Your SlideShare is downloading. ×
STXHRS '10 - Organizational Culture & Values, Competencies Presentation
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

STXHRS '10 - Organizational Culture & Values, Competencies Presentation

1,343
views

Published on

When seen through the employee's eyes, employee engagement is at the top of the list of what's important. A crucial aspect of employee engagement is the connection with a company's culture and …

When seen through the employee's eyes, employee engagement is at the top of the list of what's important. A crucial aspect of employee engagement is the connection with a company's culture and values. Explore how to communicate internally and externally your culture to enhance talent management and drvie employee performance - giving 'Voice to Your Culture'.


0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
1,343
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
26
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • Brand belongs to the people. And as we come to understand how social media is complicating the maintenance of a positive employer brand, our instinct might be that the “control” of social media is the answer. But, that is a battle than cannot be won. No matter what we do to block access at work, employees and others have access to social media in many other places, and there is no way to control what they say. So, what are we to do? The only way to minimize the potential negative impact of social media on your employer brand is to work on the root cause and give employees less to complain about. What savvy companies are realizing about employer brand is that it is about culture more than it is about websites or logos. Once this mindset takes hold of your organization, your perspective on social media will change. Rather than trying to control and limit it, it will become something to be embraced as a way to get real-time, honest information about what’s going on with your culture and brand.
  • Use of competencies in Executive Bonus Plan, and merit increases plan for all employees Core Competency Award – known as their Customer First Award. Nominated Based on exemplifying a core competency
  • posted by Jonathan Earnhardt – Senior Mgr. Media Relations CEO – internal blogs and Facebook
  • Buying flowers story x3 Good meeting x3
  • banglalink vision department vision personal vision File a flight plan Check the airplane is airworthy Fill up with fuel Obey the rules
  • Motivations for this work – to be effective with people and make the best decisions thus achieving a greater level of success. As a manager to honor individuals in the light of the tasks that need to be accomplished Leverage thinking diversity to maximize human talent, build effective teams and achieve superior organization performance
  • Transcript

    • 1. Joe Sommers Managing Partner See Clearly Consulting “ Engage – Develop – Optimize” Incorporating Organizational Culture & Values Into Talent and Performance Management – It’s Real & It Works!
    • 2. Overview
      • Culture, Values, Brand – What’s that really?
      • Connection to Talent & Performance Management
      • Employee engagement – beyond company picnics
      • Social Media or Social Meddling
      • Practical Steps
    • 3. To organize the world's information and make it universally accessible and useful. To serve the needs of the communities in which 7-Eleven® stores operate. Dedicated to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit.
    • 4. What is Culture?
      • Purpose
      • Principles
      • Alignment
      • Who you are
      • Values are the key
    • 5. Performance relative practical See Clearly Consulting “Engage – Develop – Optimize”
    • 6. Personal and unique. Seeing properties as timeless Doing what’s best, most effective. Seeing properties in present time Ideas, Concepts, Goals: Defining. Seeing properties in future and past time Intrinsic Value Extrinsic Value Systemic Value Your Culture is full of Properties – tangible and intangible See Clearly Consulting “Engage – Develop – Optimize”
    • 7. Three Dimensions of Value
      • Individual Value – Empathy & Customer Service
        • Individual Relationship with a person/object
        • Feelings, unique nature
        • No comparing, no fulfilling of concepts
      • Practical Value – Results & Decision Making
        • Practical properties, characteristics;
        • Comparisons, better & best, priority
        • Social, professional, political, business relationships
      • Absolute Value – Adherence & Organization
        • Data, facts, ideas
        • Formal concepts, definitions, ideals, principles
        • Fulfillment of rules, law, attainment of goals
      See Clearly Consulting “Engage – Develop – Optimize”
    • 8. Empathy, Communication, Respect Decisiveness, Detail Oriented, Political Astuteness Organization, Planning, Adaptability Self Awareness, Confidence, Initiative Work Ethic, Integrity, Commitment Courage, Resiliency Performance relative practical See Clearly Consulting “Engage – Develop – Optimize”
    • 9.
      • Core Competencies (Values)
              • Accountability
              • Customer Service
              • Effective Communication
              • Integrity/Ethics
              • Winning Attitude
      • “ Focused on our Employees' Success ”
    • 10.
      • Recruiting & Selection
      • Employee Development
      • Succession Planning
      • Retention
      • Culture Building (examples)
      • “ Best Places to Work in Rhode Island” third consecutive year!
    • 11. Employee Engagement
      • Gallup Study – three types of employees
        • Engaged – passion, profound connection, drive innovation & business goals – 29%
        • Not-engaged – “checked out”, little or no energy or passion – 56%
        • Actively disengaged – acting out unhappiness, undermining engaged employees’ accomplishments – 15%
    • 12. Employee Engagement
      • #1 Engagement Factor – senior management’s interest in employee’s well-being (Towers Perrin – 2008)
      • Use of Competencies
        • Vision & Goals expected employee behavior
        • Employee Development make a difference
        • Improved Hiring working with the best
      • Communication!
    • 13. Mayo Clinic Communications External (jobs) 20 videos! Internal – onboarding, benefits, employee relations
    • 14. Cisco Blog Communications CEO – John Chambers
    • 15. Your Culture in Performance Management
      • Company goal alignment individual goals
        • Company Values
        • Set Expectations
        • Process/Task goals
        • S.M.A.R.T. goals
            • Specific
            • Measurable
            • Achievable
            • Realistic
            • Time - bound
    • 16. Ericsson Telecommunications
        • Competency-based Evaluations & Development
      • Human Competence
        • Communication
        • Creativity
        • Leading Change
        • Teambuilding
        • Decision Making
      • Business Competence
        • Customer Orientation
        • Entrepreneurship
        • Finance
        • Strategic Thinking
        • Operational Dev.
      • Technical/Professional Competence
        • Specific to role
        • Planning/Organization
        • Project Management
      • Individual Capacities
        • Self Esteem
        • Results Oriented
        • Intellectual Ability
    • 17. Ericsson Performance Management Intrinsic Values Systemic Values Extrinsic Values Human Competence Technical/Professional Business Competence Individual Capacities
    • 18. Your Culture in Performance Management
      • Key Competencies (Values) review process
        • University
        • of Toronto
          • “ Performance Planning, Feedback and Development”
          • Incorporates Annual Review Process
          • Incorporates Expectations & Goals
    • 19. PART A: ACTIVITY REPORT INSTRUCTIONS: To be completed by the staff member in reference to Part D (attached) previously agreed upon expectations and/or goals for the review period providing information including: accomplishments; unanticipated constraints and opportunities that arose; as appropriate, contact information for anyone the Reviewer could contact to obtain additional feedback; all professional development activities; and, service to the University beyond the requirements of the job. Name and Title of Staff Member : Name and Title of Reviewer: For the Period: to Key Accomplishments in Relation to Expectations and/or Goals Other Accomplishments – Unplanned Contact Information for Additional Feedback (List people the Reviewer could contact to obtain additional feedback on your performance – e.g. faculty, clients, colleagues, or students)
    • 20. but… the underlying (motivating) force is always thinking; Thinking leads to our behavior, thoughts, attitudes, feelings, choices……. In business it’s behavior that counts, not intentions. therefore… in order to encourage people to behave in the way that is most desirable, it is important to be able to know what motivates them. Performance Management
    • 21. Where are we going?
    • 22. Choices on how to reach our goals
    • 23. Success With Your Culture & Brand Choices to reach your goals MORE EFFECTIVE LESS EFFECTIVE Value Thinking Thinking diversity Behavioral assessment tools All the same Conform to me Ethnic diversity Personality tools
    • 24. Thank You! Joe Sommers Managing Partner See Clearly Consulting “ Engage – Develop – Optimize” 214.538.0742 [email_address] www.linkedin.com/in/joecsommers Video introduction - http://budurl.com/SeeClearlyConsulting

    ×