Right culture right now May 2012
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Right culture right now May 2012

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Half day open training event held in Toronto.

Half day open training event held in Toronto.

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Right culture right now May 2012 Presentation Transcript

  • 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 cultureCommunity cultureCorporate cultureOrganizational cultureStrong cultureWeak culture Page 6
  • 7. Essential components of culture Page 7
  • 8. Essential components of cultureExperiencesBeliefsActions Page 8
  • 9. Typology of cultures Page 9
  • 10. Typology of cultures Low High uncertainty uncertainty avoidance avoidanceHigh power Pyramid of Well-oileddistance people machineLow power Family Village marketdistance Page 10
  • 11. Hybrid organizations Page 11
  • 12. Hybrid organizationsFIVE OPERATING MODELS‘Follow me’‘Bump’‘People first’‘Untraditional’‘Holistic’ Page 12
  • 13. Reasons to care aboutorganizational culture Page 13
  • 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. 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. Building a strong brand culture Page 16
  • 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. Impact of location on culture Page 18
  • 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. Impact of communication on culture Page 20
  • 21. Impact of communication on cultureMetaphors and descriptionsStoriesCeremoniesRites Page 21
  • 22. Culture of positive emotion Page 22
  • 23. Culture of positive emotionMANAGERIAL CHARACTERISTICSEncouraging good humourGiving plenty of positive feedbackExhibiting confidence and enthusiasmDiscouraging aggression between colleaguesEncouraging celebrations of success Page 23
  • 24. Fundamentals for aneffective team culture Page 24
  • 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. Maximizing employeeengagement through culture Page 26
  • 27. Maximizing employee engagement through culture 1 of 3CultureLeadershipFit Page 27
  • 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. 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. Driving anattitude, aptitude and action culture Page 30
  • 31. Driving an attitude, aptitude and action culturePractice G3Determine what’s important to othersDon’t take yourself too seriously Page 31
  • 32. The positive accountability culture Page 32
  • 33. The positive accountability cultureCasual cultureCompliant cultureChaotic cultureCommitted culture Page 33
  • 34. A high performance culture Page 34
  • 35. A high performance cultureBEHAVIOURS TO PRACTICEVisionChallengeSupport Page 35
  • 36. Congruence and culture Page 36
  • 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. Questions to ask when examining theorganizational culture Page 38
  • 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. 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. 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. 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. Marketing your culture to prospective employees Page 43
  • 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. 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. 20th century organization v 21 st century organization Page 46
  • 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. 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. What will a great company culture give you? Page 49
  • 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. Drill Page 51
  • 52. DrillPage 52
  • 53. Case study Page 53
  • 54. Case study Page 54
  • 55. Conclusion and questions Page 55
  • 56. Conclusion and questionsSummaryVideosQuestions Page 56