Right culture right now May 2012
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Half day open training event held in Toronto.
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Right culture right now May 2012
- 1. Right culture right now by Toronto Training and HR May 2012
- 2. 3-4 Introduction to Toronto Training and HR 5-6 What is culture? Contents 7-8 9-10 Essential components of culture Typology of cultures 11-12 Hybrid organizations 13-15 Reasons to care about organizational culture 16-17 Building a strong brand culture 18-19 Impact of location on culture 20-21 Impact of communication on culture 22-23 Culture of positive emotion 24-25 Fundamentals for an effective team culture 26-29 Maximizing employee engagement through culture 30-31 Driving an attitude, aptitude and action culture 32-33 The positive accountability culture 34-35 A high performance culture 36-37 Congruence and culture 38-42 Questions to ask when examining the organizational culture 43-45 Marketing your culture to prospective employees 46-48 20th century organization v 21st century organization 49-50 What will a great company culture give you? 51-52 Drill 53-54 Case study 55-56 Conclusion and questions
- 3. Introduction Page 3
- 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 event design - Training event delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
- 5. What is culture? Page 5
- 6. What is culture? Family culture Community culture Corporate culture Organizational culture Strong culture Weak culture Page 6
- 7. Essential components of culture Page 7
- 8. Essential components of culture Experiences Beliefs Actions Page 8
- 9. Typology of cultures Page 9
- 10. Typology of cultures Low High uncertainty uncertainty avoidance avoidance High power Pyramid of Well-oiled distance people machine Low power Family Village market distance Page 10
- 11. Hybrid organizations Page 11
- 12. Hybrid organizations FIVE OPERATING MODELS ‘Follow me’ ‘Bump’ ‘People first’ ‘Untraditional’ ‘Holistic’ Page 12
- 13. Reasons to care about organizational culture Page 13
- 14. Reasons to care about organizational culture 1 of 2 People make decisions about which companies to join on the basis of the company’s reputation for how it treats people Culture is also a key factor in determining how much employees will like working with you, and as such, companies with poor organizational culture will have higher turnover and thus spend more on recruiting Page 14
- 15. Reasons to care about organizational culture 2 of 2 Organizational culture impacts how happy your employees are, and all things being equal, happy employees are generally more productive than unhappy employees Your organization’s culture exists whether you like it or not Organizational culture is unique to you and it can’t be bought, stolen, or copied Page 15
- 16. Building a strong brand culture Page 16
- 17. Building a strong brand culture Combine marketing and HR Hire to your culture Teach them and they will lead Alignment trumps values Go forth and co-create Embrace frustration Page 17
- 18. Impact of location on culture Page 18
- 19. Impact of location on culture Multi-active: warm, emotional, loquacious, impulsive, which applies to Latin American countries Reactive: courteous, amiable, accommodating, compromisers, which applies to Asian countries such as Vietnam Linear-active: cold, factual, decisive, planners, which applies to Anglo-Saxon-speaking countries such as the UK Page 19
- 20. Impact of communication on culture Page 20
- 21. Impact of communication on culture Metaphors and descriptions Stories Ceremonies Rites Page 21
- 22. Culture of positive emotion Page 22
- 23. Culture of positive emotion MANAGERIAL CHARACTERISTICS Encouraging good humour Giving plenty of positive feedback Exhibiting confidence and enthusiasm Discouraging aggression between colleagues Encouraging celebrations of success Page 23
- 24. Fundamentals for an effective team culture Page 24
- 25. Fundamentals for an effective team culture Keep politics out of the business environment Communicate and then communicate more Establish a mature business environment Open the doors Help the team get to know each other Page 25
- 26. Maximizing employee engagement through culture Page 26
- 27. Maximizing employee engagement through culture 1 of 3 Culture Leadership Fit Page 27
- 28. Maximizing employee engagement through culture 2 of 3 CONSIDER FIT Identify selection criteria firmly rooted in organizational culture Incorporate peer recruiting into the hiring process, Take as long as necessary to recruit the right fit Design a comprehensive onboarding program for new hires that strategically initiates them into the organization’s business and culture Page 28
- 29. Maximizing employee engagement through culture 3 of 3 CONSIDER FIT Manage performance effectively and institute proper rewards and recognition Institute career management in alignment with bona fide career opportunities Reintroduce development programs for all leaders Page 29
- 30. Driving an attitude, aptitude and action culture Page 30
- 31. Driving an attitude, aptitude and action culture Practice G3 Determine what’s important to others Don’t take yourself too seriously Page 31
- 32. The positive accountability culture Page 32
- 33. The positive accountability culture Casual culture Compliant culture Chaotic culture Committed culture Page 33
- 34. A high performance culture Page 34
- 35. A high performance culture BEHAVIOURS TO PRACTICE Vision Challenge Support Page 35
- 36. Congruence and culture Page 36
- 37. Congruence and culture ‘Me principles’ ‘Me + You’ principles Right people fit Successful Great organization organization Poor people fit Employer of last Improving resort organization Page 37
- 38. Questions to ask when examining the organizational culture Page 38
- 39. Questions to ask when examining the organizational culture 1 of 4 How often, and from whom, does the CEO/MD receive open, honest and direct feedback? Are people encouraged to be really honest when giving feedback around here? What happens to people who provide constructive feedback to their manager? Does the performance appraisal process encourage a two-way flow of feedback? Page 39
- 40. Questions to ask when examining the organizational culture 2 of 4 Where do the senior team get information regarding their effectiveness? Is peer to peer feedback encouraged? Does it happen? How much informal feedback do people get from each other? Page 40
- 41. Questions to ask when examining the organizational culture 3 of 4 Do we regularly collect both qualitative and quantitative feedback from our customers, clients, or people who use our services? What do we do with such feedback when we get it? What training and support do our managers receive when they become managers? Are they trained specifically in the skills of giving feedback? Page 41
- 42. Questions to ask when examining the organizational culture 4 of 4 Does our culture support ‘upward challenge’? What forums are there for people to share their thoughts and views on how the senior team is performing, or on what’s happening in the organization? Page 42
- 43. Marketing your culture to prospective employees Page 43
- 44. Marketing your culture to prospective employees 1 of 2 Identify and explain your corporate culture. You may need to do an employee survey, hold a focus meeting or review your mission statement, vision and marketing materials to get a good overview Develop a set of attributes common to your employees – then define them Design your recruitment advertising and careers website with your company culture in mind Page 44
- 45. Marketing your culture to prospective employees 2 of 2 Look for ways to use employer branding to bring your company’s voice alive In interviews, ask people to define some of your company’s attributes-check to see whether their answers reflect your corporate culture Use behavioural interviews to understand the ideas and actions of job candidates, as opposed to simply their skills Page 45
- 46. 20th century organization v 21 st century organization Page 46
- 47. 20th century organization v 21 st century organization 1 of 2 20TH CENTURY Vertically integrated Top-down leadership Build the ultimate product Gain efficiency Hoard information/build IP Experts/Lone hero Security Push Page 47
- 48. 20th century organization v 21 st century organization 2 of 2 21ST CENTURY Horizontally networked Distributed responsibility Continuous improvement Scale learning/learning new skills Share information High-performance teams Transparency Pull Page 48
- 49. What will a great company culture give you? Page 49
- 50. What will a great company culture give you? Easy recruitment Powerful retention High levels of creativity and innovation Improved customer service A great workplace that customers like too Page 50
- 51. Drill Page 51
- 52. Drill Page 52
- 53. Case study Page 53
- 54. Case study Page 54
- 55. Conclusion and questions Page 55