Creating a Top 100 Workplace Through Constructive Leadership and Culture

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Learn how building a constructive culture through leadership development and targeted corporate and human resources initiatives enabled SaskCentral to become an award-winning employer of choice. Ranked No. 1 Best Workplace for Women and recognized as a Best Workplace in Canada, SaskCentral and its consultant will share their roadmap, journey and results to help you plan the type of cultural change effort that promotes not only engagement but also performance.

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Creating a Top 100 Workplace Through Constructive Leadership and Culture

  1. 1. Creating a Top 100 Workplace Through Constructive Leadership and Culture You can listen to today’s webinar using your computer’s speakers or you may dial into the teleconference. If you would like to join the teleconference, please dial 1.408.600.3600 and enter access code: 923 519 948 # You will be on hold until the seminar begins. #TMwebinar
  2. 2. Creating a Top 100 Workplace Through Constructive Leadership and Culture Speaker: Ken Curtis Practice Leader MNP Consulting Debbie Lane Executive Vice President, SaskCentral Moderator: Kellye Whitney Managing Editor Talent Management magazine #TMwebinar
  3. 3. Tools You Can Use• Q&A – Click on the Q&A icon on your floating toolbar in the bottom right corner. – Type in your question in the space at the bottom. – Click on “Send.” #TMwebinar
  4. 4. Tools You Can Use• Polling – Polling question will appear in the “Polling” panel. – Select your response and click on “Submit.” #TMwebinar
  5. 5. Frequently Asked Questions1. Will I receive a copy of the slides after the webinar? YES2. Will I receive a copy of the recording after the webinar? YES Please allow up to 2 business days to receive these materials. #TMwebinar
  6. 6. Creating a Top 100 Workplace Through Constructive Leadership and Culture Kellye Whitney Managing Editor Talent Management magazine #TMwebinar
  7. 7. Creating a Top 100 Workplace Through Constructive Leadership and Culture Ken Curtis Practice Leader MNP Consulting Debbie Lane Executive Vice President, SaskCentral #TMwebinar
  8. 8. Creating a Top 100 Workplace ThroughConstructive Leadership and CultureKen CurtisPractice Leader, MNP ConsultingDebbie LaneExecutive Vice President, SaskCentral May 1, 2012 7
  9. 9. About SaskCentralSaskCentral…is a financial services co-operative that servescredit unions in Saskatchewan, Canada. 8
  10. 10. SaskCentral’s Key ServicesOur key services include: • Statutory liquidity management • Assistance with legislation compliance • Strategic investment management • Governance support • Advocacy • Market research • Innovation 9
  11. 11. Topics for Today’s WebinarWe will focus on: • Our journey at SaskCentral and how we were able to transform its culture • What culture alignment has meant for our people • How leadership commitment and culture enhancement has benefited our organization 10
  12. 12. The Catalyst for Culture ChangeIn the 1990s…- an explosion of choices became available tobanking consumers- the global market expanded- and the Internet changed the gameSaskCentral’s then CEO…- directed the HR team to find a way to examine our organizational culture- was committed to building a work environment that could enhance growth and financial results 11
  13. 13. CEO’s RequirementsOur former CEO, Sid Bildfell, andcurrent CEO, Ken Anderson, had tworequirements: 1. Employees make a long-term commitment to the culture change effort 2. A validated survey be selected and “used for life” to benchmark, provide actionable insights, and measure progress 12
  14. 14. Finding the Right ToolsHR required an external resource who could assistwith: • Assessing our current work environment • Identifying and assessing the factors that were shaping it • Identifying the kind of work environment that would optimize our ability to achieve our visionThat resource was found in an organizationdevelopment team that we trusted—MNPConsulting. 13
  15. 15. The CommitmentKen Curtis Debbie LaneMNP Consulting Executive Vice President,Saskatchewan, Canada SaskCentral 14
  16. 16. The Validated Survey We selected the Organizational Culture Inventory® by Human Synergistics International because it… • measures culture in a way that better predicts outcomes (quality, performance, and retention) than do engagement or climate surveys • provides highly visual feedback • is the most thoroughly researched and widely used culture survey • uses benchmarks based on research (not client) data • is standardized—permitting meaningful comparisons over time • ties into the Organizational Effectiveness Inventory® and Leadership/Impact® to facilitate action planning and leadership developmentCopyright © 2012 by Human Synergistics International. All rights reserved. 15
  17. 17. What is Organizational Culture? Culture is the shared values and beliefs that can lead to norms and expectations that guide how: • Decisions are made • People approach their work • Colleagues interactCopyright © 2012 by Human Synergistics International. All rights reserved. 16
  18. 18. Quantifying Culture— The CircumplexMembers are expected to… 12 enjoy their work and produce high-quality products/services 11 set challenging goals 1 be supportive and solve problems effectively and constructive in dealing with others 2 be open & friendly 10 avoid making mistakes, work long hours, and sensitive to the satisfaction and keep “on top” of everything of the work group 9 operate in a “win-lose” framework” 3 agree with, gain the approval of, and work against peers to be noticed and be liked by others 8 take charge and “control” others, 4 conform, follow the rules, and make decisions autocratically and make a good impression 7 gain status and influence 5 do what they are told by being critical and constantly and clear challenging one another all decisions with supervisors 6 shift responsibilities to others and avoid being blamed for mistakesResearch and Development by Robert A. Cooke, Ph.D. & J. Clayton Lafferty, Ph.D.Copyright © 1973-2012 by Human Synergistics International. All rights reserved. 17
  19. 19. How Culture WorksResearch and Development by Robert A. Cooke, Ph.D. & J. Clayton Lafferty, Ph.D.Copyright © 1973-2012 by Human Synergistics International. All rights reserved. 18
  20. 20. Human Synergistics and Towers-Perrin Research on Culture and Profitability Type of Culture Profitability (Over 3 Years) Constructive Higher earnings No Statistically Significant Passive/Defensive Correlation Aggressive/Defensive Greater volatility Profitability data provided by Towers-Perrin: Profitability measured by earnings/sales ratios based on averages for the three-year period; volatility scores based on standard deviations across the three years. Culture types measured by the Organizational Culture Inventory®..Organizational Culture Inventory® Copyright © 2012 by Human Synergistics International. All rights reserved. 19
  21. 21. First LookOur first look at our culture was quitea humbling experience!It was characterized by: • the good • the bad, and • the ugly 20
  22. 22. SaskCentral Culture Profiles Ideal Culture Operating Culture (1996 to Present) (1996)Research and Development by Robert A. Cooke, Ph.D. & J. Clayton Lafferty, Ph.D.Copyright © 1973-2012 by Human Synergistics International. All rights reserved. 21
  23. 23. OEI Levers for Culture ChangeOrganizational Effectiveness Inventory®. Copyright © 2012 by Human Synergistics International. All rights reserved. 22
  24. 24. OEI Outcomes of CultureOrganizational Effectiveness Inventory®. Copyright © 2012 by Human Synergistics International. All rights reserved. 23
  25. 25. Moving in the Right DirectionBy 2003, we had made progress! Ideal Culture Operating Culture—2003Research and Development by Robert A. Cooke, Ph.D. & J. Clayton Lafferty, Ph.D.Copyright © 1973-2012 by Human Synergistics International. All rights reserved. 24
  26. 26. Getting to Our IdealOur change road map requiredboth “internal” and “external”perspectives and resources. • Internal: • A Service Excellence Committee was formed • External: • Consultant facilitated presentations to every division of the company to drive home the nature of their sub- cultures • Agents of Change were carefully selected and trained in culture alignment and change management 25
  27. 27. Keeping the Momentum GoingMNP designed a leadership developmentprogram for the top 3 tiers of management • Leadership/Impact® Inventory • Coaching on their individual contribution to “cascading the culture” • Facilitating divisional planning efforts • Reach for the Blue (Constructive Culture) 26
  28. 28. Actual Impact Varies Top 10% vs Bottom 10% within a major corporation Impact of the Most Effective Impact of the Least Effective and Successful Leaders and Successful Leaders Effectiveness based on ratings by superiors, peers and direct reports; success based on salary increases over timeResearch and Development by Robert A. Cooke, Ph.D. & J. Clayton Lafferty, Ph.D.Copyright © 1973-2012 by Human Synergistics International. All rights reserved. 27
  29. 29. OutcomesConfidence was growing and we realized thatwe could adapt the work environment to moreclosely match our Ideal vision• Launched an Innovation Initiative in 2008 • MNP measured effectiveness by including items at the end of the Organizational Effectiveness Inventory® (OEI) • OEI measures of Staff Satisfaction, which were increasing each year, became a component of the Balanced Score Card • SaskCentral emerged as a preferred employer 28
  30. 30. 2009 Results Approaching our goal: • Change in CEO due to retirement • New CEO (internal succession) had a history with the culture initiative and maintained his commitment to strengthen the culture • Consistency is seen as part of our successResearch and Development by Robert A. Cooke, Ph.D. & J. Clayton Lafferty, Ph.D.Copyright © 1973-2012 by Human Synergistics International. All rights reserved. 29
  31. 31. Maintaining Commitment• Ongoing biennial assessment of culture• Ongoing annual assessment of our effectiveness• Re-structuring of SaskCentral in 2009 as result of the global economic downturn• Executive team changes• Launch of unique HR initiatives empowering employees• Leadership development 30
  32. 32. Achieving Our Vision Ideal Culture Operating Culture (1996 to Present) (2011)Research and Development by Robert A. Cooke, Ph.D. & J. Clayton Lafferty, Ph.D.Copyright © 1973-2012 by Human Synergistics International. All rights reserved. 31
  33. 33. 2012 OutcomesOrganizational Effectiveness Inventory®. Copyright © 2012 by Human Synergistics International.All rights reserved. 32
  34. 34. Comparisons to HSI Constructive Benchmarks Outcomes Improvement from Exceeds HSI’s 1997-2012 Constructive BenchmarkExternal Adaptability 1.08Intra-Unit Teamwork andCooperation .20Departmental Level Quality .44Role Conflict .50Inter-Unit Coordination .40Intention to Stay 1.05Stress .93Motivation 1.32 Exceeds HSI’s Historical AverageOrganizational Level Quality .49Satisfaction 1.21Role Clarity .69Job Insecurity 1.17 33 Copyright © 2011 by Human Synergistics International. All rights reserved.
  35. 35. Additional Outcomes 2011 2012 • Staff Satisfaction at 96th • Staff Satisfaction will be percentile—an re-assessed in June, all-time high 2012 • #1 Best Workplace for • #6 Best Workplace for Women in Canada Women in Canada • #5 Best Workplace for • Top Six Best Workplace Respect in Canada for Respect in Canada • #31 Best Workplace in • Top Six Best Workplace Canada for Credibility in Canada And…Copyright © 2011 by Human Synergistics International. All rights reserved. 34
  36. 36. Additional Outcomes 2012 • #1 Best Workplace in CanadaCopyright © 2011 by Human Synergistics International. All rights reserved. 35
  37. 37. Poll QuestionDo you know what your current culturelooks like? a) Yes b) NoIf Yes, how do you know? a) internal survey (developed in house) b) validated survey (tested, reliable, and used across many organizations) c) observations, focus groups, or other qualitative methods 36
  38. 38. QuestionsThank you for your interest today.If anyone has any further questions, please e-mail them to: Ken.Curtis@mnp.caFor more information on MNP Consulting orSaskCentral, please visit our websites:www.saskcentral.com www.mnp.ca 37
  39. 39. Join Our Next TM WebinarFollow the Yellow Brick Road Methodology,Featuring HR Industry Expert Naomi Bloom Thursday, May 3, 2012 • TM Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register for upcoming TM Webinars at www.talentmgt.com/events Join the Talent Management magazine Network http://network.talentmgt.com/ #TMwebinar

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