Right culture right now  by Toronto Training and HR          May 2012
3-4     Introduction to Toronto Training and HR           5-6     What is culture?Contents   7-8           9-10           ...
Introduction     Page 3
Introduction to Toronto Training            and HR• Toronto Training and HR is a specialist training and human  resources ...
What is culture?       Page 5
What is culture?Family cultureCommunity cultureCorporate cultureOrganizational cultureStrong cultureWeak culture          ...
Essential components of        culture          Page 7
Essential components of cultureExperiencesBeliefsActions              Page 8
Typology of cultures         Page 9
Typology of cultures             Low           High             uncertainty   uncertainty             avoidance     avoida...
Hybrid organizations        Page 11
Hybrid organizationsFIVE OPERATING MODELS‘Follow me’‘Bump’‘People first’‘Untraditional’‘Holistic’                 Page 12
Reasons to care aboutorganizational culture         Page 13
Reasons to care about   organizational culture 1 of 2People make decisions about which companies tojoin on the basis of th...
Reasons to care about   organizational culture 2 of 2Organizational culture impacts how happy youremployees are, and all t...
Building a strong brand        culture          Page 16
Building a strong brand cultureCombine marketing and HRHire to your cultureTeach them and they will leadAlignment trumps v...
Impact of location on      culture         Page 18
Impact of location on cultureMulti-active: warm, emotional, loquacious,impulsive, which applies to Latin Americancountries...
Impact of communication       on culture          Page 20
Impact of communication on             cultureMetaphors and descriptionsStoriesCeremoniesRites                     Page 21
Culture of positive     emotion        Page 22
Culture of positive emotionMANAGERIAL CHARACTERISTICSEncouraging good humourGiving plenty of positive feedbackExhibiting c...
Fundamentals for aneffective team culture         Page 24
Fundamentals for an effective       team cultureKeep politics out of the business environmentCommunicate and then communic...
Maximizing employeeengagement through      culture        Page 26
Maximizing employee  engagement through culture            1 of 3CultureLeadershipFit             Page 27
Maximizing employee  engagement through culture            2 of 3CONSIDER FITIdentify selection criteria firmly rooted ino...
Maximizing employee  engagement through culture            3 of 3CONSIDER FITManage performance effectively and institutep...
Driving anattitude, aptitude and     action culture         Page 30
Driving an attitude, aptitude and         action culturePractice G3Determine what’s important to othersDon’t take yourself...
The positive accountability          culture            Page 32
The positive accountability              cultureCasual cultureCompliant cultureChaotic cultureCommitted culture           ...
A high performance      culture       Page 34
A high performance cultureBEHAVIOURS TO PRACTICEVisionChallengeSupport                 Page 35
Congruence and culture         Page 36
Congruence and culture                   ‘Me principles’      ‘Me + You’                                        principles...
Questions to ask when   examining theorganizational culture         Page 38
Questions to ask when  examining the organizational         culture 1 of 4How often, and from whom, does the CEO/MDreceive...
Questions to ask when  examining the organizational         culture 2 of 4Where do the senior team get informationregardin...
Questions to ask when  examining the organizational         culture 3 of 4Do we regularly collect both qualitative andquan...
Questions to ask when  examining the organizational         culture 4 of 4Does our culture support ‘upward challenge’?What...
Marketing your culture to prospective employees           Page 43
Marketing your culture to  prospective employees 1 of 2Identify and explain your corporate culture. Youmay need to do an e...
Marketing your culture to  prospective employees 2 of 2Look for ways to use employer branding to bringyour company’s voice...
20th century organization v 21 st century organization            Page 46
20th century organization v     21 st   century organization 1 of 220TH CENTURYVertically integratedTop-down leadershipBui...
20th  century organization v         21 st    century organization 2 of 221ST CENTURYHorizontally networkedDistributed res...
What will a great company   culture give you?           Page 49
What will a great company       culture give you?Easy recruitmentPowerful retentionHigh levels of creativity and innovatio...
Drill Page 51
DrillPage 52
Case study   Page 53
Case study   Page 54
Conclusion and questions          Page 55
Conclusion and questionsSummaryVideosQuestions              Page 56
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Right culture right now May 2012

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Right culture right now May 2012

  1. 1. Right culture right now by Toronto Training and HR May 2012
  2. 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. 3. Introduction Page 3
  4. 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. 5. What is culture? Page 5
  6. 6. What is culture?Family cultureCommunity cultureCorporate cultureOrganizational cultureStrong cultureWeak culture Page 6
  7. 7. Essential components of culture Page 7
  8. 8. Essential components of cultureExperiencesBeliefsActions Page 8
  9. 9. Typology of cultures Page 9
  10. 10. Typology of cultures Low High uncertainty uncertainty avoidance avoidanceHigh power Pyramid of Well-oileddistance people machineLow power Family Village marketdistance Page 10
  11. 11. Hybrid organizations Page 11
  12. 12. Hybrid organizationsFIVE OPERATING MODELS‘Follow me’‘Bump’‘People first’‘Untraditional’‘Holistic’ Page 12
  13. 13. Reasons to care aboutorganizational culture Page 13
  14. 14. Reasons to care about organizational culture 1 of 2People make decisions about which companies tojoin on the basis of the company’s reputation forhow it treats peopleCulture is also a key factor in determining howmuch employees will like working with you, and assuch, companies with poor organizational culturewill have higher turnover and thus spend more onrecruiting Page 14
  15. 15. Reasons to care about organizational culture 2 of 2Organizational culture impacts how happy youremployees are, and all things being equal, happyemployees are generally more productive thanunhappy employeesYour organization’s culture exists whether you likeit or notOrganizational culture is unique to you and it can’tbe bought, stolen, or copied Page 15
  16. 16. Building a strong brand culture Page 16
  17. 17. Building a strong brand cultureCombine marketing and HRHire to your cultureTeach them and they will leadAlignment trumps valuesGo forth and co-createEmbrace frustration Page 17
  18. 18. Impact of location on culture Page 18
  19. 19. Impact of location on cultureMulti-active: warm, emotional, loquacious,impulsive, which applies to Latin AmericancountriesReactive: courteous, amiable, accommodating,compromisers, which applies to Asian countriessuch as VietnamLinear-active: cold, factual, decisive, planners,which applies to Anglo-Saxon-speaking countriessuch as the UK Page 19
  20. 20. Impact of communication on culture Page 20
  21. 21. Impact of communication on cultureMetaphors and descriptionsStoriesCeremoniesRites Page 21
  22. 22. Culture of positive emotion Page 22
  23. 23. Culture of positive emotionMANAGERIAL CHARACTERISTICSEncouraging good humourGiving plenty of positive feedbackExhibiting confidence and enthusiasmDiscouraging aggression between colleaguesEncouraging celebrations of success Page 23
  24. 24. Fundamentals for aneffective team culture Page 24
  25. 25. Fundamentals for an effective team cultureKeep politics out of the business environmentCommunicate and then communicate moreEstablish a mature business environmentOpen the doorsHelp the team get to know each other Page 25
  26. 26. Maximizing employeeengagement through culture Page 26
  27. 27. Maximizing employee engagement through culture 1 of 3CultureLeadershipFit Page 27
  28. 28. Maximizing employee engagement through culture 2 of 3CONSIDER FITIdentify selection criteria firmly rooted inorganizational cultureIncorporate peer recruiting into the hiring process,Take as long as necessary to recruit the right fitDesign a comprehensive onboarding program fornew hires that strategically initiates them into theorganization’s business and culture Page 28
  29. 29. Maximizing employee engagement through culture 3 of 3CONSIDER FITManage performance effectively and instituteproper rewards and recognitionInstitute career management in alignment withbona fide career opportunitiesReintroduce development programs for all leaders Page 29
  30. 30. Driving anattitude, aptitude and action culture Page 30
  31. 31. Driving an attitude, aptitude and action culturePractice G3Determine what’s important to othersDon’t take yourself too seriously Page 31
  32. 32. The positive accountability culture Page 32
  33. 33. The positive accountability cultureCasual cultureCompliant cultureChaotic cultureCommitted culture Page 33
  34. 34. A high performance culture Page 34
  35. 35. A high performance cultureBEHAVIOURS TO PRACTICEVisionChallengeSupport Page 35
  36. 36. Congruence and culture Page 36
  37. 37. Congruence and culture ‘Me principles’ ‘Me + You’ principlesRight people fit Successful Great organization organizationPoor people fit Employer of last Improving resort organization Page 37
  38. 38. Questions to ask when examining theorganizational culture Page 38
  39. 39. Questions to ask when examining the organizational culture 1 of 4How often, and from whom, does the CEO/MDreceive open, honest and direct feedback?Are people encouraged to be really honest whengiving feedback around here?What happens to people who provide constructivefeedback to their manager?Does the performance appraisal process encouragea two-way flow of feedback? Page 39
  40. 40. Questions to ask when examining the organizational culture 2 of 4Where do the senior team get informationregarding their effectiveness?Is peer to peer feedback encouraged? Does ithappen?How much informal feedback do people get fromeach other? Page 40
  41. 41. Questions to ask when examining the organizational culture 3 of 4Do we regularly collect both qualitative andquantitative feedback from our customers, clients,or people who use our services?What do we do with such feedback when we getit?What training and support do our managersreceive when they become managers? Are theytrained specifically in the skills of giving feedback? Page 41
  42. 42. Questions to ask when examining the organizational culture 4 of 4Does our culture support ‘upward challenge’?What forums are there for people to share theirthoughts and views on how the senior team isperforming, or on what’s happening in theorganization? Page 42
  43. 43. Marketing your culture to prospective employees Page 43
  44. 44. Marketing your culture to prospective employees 1 of 2Identify and explain your corporate culture. Youmay need to do an employee survey, hold a focusmeeting or review your mission statement, visionand marketing materials to get a good overviewDevelop a set of attributes common to youremployees – then define themDesign your recruitment advertising and careerswebsite with your company culture in mind Page 44
  45. 45. Marketing your culture to prospective employees 2 of 2Look for ways to use employer branding to bringyour company’s voice aliveIn interviews, ask people to define some of yourcompany’s attributes-check to see whether theiranswers reflect your corporate cultureUse behavioural interviews to understand the ideasand actions of job candidates, as opposed tosimply their skills Page 45
  46. 46. 20th century organization v 21 st century organization Page 46
  47. 47. 20th century organization v 21 st century organization 1 of 220TH CENTURYVertically integratedTop-down leadershipBuild the ultimate productGain efficiencyHoard information/build IPExperts/Lone heroSecurityPush Page 47
  48. 48. 20th century organization v 21 st century organization 2 of 221ST CENTURYHorizontally networkedDistributed responsibilityContinuous improvementScale learning/learning new skillsShare informationHigh-performance teamsTransparencyPull Page 48
  49. 49. What will a great company culture give you? Page 49
  50. 50. What will a great company culture give you?Easy recruitmentPowerful retentionHigh levels of creativity and innovationImproved customer serviceA great workplace that customers like too Page 50
  51. 51. Drill Page 51
  52. 52. DrillPage 52
  53. 53. Case study Page 53
  54. 54. Case study Page 54
  55. 55. Conclusion and questions Page 55
  56. 56. Conclusion and questionsSummaryVideosQuestions Page 56
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