HR’s Role In Developing Organizational Culture Where Mission and Vision Meet By Thyonne Gordon Executive Director & COO A Place Called Home Youth Center South Central, Los Angeles
HR In A Non-Profit Setting Usually no specified department “One size fits all” philosophy Or whomever has the HR hat on is
That person may also be the Accountant, Executive Director, Plumber and Security!
HR’s Conflicting Roles HR person is in leadership position Leaders help determine culture HR administers benefits, personnel assistance and ‘friend’ to staff
HR must balance which ‘hat’ to wear at what time
HR person must determine which role they play prior to assessing or analyzing a culture. It is important to understand that with this dual role, you are as much a part of the culture as the employees that you assess.
Understanding Organizational Culture Personality of organization
Systemic with feedback from society, laws, stories, heroes, values, etc.
Understanding Organizational Culture Members of organization and behaviors Assumptions-hypothesis becomes reality Values-initially started by Founder/Leader and then assimilated Norms-how things are done around here Tangible signs or artifacts-include language, technology, products, styles (clothing, salutations, myths, stories) Structural stability-implies there is stable environment
Integrated patterns-repetitive nature
How Do You Identify Culture? Language, customs, traditions Espoused Values (published, announced)
Habits of thinking, acting & shared knowledge
Varied “Types” of Culture Stable company environment
Universities, hospitals, large corporations
Varied “Types” of Culture Start at bottom & stay with organization
Company promotes from within
Varied “Types” of Culture Employees are “free agents” with highly prized skills Fast-paced, high-risk organizations
Investment banking, Advertising, Dot.com
Varied “Types” of Culture Uncertainty with employees High skills (college grads) Massive re-organization with companies
Savings and loans; large car companies
Where Does Non-Profit Fit? Working way up (and all over) in organization Easy to find other jobs if you can juggle Important to fit in while helping others
Never know when the next paycheck will come…or not!
Leader’s Create Organizational Culture Beliefs, values & assumptions of founders are basis for organization Organizations don’t form accidentally Brings in more than one and creates group Group works together to raise funds
Others are brought into existing history
HR “Nurtures” Culture Leaders assumptions are taught to group As leadership changes, HR, becomes pivotal in sharing shift information HR pivotal in hiring for the shift
HR must be in sync with Leadership (i.e. Executive Director)
HR Defines Culture Pay attention to measures and controls What does the leader notice Is the leader clear or confused What are leaders emotional reactions How do they deal with crisis
What is perceived as crisis
HR Shifts Culture Role Modeling, Teaching and Coaching Act the part of the culture you want Show the culture to staff (i.e videos) Send messages through informal and formal means Observe rewards, status and punishment
Use clear criteria for new hires
HR’s “Shift” of Organizational Culture Make sure routines are visible Systems and procedures give consistency Design of space and building is important Symbolic purposes should be clear
Stories of past integrated with present and future culture
Does Your Organization Need a Change in Culture Nothing in life is constant but change But if it “ain’t broke” why fix it
I don’t want everybody hating me!
Basic Changes In Non-Profit Culture Financially solvent Investors/Fundraisers Broke, Broke, Broke Beg, Beg, Beg Self-esteem building, pride emersion place Hand-out / enabling places Entrepreneurial ventures Grass roots start-ups Excellent Financial Planners Poor Money Managers
Ready to Change Some Culture? Mature organizations are hard to change Unfreezing-motivation to change Disconfirming data - Cognitive restructuring -
Systems and procedures give consistency
Does the Mission Match the Vision? Who the organization says they are and whom they serve should match where they are going Decide the type of organization you are and methodize how to present
Get leadership consensus prior to employee by-in
Leadership is the Key! No matter what you do, be sure that you are in a leadership capacity to influence change!
Those in less than leadership roles can ‘instigate’ change but it is not formalized structuring of culture.
When There Is A Disconnect When all else fails…back to basics There was a culture … go back to it … with the entire staff Do a coat of arms describing culture Do team play projects & individual
Define people with culture of place (i.e. dress code, hours of operation)
Practical Methods to Resolve Culture Issues
Ask staff to provide solutions
Practical Methods to Resolve Culture Issues
Is Everybody Happy? Everyone will never be happy! But if you can get most of the staff happy, some of the time…you are beating the odds!
Complainers will eventually ‘weed’ themselves out.
Evolution from Leadership to Culture to “It’s HR’s Problem!” Nothing is changed overnight As HR professionals, you can change small things at a time Start in the bathrooms (i.e. clean from the bottom up)
Listen to your staff in who they are and who they want to become
References Organizational Culture and Leadership by Edgar H. Schein Downsizing and Organizational Culture by Thomas A. Hickok Organizational Culture by Carter McNamara, Ph.D What is a company for? Courtesy of Michael Shanks Memorial Lecture reprint (13 pages) “ Employee involvement in declining organizations, Human Resources Management 22(4) pp. 445-465 by S.A. Mohrman and A.M. Mohrman, Jr.
Work and Motivation by V. Vroom