and empower othersEncouraging better relationships with both employees and customers
Page 34
Great places to work
Page 35
Great places to work
TrustPrideCamaraderieNature of relationships
Page 36
Gaps between what employees seek and
experience
Page 37
Gaps between what employees seek and
experience 1 of 6Managing talentEnsuring understandingAdmitting mistakesDisplaying consistencyContextualising successDeciding implementation momentHandling dilemmasPacing control
Page 38
Gaps between what employees seek and
experience 2 of 6BEHAVIOURSExercising self disciplineListening to ideasEnsuring understandingQuestioning selfAdmitting mistakesReceiving feedbackResponding to objections
Page 39
Gaps between what employees seek and
experience 3 of 6BEHAVIOURSExercising ethical disciplineDisplaying consistencyDemonstrating moralityTransmitting organizational valuesSecuring behaviourContextualizing successEncouraging transparency
Page 40
Gaps between what employees seek and
experience 4 of 6BEHAVIOURSGenerating directionsGuiding othersProcessing ideasSetting objectivesPacing controlContextualizing changeHandling dilemmas
Page 41
Gaps between what employees seek and
experience 5 of 6BEHAVIOURSMaking decisionsPre-involving othersContextualizing announcementSupporting top-downDeciding implementation momentRefusing requestsArbitrating conflicts
Page 42
Gaps between what employees seek and
experience 6 of 6BEHAVIOURSSecuring deliveryManaging talentCo-defining development goalsDelegating considerationsMonitoring processesGiving feedbackSupporting execution
Page 43
Drill B
Page 44
Drill B
Page 45
Case study A
Page 46
Case study A
Page 47
Case study B
Page 48
Case study B
Page 49
Conclusion & Questions
Page 50
Conclusion
SummaryQuestions