130701 ahp culture framework final ahp
 

130701 ahp culture framework final ahp

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  • ConversationsReadiness conversations were held with managers to unpack their opinion on the AHP culture.Conversations were held with 36 internal and external customers to unpack the desired customer experience.Engagement surveyIn March 2013 all AHP employees were invited to share their opinion on the constructs of engagement through a 55 question, confidential online survey.91% of AHP took part. Internal dataCorrespondence (Including: emails to the AHP team from Saul Kornik)Policies and proceduresOrganisational health surveys (July 2012 and January2013)Strategic identity documents (Including: the Strategy Plan 2013, AHP presentation – services 2013)Strategic retreat (February 2012)Website (as viewed on 2 and 3 May 2013)SocialisationThe Innovation Committee is engaged in fortnightly structured conversations where key concepts that underpin culture are learned. This forum shared their learnings with their colleagues and provided feedback from these discussions.

130701 ahp culture framework final ahp Presentation Transcript

  • 1. Codifying our Culture | The AHP Culture Framework 1 July 2013
  • 2. Contents 2 Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application
  • 3. Context and background 3 AHP initiated a project to codify our culture because we: • want to be deliberate in creating a positive experience for the people of AHP • strive to build, deliver and sustain one consistent AHP experience in every interaction internally and externally A consistently positive customer experience is critical for AHP to fully live out its mission to plan for, find and keep the workforce needed to deliver health for all. Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application This document outlines the culture project’s journey and the AHP culture framework components for the purpose of discussion.
  • 4. Mindset Values Purpose 4 3 2 1 Behaviours Customer Need (rational and emotional) Culture Framework How the organisation meets the customer need results in a customer experience. 4 Customer Experience Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application What creates a customer experience?
  • 5. Why is codifying our culture important? Articulating our culture in behaviours enables a shared understanding of what we must do to create a consistently positive experiences for our customers. Mindset Values Purpose 4 3 2 1 Behaviour Fully live out our mission to plan for, find and keep the workforce needed to deliver health for all. Measure performance based on the demonstration and evidence of the desired behaviours. This will enable us to: Build and align people processes within the organisation, sustaining the internal customer experience. 5 Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application
  • 6. Contents 6 Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application
  • 7. The journey of discovery February JuneMayAprilMarch Readiness conversations Customer experience conversations (36 total) Engagement Survey 55 questions 91% completion Synthesise and code this information to discover our behaviours. What is culture? Customer experience Who are my customers? Culture creates the customer experience Reinforcing and sustaining culture Review internal data Feedback 7 Feedback Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application
  • 8. Socialisation: Learning key concepts Customer experience Who are my customers? Reinforcing and sustaining culture Measuring culture Integrated talent management Culture 1 5 3 2 Culture creates the customer experience 4 6 7 8 19 March 10 April 8 May 22 May 5 June 3 July 17 July Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application
  • 9. Contents 9 Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application
  • 10. Definition of desired AHP customer experience I am secure I have a relationship Process knowledge Mindset Values Purpose 4 3 2 1 Behaviours Customer Need (RATIONAL and EMOTIONAL) Culture Framework Desired Customer Experience Insights and information 10 They are knowledgeable I have opportunities for growth and a future Next steps Practical solutions “AHP ensures they understand the specific context and come up with practical solutions. I feel secure in their abilities and I know exactly what’s going on every step of the way. I can trust them to follow through on what they say.” Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application
  • 11. Contents 11 Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application
  • 12. Culture components Latent (not visible) Behaviours are our purpose, values and mindset in action. Behaviours are observable and therefore measurable. Shared perspective or disposition that determines responses and interpretations Belief in which there is an emotional investment/ Essential principles to guide our decision making and actions Deep and lasting reason for our existence Behaviours Purpose Values Mindset Manifest (visible) Expression of Purpose, Values and Mindset 4 3 2 1 12 Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application
  • 13. Purpose What is our purpose and why is it important? It is the reason for our existence The reason we exist is to help plan for, find and keep the workforce needed to deliver health for all 13 Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application
  • 14. Values What are our values and why are they important? Values are the reason people do what they do Our values shape our interactions with each other as well as with our customers 14 Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application Values provide the underlying principles that guide everything that we do Values inform our mindset, definin g what is important to us
  • 15. Values What are our values and why are they important? Passion We believe deeply that people should have access to healthcare. This belief creates enthusiasm and tenacity in us to help make this happen. Our passion drives us to persevere in the face of obstacles, to find solutions where others might lose hope. Professionalism We hold dear the individual value of every human being. We serve with excellence and care because that is what we believe every person deserves. We do not compare ourselves to what others think is acceptable, we believe in quality delivery no matter how tough the circumstances. Integrity We believe in building and keeping the trust of those we work with. We believe that integrity is lived, rather than merely spoken. We believe in clarity and honesty in every relationship, even when it’s hard. Innovation We believe that innovation is about doing things better. Our intention is to always discover better ways of delivering solutions for the people we serve. We believe that innovation should be deliberate, rooted in learning and beneficial for people. Unity We believe “the whole is greater than the sum of the parts”. We know without a doubt that strong collaboration enables the best solutions. We are people who place the needs of our mission over personal ambition. For us, unity enables a cohesiveness of purpose and action in all we do. Values are the reason people do what they do Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application 15
  • 16. Mindset What is our mindset and why is it important? It is our shared perspective that guides our responses It differentiates us Delivering pragmatic solutions 16 Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application
  • 17. Behaviours What are our behaviours and why are they important? If we were living the mindset, what would AHP people be doing? Behaviours define what people do in the organisation Purpose, values and beliefs are abstract constructs used to describe things we cannot see. To measure, we operationalise our values by expressing them in behavioural terms. 17 Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application
  • 18. Definition of AHP behaviours Behaviour Definition When we connect with people we seek to understand their context and their real need. This connection underpins everything we do because it enables us to gain understanding that must inform how we serve. Our ability to deliver a pragmatic solution must start with understanding the real need we are serving. Through connection we foster real relationships and make it possible to take effective action. We are pragmatic people who make a real impact. The journey we go on to have an impact is often long and complicated. We reduce complexity by defining the most effective approach to solving the need. Because of our deep belief in real change, we take the time to use past lessons to inform the most innovative way to provide a solution. We take defining the problem we are going to solve and the best way to solve it very seriously. We are innovative planners. Our unwavering belief in collaborative solutions drives us to enable unity in everything we do. We work with diverse people to deliver the most pragmatic solution and we need groups of people to mobilise around solutions. In order to make this possible, we are rigorous in how we share information. We want the people we work with to feel secure in the journey to a solution. We are proactive communicators, bringing comfort, insight and security through sharing of knowledge. Serving with excellence is not negotiable for us. Delivering on what we promise is how we maintain long term trusting relationships with people. The work we do is complex and often requires wise adaptation in our approach to ensure we deliver on our commitments. We execute our plan to meet the real need, maintaining a healthy perspective in often difficult circumstances. We collaborate effectively under high pressure. In order to innovate and define the most pragmatic solution, we prioritise learning. We learn from the people we work with, from research and from past mistakes. We actively seek out opportunities to develop our abilities and technical knowledge for the benefit of our mission. Learning is how we ensure our long term impact. 18 I connect I plan I deliver I keep people informed I lead for growth Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application
  • 19. There is evidence of a culture in every action, decision and customer experience. Cultural artefacts Artefacts are one of the ways through which we socialise our culture framework. “It’s not what you look at that matters, it’s what you see.” -Henry David Thoreau 19 It’s the language we use It’s how we plan and organise Its how we handle conflict It’s how we learn It’s how we use symbols It’s how we make decisions It’s how we dress A visual identity is a graphic representation of how we do things. Graphics allow people to visualise the meaning of text in a more meaningful way. Visual Identity Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application
  • 20. Contents 20 Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application
  • 21. AHP visual identity: Principles Our culture’s visual identity communicates our mindset and our desired behaviours Our visual identity is consistent with our current branding Our visual identity represents our behaviours and its components should always be shown together to represent our culture in action 21 Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application
  • 22. AHP visual identity: Our mindset 22 Delivering pragmatic solutions Pragmatic (adjective) • dealing with things sensibly and realistically in a way that is based on practical rather than theoretical considerations Oxford English Dictionary. Copyright © 2013 Oxford University Press Solution (noun) • a means of solving a problem or dealing with a difficult situation • the correct answer to a puzzle • (solutions) products or services designed to meet a particular need Area of influence Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application
  • 23. AHP visual identity: Our behaviours Delivering pragmatic solutions 23 I connect I keep people informed I deliver I lead for growth I plan Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application
  • 24. Contents 24 Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application
  • 25. The complete AHP culture framework Latent (not visible) Behaviours are our purpose, values and mindset in action. Behaviours are observable and therefore measurable. Manifest (visible) Mindset Delivering pragmatic solutions Values Passion Professionalism Integrity Innovation Unity Purpose The reason we exist is to help plan for, find and keep the workforce needed to deliver health for all Behaviours 25 I connect I keep people informed I deliver I lead for growth I plan Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application
  • 26. 26 Behavioural standards In order to drive a consistent customer experience across all interactions, it is important to be specific about what it means to demonstrate the AHP behaviours. Our behavioural standards create clarity of what it means to demonstrate a behaviour. Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application
  • 27. I connect Behavioural standards 27 Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application • I listen to hear the rational need without interrupting • I consider the individual context and identify the emotional need • I ask appropriate questions to clarify my understanding of the real need • I respond appropriately to the real need (encompassing both rational and emotional) • I demonstrate openness to ideas different to my own • My language and style serve the relationship (above my own agenda)
  • 28. I plan Behavioural standards 28 Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application • I make time to think through my approach, considering past learnings, the real need and the possible impact on AHP’s strategy • I use appropriate research and information to inform my thinking • I turn the need identified into clear and realistic objectives • I identify the what, when, who and how necessary to achieve my objectives • I define and document a clear plan
  • 29. I keep people informed Behavioural standards 29 Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application • I consider the context and identify appropriate communication channels • I commit to defined dates and times for updating people • I explain the why, what, how and who of the journey • I build buy in and confidence by using appropriate language and style for the context • I am proactive in sharing information
  • 30. I deliver Behavioural standards 30 Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application • I define my commitments clearly • I deliver what I committed to • I deliver at the date and time I promised • I adapt to unforeseen circumstances by effectively modifying my approach when necessary • I remain calm under pressure, maintaining a healthy perspective • I collaborate effectively with other people
  • 31. I lead for growth Behavioural standards 31 Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application • I seek out opportunities to learn, improving my skills, knowledge and expertise • I seek out feedback from others about how to improve my contribution • I share learnings in a structured way so that others can benefit from my experiences • I encourage new and innovative approaches • I prioritise learning from others
  • 32. Contents 32 Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application
  • 33. Putting it all together… AHP customer need (RATIONAL and EMOTIONAL) AHP culture framework Desired AHP customer experience 33 Purpose The reason we exist is to help plan for, find and keep the workforce needed to deliver health for all Behaviours I connect I plan I keep people informed I deliver I lead for growth Values Professionalism Passion Integrity Innovation Unity Mindset Delivering pragmatic solutions I am secure I have a relationship Process knowledge Insights and information They are knowledgeable Next steps Practical solutions I have opportunities for growth and a future “AHP ensures they understand the specific context and come up with practical solutions. I feel secure in their abilities and I know exactly what’s going on every step of the way. I can trust them to follow through on what they say.” Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application
  • 34. How will we apply our culture framework? Build the supporting people architecture. Defining the desired culture 2 Sustain the culture through leading and managing in alignment to the culture framework 31 Long term sustainability of our desired culture requires organisational alignment to the culture framework. How people experience our culture is influenced by our people management processes, policies and procedures. These will be aligned to our culture framework. ✔ 34 Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application
  • 35. “Business and human endeavors are systems…we tend to focus on snapshots of isolated parts of the system. And wonder why our deepest problems never get solved.” Peter Senge 35 Codifying Culture Discovery Customer experience Culture components Visual identity Behaviours Application
  • 36. 36