More Related Content Similar to Culture management distribution Similar to Culture management distribution (20) More from Samitha Jayaweera More from Samitha Jayaweera (20) Culture management distribution2. 2
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HR’s job is to build
Capacity
Commitment
Culture
3. 3
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Topics
• Culture and diversity
• Why study cultures
• Cross cultures : External environment
• Organisational Culture : Internal environment
5. 5
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World is ChangingWorld is Changing
• GlobalizationGlobalization
• Hi-Tech Vs Hi-TouchHi-Tech Vs Hi-Touch
• POIPOI
6. 6
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Know how Vs Know-who
• Social Capital
• Built on trust and mutual value
• Reciprocal relationship
• Building our own knowledge network
• A more enduring asset than specific
knowledge or skills
7. 7
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Face-to-Face meetings
are…
Vital. Key. I need to know
people understand what’s
important.
Uncomfortable,
confrontational and overly
formal.
Face-to-Face meetings
are…
Vital. Key. I need to know
people understand what’s
important.
Uncomfortable,
confrontational and overly
formal.
Text Messages are… Good for short messages. What I do all day long.Text Messages are… Good for short messages. What I do all day long.
Baby Boomers
1946-65
Gen – X
1966-80
Gen – Y
1980>
Baby Boomers
1946-65
Gen – X
1966-80
Gen – Y
1980>
Email is… One more thing to do,
another thing to learn.
The best way to stay in
touch.
Not nearly as good as instant
messaging and blogging.
Email is… One more thing to do,
another thing to learn.
The best way to stay in
touch.
Not nearly as good as instant
messaging and blogging.
Instant Message is… Another distraction
popping up on my screen
A good, quick way to get
things done
Like breathing—I can carry on
seven conversations at once
Instant Message is… Another distraction
popping up on my screen
A good, quick way to get
things done
Like breathing—I can carry on
seven conversations at once
Mobile video messaging
is…
No idea A novelty. Commonplace.Mobile video messaging
is…
No idea A novelty. Commonplace.
PowerPoint is… Effective and professional. My right arm. Pretty boring in a speech and
hard to make interesting.
PowerPoint is… Effective and professional. My right arm. Pretty boring in a speech and
hard to make interesting.
Search engines are… Useful, but not
trustworthy
How did we survive
without Google and
Wikipedia?
My super tool. My home page
and lots more.
Search engines are… Useful, but not
trustworthy
How did we survive
without Google and
Wikipedia?
My super tool. My home page
and lots more.
Conference calls are…. The next best thing to a
meeting.
The way we work these
days
An opportunity to multi-task
while “listening”
Conference calls are…. The next best thing to a
meeting.
The way we work these
days
An opportunity to multi-task
while “listening”
Source: Accenture
For techie kids
Generational perspective
8. 8
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Generational Attitudes
The impact on business will be that those organizations unable or unwilling to adapt to the new order will
experience higher levels of disengaged staff, increased talent attrition and reduced productivity
9. 9
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Generational Trends – understanding Talent
10. 10
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Talent availability
39,000 employers surveyed across 33 countries in Q1 2009
There may be a temporary ceasefire, but the war for talent is far from over
12. 12
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Europe
Young talent in short supply
15. 15
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Takeaway #1: The real
business impact of
employee engagement
• The Corporate Leadership
Council’s research has found
that organizations are (rightly)
turning their attention to their
employees’ level of engagement.
• A Council survey of more than
50,000 employees at 59 member
organizations in 27 countries and
10 industries demonstrates the
real bottom-line impact of
employee engagement. Highly
committed employees perform
up to 20 percentile points better
and are 87% less likely to leave
the organization than employees
with low levels of commitment.
• The Council’s analysis has
yielded the two “rules” appearing
at the bottom of this slide, which
further convey the significant
impact of employee engagement
on the business.
The Business Case for Engagement
Employee engagement drives employee performance and workforce retention
Maximum Impact of Discretionary
Effort on Performance Percentile
Number
of
Employees
50th
Percentile
70th
Percentile
Maximum Impact of Engagement
on the Probability of Departure
Probability
of Departure
in Next 12
Months
Strong
Disengagement
Strong
Engagement
9.2%
1.2%
87%
The “10:6:2” Rule
• Every 10% improvement in commitment
can increase an employee’s effort level by
6%.
• Every 6% improvement in commitment can
improve an employee’s performance by 2
percentile points.
The “10:6:2” Rule
• Every 10% improvement in commitment
can increase an employee’s effort level by
6%.
• Every 6% improvement in commitment can
improve an employee’s performance by 2
percentile points.
The “10:9” Rule
Every 10% improvement in commitment can
decrease an employee’s probability of
departure by 9%.
The “10:9” Rule
Every 10% improvement in commitment can
decrease an employee’s probability of
departure by 9%.
Source: Corporate Leadership Council 2004 Employee
Engagement Survey.
17. 17
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Three most common cross cultural gestures : V-Sign
Two : to American
Victory : to Germans
Insulting : to British
Victory
Not
Victory
18. 18
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Three most common cross cultural gestures : Ring
OK : to Westerner
Money : to Japanese
Zero : to French
Insulting : Turks and Brazilians
19. 19
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Three most common cross cultural gestures : Thumbs up
Good : to Westerner
Hitch hike : British, Aussie, NZ,SA
Greece : Insulting
20. 20
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Some Culturally sensitive dimensions
Individualist Group - Oriented
Americans, British, Dutch, Northern
Italians, French
Korean, Chinese, Japanese
+ Introduce with confidence
+ Be prepared to state your own views
+ Be prepared to challenge what people say
+ Introduce in relation to your company
+ Talk calmly and slowly matching the pace
+ Be prepared to do real business over meals
Flat hierarchy Vertical hierarchy
Switzerland, Germany, Netherlands,
USA, UK
France, Italy, Latin America, SEA,
India, China, Africa, Arab world
+ Have clear line of communication to senior
management
+ Keep valuable information to yourself
+ Show great respect to decision makers
+ Be autocratic in your dealings with
subordiantes
+ Take full responsibility for your area of
expertise
+ Tackle colleagues directly if there is a
problem
Source : Bridging the culture gap : Penny Carte and Chirs Fox
21. 21
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Some Culturally sensitive dimensions
Acquired status Given status
Women
+ Dress appropriately
+ Act modestly
Spain, Southern Italy, South America,
India, China, Japan, Africa, Arab world
+ Show respect to people older than you
+ Consider age and length of service
+ Be paternalistic
Functional Personal
Arab world, Asia, Southern Europe,
Africa, South America
+ Allow plenty of time
+ Engage in small talk
+ Be prepared to socialize and exchange gifts
Germany, Switzerland, Scandinavia
Source : Bridging the culture gap : Penny Carte and Chirs Fox
22. 22
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Some Culturally sensitive dimensions
Physically distant Physically close
Monochronic Polychronic
Hispanic, USA, Latin America, India,
Arab world Italy
+ Fix appointments at short notice
+ Allow plenty of time between appointments
+ Be prepared to be kept waiting
+ Avoid rushing meetings
+ If there’s bad news try to soften it
Anglo-Saxon America, Canada,
Australia, Scandinavia, Germany,
Switzerland, Netherlands, UK
+ Fix appointments weeks ahead
+ Send meeting agenda in advance
+ Arrive on time and start on time
+
Keep to agendas, schedules and deadlines
+ Give bad news straight away
Arab, African, Indian, Latin American,
Greek, Turkish
+ Don’t show surprise or embarrasement if
they get too close
USA, UK, Northern Europe,
French
+ Give firm short handshake
and look in the eye
SEA, East Asian
+ Give plenty of personal space
Source : Bridging the culture gap : Penny Carte and Chirs Fox
23. 23
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Some Culturally sensitive dimensions
Speed Patience
Germans Japanese, Mexicans, Spanish
+ Don’t try to force the pace
Good advise :
Play SOPHOF
Soft on People Hard on Facts
Source : Bridging the culture gap : Penny Carte and Chirs Fox
25. 25
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Cultures are nested at multiple levels
National Culture
Industrial Culture
Organisational Culture
Subcultures
Functional and
professional
groups
Cliques and
factions
Source : Toyota Culture, Jeffrey k. Liker, Michael Hoseus
26. 26
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Joe
Cindy
Debbie
David
Weak Org culture
Joe
Cindy
Debbie
David
Strong Org culture
Org culture is the shared beliefs, values and
assumptions between the people working toward a
common Purpose
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Culture Types
• Power Culture
Within a power culture, control is the key element. Power cultures are
usually found within a small or medium size organisation. Decisions in an
organisation that display a power culture are centralised around one key
individual.
• Role Culture
Common in most organisations today is a role culture. In a role culture,
organisations are split into various functions and each individual within the
function is assigned a particular role.
• Task Culture
A task culture refers to a team based approach to complete a particular task.
They are popular in today's modern business society where the organisation
will establish particular 'project teams' to complete a task to date.
• Person culture
Person cultures are commonly found in charities or non profit organisations.
The focus of the organisation is the individual or a particular aim
• Forward and backward looking cultures
Organisations that have an entrepreneurial spirit, always embrace change
and listen to staff and customers are said to be forward looking. Forward
looking organisations are risk takers and do well because of it. A backward
looking culture does not embrace change and is led by systems and
procedures.
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Organisational culture measurement
Written rules
Unwirtten rules
29. 29
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Understanding unwritten riles
• Motivators
What in practice is most important to people?
What do they perceive as rewards, penalties?
• Enablers
Who really is important?
Who can grant the motivators or impose the penalty?
• Triggers
How are people really measured?
What are the conditions that might be met for an enabler to
grant a motivator or impose a penalty?
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Residents
Drivers
Critics
Detached
SATISFACTION
High
Low
LOYALTY/MOTIVATIONLow High
Dissatisfied but barriers or
lack of options prevent
defection.
‘At risk’
Dissatisfied and work
against company/brand
‘Big threat’
Satisfied but shop around.
Often indicates the degree of
compensation sensitivity in
the market.
‘Need a compelling reason
to stay’
Highly committed
‘Best advocate’
Helps understand the
attitude and profile of
your employees and
employee segments at
a given point of time &
the “degree of difficulty”
in ensuring commitment
Helps in formulating
Employee Relationship
Management decisions
and Resource
allocations
Culture Assessment : Example
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Cross cultural success
• Carlos Ghosn
• While his task was to help revive an icon of the Japanese car industry, he says, the
experience wasn’t simply about performing a job – it was about discovering a new
culture and it was very rewarding.
• “When you have a very diverse team – people of different backgrounds, different
culture, different gender, different age, you are going to get a more creative team –
probably getting better solutions, and enforcing them in a very innovative way and
with a very limited number of preconceived ideas.”
• On gender equality, the CEO says that when he started at Nissan, only one per cent
of the top management at Nissan were women. While that was twice as good as his
competitors, he was determined to increase the number of women in management
still further. Today the number of women in management is five per cent, and the
objective is to raise that figure to ten per cent.
Editor's Notes The second key idea is social capital or Know-who.
We tend to value Know-how more than Know-who but the latter is equally valuable.
First, Know-who is not just knowing someone, but it is a reciprocal relationship build on trust and value. If I have a question about a problem at work, I will go to someone who I know can contribute value, add new insights and help resolve the issue. That person is a Know-who. Likewise, hopefully you can add value in the same way for others.
So this is not just knowing someone, it is based on value exchanged. These individuals become part of social capital., and what is interesting is that social capital becomes a more enduring asset than Know-how.
This data is from Watson Wyatt and it shows that there is still a lot of improvement in terms of engagement that can be realized.
Other research (from CCL) actually shows a much larger neutral area of up to 50 to 60%.
There is room for improvement at the company level.
It is important, however, to move beyond group data and look at top talent engagement, and then each person’s engagement factors.
Speaker’s Notes:
Across recent months, Council members have cited increased focus on the issue of employee engagement. Many organizations worry about the state of workforce commitment given the environment of the past few years of staff cutbacks, the requirement to do “more with less,” outsourcing, and offshoring.
Regardless of whether we will see a war for talent to mirror that of the late 1990s, organizations are concerned that an economic recovery will lead both to increased turnover and demands for heightened productivity. And, as illustrated on this slide, the Council’s research has demonstrated the central role of workforce engagement and commitment in promoting employee productivity and retention. That is, the Council has found that there are real business outcomes produced by increasing employee engagement.
These business outcomes are illustrated on this slide. Based on a survey of 50,000 employees at 59 organizations in 27 countries and 10 industry groups, the Council’s research team found that highly committed employees perform up to 20 percentile points better and are 87% less likely to leave their organizations than employees with low levels of commitment.
To help organizations further conceptualize the potential gains to be made by promoting employee engagement, the Council’s analysts derived the following two “rules” described on this page:
The 10:6:2 rule of the impact of engagement on employee performance, which is that every 10% improvement in engagement leads to a 6% improvement in employees’ effort levels, which, in turn, leads to a 2 percentile point improvement in performance.
The 10:9 rule of the impact of engagement on intent to stay, which means that every 10% improvement in engagement leads to a 9% improvement in employee intent to stay at the organization over the next 12 months.
So, what did the Council find was the engagement level of the surveyed workforce?