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VF2018: Scaling culture connecting to performance (Jodi Johnson, Principal, JJ Consulting)

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Jodi Johnson from JJ Human Capital Consulting is a Human Resources Leader. Scaling Culture + Building Start Up + Growth Companies Globally. A highly collaborative Human Capital professional with over 15 years’ experience at large scale organizations and multiple startups. Connecting outstanding people with the world's most innovative companies.

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VF2018: Scaling culture connecting to performance (Jodi Johnson, Principal, JJ Consulting)

  1. 1. SCALING CULTURE CONNECTING TO PERFORMANCE
  2. 2. Where do we START?
  3. 3. A) Have you defined your Company Culture? • If so, describe it in one sentence. • If not, write in one sentence what your “utopia” culture would look like. WHERE DO I START? EXERCISE
  4. 4. A) Examine your culture… o It includes things like: o Your Company’s founding and heritage, its espoused values, your leadership style, and existing team dynamics (how things get done). B) Identify your culture’s strengths, and examine its impact on your organization today. Is it working? Culture 101: WHERE DO I START? FOOD FOR THOUGHT
  5. 5. Things That Are IMPORTANT…
  6. 6. 1. Identifying the Culture you want. a. Have you done that? a. Can it be sustained? THINGS THAT ARE IMPORTANT … FOOD FOR THOUGHT
  7. 7. 2. How do you embed CULTURE as you grow? • Define your Company Values • Build your values into your company systems (programs, policies, procedures). TIP: Accountability as a cultural norm is key here. THINGS THAT ARE IMPORTANT … FOOD FOR THOUGHT
  8. 8. 3. What is the key to Scaling? a. Be agile b. Hire and Promote the Right People c. Focus on the right activities, at the right time THINGS THAT ARE IMPORTANT … FOOD FOR THOUGHT
  9. 9. TIP: CONNECT TO RECRUITMENT & PERFORMANCE MANAGEMENT COMPETENCIES & DEFINITIONS Competency Definition Aptitude The capability to learn readily. The capability/ability, innate or acquired - to learn quickly. Often defined as raw intelligence. Communication Skills Interpersonal, written, and verbal abilities and the capabilities to adapt them based on the environment. Cultural Fit How well the candidate’s values and norms - matches with the company. Leadership Skills The ability to understand the motivations of a culturally diverse workforce, bring them together as a high-performing team to accomplish organizational objectives Related Experience Practical contact with and observation of related facts and events Technical Capabilities The abilities required through learning and practice, which are often job specific or task specific. THINGS THAT ARE IMPORTANT … FOOD FOR THOUGHT
  10. 10. 4. Be mindful of trends (there are patterns) as you scale, and anticipate them… a. All Hands on Deck a. (Early days…) b. Everyone wearing many hats c. Introducing Accountability & Role Clarity a. (We’re growing 50-100 people…) - Introducing Measurement & Metrics d. Managing Retention (and timed exits) a. (We’re really growing 100+ people…) THINGS THAT ARE IMPORTANT … FOOD FOR THOUGHT
  11. 11. a. Can you name 3 key roles in your organization that are key to your company’s growth? b. How do you and your Leadership team view performance? o Do you all define an “A Player” the same way? c. Will you tolerate poor behavior form a key performer? o Note: these questions define cultural norms … THINGS THAT ARE IMPORTANT … KEY TALENT QUESTIONS EXERCISE
  12. 12. FOOD FOR THOUGHT
  13. 13. TOTAL REWARDS
  14. 14. 1. TOTAL REWARDS - Key in driving & incenting the right behavior and driving the desired performance. 2. TOTAL REWARDS - Key to attracting and retaining key talent TIPS: TOTAL REWARDS FOOD FOR THOUGHT
  15. 15. SAMPLE FOOD FOR THOUGHT
  16. 16. ANNUAL PLANNING
  17. 17. Questions to Ask: 1. What needs to be done? a. Things to consider: i. Activities, Measures & Standards ii. Client needs: External and Internal iii. Budget & Resources Parameters iv. Does this objective align with the scope of the employee’s role? TALENT & PERFORMANCE MANAGEMENT ANNUAL PLANNING FOOD FOR THOUGHT
  18. 18. Questions to Ask: 2. How will it be done? a. Things to consider: i. Current skillset, experience, knowledge and resources ii. Examples, resources and subject matter experts iii. Frequent check-ins, additional tools, training TALENT & PERFORMANCE MANAGEMENT ANNUAL PLANNING FOOD FOR THOUGHT
  19. 19. Questions to Ask: 3. What will successful results look like? a. Things to consider: i. Look at the specific benefits that will come from completion of this objective, who will benefit (i.e. company, client, cost savings) ii. Who will sign off on this objective being completed to satisfaction? TALENT & PERFORMANCE MANAGEMENT ANNUAL PLANNING FOOD FOR THOUGHT
  20. 20. TAKEAWAYS
  21. 21. Suggested… NEXT STEPS: 1. If you haven’t’ yet defined your culture in one statement, commit to finalizing this by December 1/18. 2. Ask your top performer to tell you why they work for your company? 3. What would your top customer say your company’s values are? Do you agree/disagree? TAKE ACTION…. TAKEAWAYS…. FOOD FOR THOUGHT
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