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Getting the culture right June 2011

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Half day open interactive workshop in Toronto on organizational culture.

Half day open interactive workshop in Toronto on organizational culture.

Published in: Business, Technology

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  • 1. Getting the culture right
    by Toronto Training and HR
    June 2011
  • 2. 3-4 Introduction to Toronto Training and HR
    5-6 Questions to ask
    7-8 Drill A
    9-11 Changing the culture
    12-13 Assessing cultural fit
    14-15 Retaining key people
    16-17 Culture in smaller employers
    18-19 Different types of company culture
    20-22 Atmosphere of blameless error
    23-24 Developing a sustainable organizational culture
    25-26 Elements critical to company culture
    27-28 Generating a positive corporate culture
    29-31 Building a winning culture
    32-33 Strong cultures
    34-35 Great places to work
    36-42 Gaps between what employees seek and experience
    43-44 Drill B
    45-48 Case studies
    49-50 Conclusion and questions
    Contents
  • 3. Page 3
    Introduction
  • 4. Page 4
    Introduction to Toronto Training and HR
    Toronto Training and HRis 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
    • 5. Training course delivery
    - Reducing costs
    • Saving time
    • 6. Improving employee engagement & morale
    • 7. Services for job seekers
  • Page 5
    Questions to ask
  • 8. 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?
  • 9. Page 7
    Drill A
  • 10. Page 8
    Drill A
  • 11. Page 9
    Changing the culture
  • 12. Page 10
    Changing the culture 1 of 2
    Don't waste excessive time and money trying to
    change culture by taking a 'scattergun' approach
    - trying to change everything when some areas
    are perfectly okay is foolish
    Understand the functional and dysfunctional
    parts of the culture
    Find 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
  • 13. Page 11
    Changing the culture 2 of 2
    STEPS TO BE TAKEN
    Assess the current culture(s) in categorical detail
    (e.g. leadership, communications) across and
    down the organization
    Define the gaps between the current and the
    desired culture categories
    Create plans that target only the areas of the
    organization and the categories of culture that
    need to be improved and changed
  • 14. Page 12
    Assessing cultural fit
  • 15. Page 13
    Assessing cultural fit
    Pre-interview
    Observe everything
    Question everything
    Post interview
  • 16. Page 14
    Retaining key people
  • 17. Page 15
    Retaining key people
    IMPORTANCE OF CULTURE
    Socializers
    Achievers
    Protectionists
    Materialists
    True believers
  • 18. Page 16
    Culture in smaller employers
  • 19. Page 17
    Culture in smaller employers
    Communicate!
    Job descriptions
    Regular performance evaluation
    Regular team meetings
    Opportunities for professional development
    Responsibility
    Team building
    Coach, mentor, succession planning
    Make work-life balance part of your corporate culture
    Have a HR Policy (and use it)
  • 20. Page 18
    Different types of company culture
  • 21. Page 19
    Different types of company culture
    All hands-on-deck culture
    Process culture
    Work-hard/play-hard culture
    Tough-guy macho culture
  • 22. Page 20
    Atmosphere of blameless error
  • 23. Page 21
    Atmosphere of blameless error 1 of 2
    Motivating through errors
    Capitalizing on errors
    Learning from errors
  • 24. Page 22
    Atmosphere of blameless error 2 of 2
    CREATING AN ATMOSPHERE OF BLAMELESS ERROR
    Stay objective
    Determine what happened
    Ask for suggestions
    Use employee suggestions
    Agree on the suggestion together
    Follow up
  • 25. Page 23
    Developing a sustainable organizational culture
  • 26. Page 24
    Developing a sustainable organizational culture
    Understand the context in which the change is happening
    Understand who is involved in the process and to what extent
    Identify key structural and behavioural factors to ensure they are consistent with the culture aspired to
    Be aware of different people’s responses to change, leading to action when appropriate
    Promote authentic leadership
  • 27. Page 25
    Elements critical to company culture
  • 28. Page 26
    Elements critical to company culture
    Employee attitudes
    Effective management
    Strong trust relationships
    Customer focus
    High accountability standards
    Commitment to training and development
    Compensation and reward programs
    Support for innovation and new ideas
    Useful resources, technology and tools
    Emphasis on recruiting and retaining outstanding employees
  • 29. Page 27
    Generating a positive corporate culture
  • 30. Page 28
    Generating a positive corporate culture
    Make customer satisfaction a way of life
    Do not play favourites-treat everyone fairly
    Make employee development a major objective
    Allow employees to have a voice in major changes
    Promote cooperation between organizational subunits
    Base employee salary and promotions on performance
    Set individual goals that are realistic for each employee
    Always respect employees and take time to give encouragement
  • 31. Page 29
    Building a winning culture
  • 32. Page 30
    Building a winning culture 1 of 2
    Define 3-4 guiding principles that define who you are as an organization
    Use the principles to guide every business discussion and decision going forward
    Build the principles into all your people performance and management systems
  • 33. Page 31
    Building a winning culture 2 of 2
    Create a 2-3 day leadership development experience that reinforces the behavioursand
    values consistent with the principles, and insist all senior leaders attend
    Expect resistance, but stay the course with passion and patience-changing culture means changing people, and that takes time
  • 34. Page 32
    Strong cultures
  • 35. Page 33
    Strong cultures
    ORGANIZATIONS TEND TO FOCUS ON:
    Building employee morale through incentive and training programs
    Clearly defining values through mission and vision statements
    Putting strong leaders in place that set the tone and empower others
    Encouraging better relationships with both employees and customers
  • 36. Page 34
    Great places to work
  • 37. Page 35
    Great places to work
    Trust
    Pride
    Camaraderie
    Nature of relationships
  • 38. Page 36
    Gaps between what employees seek and experience
  • 39. Page 37
    Gaps between what employees seek and experience 1 of 6
    Managing talent
    Ensuring understanding
    Admitting mistakes
    Displaying consistency
    Contextualising success
    Deciding implementation moment
    Handling dilemmas
    Pacing control
  • 40. Page 38
    Gaps between what employees seek and experience 2 of 6
    BEHAVIOURS
    Exercising self discipline
    Listening to ideas
    Ensuring understanding
    Questioning self
    Admitting mistakes
    Receiving feedback
    Responding to objections
  • 41. Page 39
    Gaps between what employees seek and experience 3 of 6
    BEHAVIOURS
    Exercising ethical discipline
    Displaying consistency
    Demonstrating morality
    Transmitting organizational values
    Securing behaviour
    Contextualizing success
    Encouraging transparency
  • 42. Page 40
    Gaps between what employees seek and experience 4 of 6
    BEHAVIOURS
    Generating directions
    Guiding others
    Processing ideas
    Setting objectives
    Pacing control
    Contextualizing change
    Handling dilemmas
  • 43. Page 41
    Gaps between what employees seek and experience 5 of 6
    BEHAVIOURS
    Making decisions
    Pre-involving others
    Contextualizing announcement
    Supporting top-down
    Deciding implementation moment
    Refusing requests
    Arbitrating conflicts
  • 44. Page 42
    Gaps between what employees seek and experience 6 of 6
    BEHAVIOURS
    Securing delivery
    Managing talent
    Co-defining development goals
    Delegating considerations
    Monitoring processes
    Giving feedback
    Supporting execution
  • 45. Page 43
    Drill B
  • 46. Page 44
    Drill B
  • 47. Page 45
    Case study A
  • 48. Page 46
    Case study A
  • 49. Page 47
    Case study B
  • 50. Page 48
    Case study B
  • 51. Page 49
    Conclusion & Questions
  • 52. Page 50
    Conclusion
    Summary
    Questions