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Creating Culture: How to Develop an Intentional Company Culture

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Creating Culture: How to Develop an Intentional Company Culture

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Company culture is a lot more than just a buzzword. Your organization’s culture is both the values you set for your organization and how those values actually play out in employees’ interactions with each other.

The best cultures create happy, engaged employees, and according to a study from the Social Market Foundation, those happy, engaged employees boost productivity by 20 percent. But with the ever-changing workforce, how to create a company culture that fosters growth and loyalty in your employees doesn’t always have a simple answer. Join us as we discuss how we've created intentional company cultures that bring out the best in our employees.

Company culture is a lot more than just a buzzword. Your organization’s culture is both the values you set for your organization and how those values actually play out in employees’ interactions with each other.

The best cultures create happy, engaged employees, and according to a study from the Social Market Foundation, those happy, engaged employees boost productivity by 20 percent. But with the ever-changing workforce, how to create a company culture that fosters growth and loyalty in your employees doesn’t always have a simple answer. Join us as we discuss how we've created intentional company cultures that bring out the best in our employees.

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Creating Culture: How to Develop an Intentional Company Culture

  1. 1. Shelly Myers Partner Marketing Team Moderator • BambooHR Jackie Dube VP of People Operations Panelist • The Predictive Index Daniel Dean Sr. Product Marketing Manager Panelist • BambooHR Alicia Garibaldi Director of Marketing Panelist • Lever
  2. 2. Shelly Myers BambooHR Daniel Dean BambooHR Alicia Garibaldi Lever Where do you start when developing an intentional culture? Jackie Dube The Predictive Index
  3. 3. Where do you start? ● Establish beliefs and values ● Get everyone on the same page ● Incorporate recognition programs ● Be open to internal mobility ● Work on retention ● Focus on inclusion ● Make sure your culture doesn’t get stale https://www2.deloitte.com/us/en/pages/human- capital/articles/culture-versus-employee-engagement-strategy.html (link to article)
  4. 4. Who in the organization is responsible for culture? Shelly Myers BambooHR Daniel Dean BambooHR Alicia Garibaldi Lever Jackie Dube The Predictive Index
  5. 5. Who is responsible for culture? ● Just like recruiting is everyone’s job, so is maintaining culture ● Keep a pulse on your employees ● Identify key influencers ● Get buy-in on responsibility ● Hold everyone accountable for building and growing culture
  6. 6. How do you shape a company culture that meets the needs of a multi- generational workforce? Shelly Myers BambooHR Daniel Dean BambooHR Alicia Garibaldi Lever Jackie Dube The Predictive Index
  7. 7. How do you meet multi-generational needs? ● Preach anti-bias training across the company ● Be mindful of your own biases ● Set rules of engagement ● Realize that different generations have different needs ● Understand what’s important and then gather feedback
  8. 8. How has employee engagement positively impacted your organization's company culture? Shelly Myers BambooHR Daniel Dean BambooHR Alicia Garibaldi Lever Jackie Dube The Predictive Index
  9. 9. Culture is a system of values, beliefs, and behaviors that shape how actual work gets done—"the way things work around here." In contrast, engagement is about employees' level of commitment to the organization and their work—"how people feel about the way things work around here." Both are critical to business performance, hiring, retention, and innovation. For example, organizations that actively manage their cultures typically have 30 percent higher levels of innovation and 40 percent higher levels of retention. Additionally, companies with highly engaged workforces outperform their peers by 147 percent in earnings per share and their employees are 87 percent less likely to leave. - Gallup, The Engaged Workplace, 2013
  10. 10. How do you preserve your culture while scaling your organization quickly? Shelly Myers BambooHR Daniel Dean BambooHR Alicia Garibaldi Lever Jackie Dube The Predictive Index
  11. 11. How do you preserve your culture while scaling? ● Be intentional, clear and concise ● Ensure your culture becomes a part of your company’s DNA ● Have the right tools in place ● Act on feedback you receive ● Off-site meetings for all employees to continue to instill culture
  12. 12. What L&D programs have you put in place to help develop a learning culture? Shelly Myers BambooHR Daniel Dean BambooHR Alicia Garibaldi Lever Jackie Dube The Predictive Index
  13. 13. What L&D programs do you have in place to help develop a learning culture in your organization? ● Make it a priority ● Encourage both managers and employees to take the lead ● Monthly show and tell about their projects ● Be honest, open and communicate ● Consider lunch and learns, tuition reimbursement, etc.
  14. 14. Questions? Shelly Myers BambooHR Daniel Dean BambooHR Alicia Garibaldi Lever Jackie Dube The Predictive Index
  15. 15. Thank You! Follow BambooHR, Predictive Index, and Lever on social media: bamboohr.com | predictiveindex.com | lever.com

Notas del editor

  • We're excited to be partnering with the Predictive Index and Lever on today’s panel webinar - Creating Culture: How to Develop an Intentional Company Culture.

    Attendees can submit questions throughout the webinar using the chat feature on the interface. We will have a Q&A session at the end of the webinar, time permitting, and will address as many questions as we can.

    We will be sending out a copy of the slide deck and a recording of the webinar to all registrants within three business days, so check your inbox for that. Make sure to also check your spam folder if you don’t see it hit your inbox as some filters move our emails there.

    Lastly, this webinar does qualify for 1 hour of SHRM credit.
  • Presenters introduce themselves
    Headcount/company size
    Age and maturity

    Daniel Dean - Senior Product Marketing Manager at BambooHR
    Daniel Dean is passionate about modern HR. Daniel studies the impact of technology on strategic HR outcomes while working to ensure customers are leveraging technology to deliver maximum value. Born in Canada, Daniel enjoys ice hockey and spending time with his wife and four kids.

    Jackie Dube - Vice President of People Operations at The Predictive Index
    Jackie is the Vice President of People Operations at The Predictive Index. She is responsible for recruiting and retaining a high performance team. This includes talent acquisition, organizational design and development, performance management, compensation and benefits, communication, and employee relations, all the while ensuring that the team that is aligned with the fast-paced, high-performance culture. She received her B.S. from the University of Rhode Island, held a SPHR certification and is a Certified Compensation Professional.

    Alicia Garibaldi - Director of Marketing at Lever
    Alicia Garibaldi, author of Employer Branding For Dummies®, Recruitment Marketing For Dummies® & Talent Analytics For Dummies®, brings 15 years of experience in advertising, marketing and human resources to her role as Director of Content Marketing for Lever. At Lever, Alicia conducts monthly webinars, develops original content marketing assets such as eBooks and videos, and contributes thought leadership pieces to the company's blog and social media channels. Prior to Lever, Alicia spent 7+ years growing Glassdoor’s content and program marketing through acquisition and at award-winning advertising agency Goodby Silverstein & Partners, overseeing the execution of online advertising initiatives for key accounts, including Hewlett Packard, Yahoo! & Sprint.
  • Jackie: being acquired and starting from ground zero with fast growth
    Daniel: beliefs, values - get a baseline and how these resonate
    Alicia: getting everyone on the same page, recognition programs and internal mobility, retention, and inclusion - ensure culture never gets stale
  • Alicia: Head of HR at G2 - recruiting is everyone’s job and the same goes for culture, keeping a pulse on employees
    Daniel: identify key influencers and get buy-in on the responsibility
    Jackie: reiterate and then hold everyone accountable for building/growing the culture
  • Alicia: job descriptions that are accurate but hire for potential - preach anti bias training across the company (be aware of your personal biases)
    Jackie: setting rules of engagement - recognizing that different generations have different needs
    Daniel: understanding values and then gathering feedback (eNPS) - are you improving or not and why?
  • Daniel: engagement is commitment to company’s mission, vision and values - real and fuel employee engagement
    Jackie: not a one time event, take action once you have the data about what engages your organization, impacts your trust in management, as company grows/changes engagement factors may change so measure periodically
    Alicia: your employees are your brand and your culture, so if you aren’t making changes or implementing things, that will start to pop up in reviews, etc - engagement improves the bottom line for your org with greater revenue returns (compare to company performance) - get everyone bought in
  • https://www2.deloitte.com/us/en/pages/human-capital/articles/culture-versus-employee-engagement-strategy.html (link to article)
  • Jackie: be intentional, clear and concise - ensure your culture becomes a part of your company DNA - someone in all interviews that’s cross-functional that is just interviewing for culture
    Daniel: act on feedback that you receive - having the tools in place to know how, when and where to help
    Alicia: off-site culture quest every year with employees
  • Alicia: most companies are manager-led so make it a priority for your team - keep them engaged and helps with retention
    Jackie: employee-manager relationship - examples of what you could do (employee-led programs) - monthly show and tell where they highlight what they’re working on, more investment (tuition reimbursement, etc) - employees can lead at any level
    Daniel: career development discussions are a priority - be honest and open - trust and relationships in place - reinforce further development - give examples
  • Canned Questions:
    Where is the best place to start when thinking about an intentional company culture and getting your leadership teams bought in?

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