Getting the culture right<br />by Toronto Training and HR <br />June 2011<br />
	3-4 Introduction to Toronto 	Training and HR<br />	5-6	Questions to ask<br />	7-8	Drill A<br />	9-11	Changing the culture...
Page 3<br />Introduction<br />
Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resourc...
Training course delivery</li></ul>-  Reducing costs<br /><ul><li>Saving time
Improving employee engagement & morale
Services for job seekers</li></li></ul><li>Page 5<br />Questions to ask<br />
Page 6<br />Questions to ask<br />What is culture?<br />What is the current organizational culture?<br />Where does the cu...
Page 7<br />Drill A<br />
Page 8<br />Drill A <br />
Page 9<br />Changing the culture<br />
Page 10<br />Changing the culture 1 of 2<br />Don't waste excessive time and money trying to<br />change culture by taking...
Page 11<br />Changing the culture 2 of 2<br />STEPS TO BE TAKEN<br />Assess the current culture(s) in categorical detail<b...
Page 12<br />Assessing cultural fit<br />
Page 13<br />Assessing cultural fit<br />Pre-interview<br />Observe everything<br />Question everything<br />Post intervie...
Page 14<br />Retaining key people<br />
Page 15<br />Retaining key people<br />IMPORTANCE OF CULTURE<br />Socializers<br />Achievers<br />Protectionists<br />Mate...
Page 16<br />Culture in smaller employers<br />
Page 17<br />Culture in smaller employers<br />Communicate!<br />Job descriptions<br />Regular performance evaluation<br /...
Page 18<br />Different types of company culture<br />
Page 19<br />Different types of company culture<br />All hands-on-deck culture<br />Process culture<br />Work-hard/play-ha...
Page 20<br />Atmosphere of blameless error<br />
Page 21<br />Atmosphere of blameless error 1 of 2	<br />Motivating through errors<br />Capitalizing on errors<br />Learnin...
Page 22<br />Atmosphere of blameless error 2 of 2	<br />CREATING AN ATMOSPHERE OF BLAMELESS ERROR<br />Stay objective<br /...
Page 23<br />Developing a sustainable organizational culture<br />
Page 24<br />Developing a sustainable organizational culture<br />Understand the context in which the change is happening<...
Page 25<br />Elements critical to company culture<br />
Page 26<br />Elements critical to company culture<br />Employee attitudes<br />Effective management<br />Strong trust rela...
Page 27<br />Generating a positive corporate culture<br />
Page 28<br />Generating a positive corporate culture<br />Make customer satisfaction a way of life<br />Do not play favour...
Page 29<br />Building a winning culture<br />
Page 30<br />Building a winning culture 1 of 2<br />Define 3-4 guiding principles that define who you are as an organizati...
Page 31<br />Building a winning culture 2 of 2<br />Create a 2-3 day leadership development experience that reinforces the...
Page 32<br />Strong cultures<br />
Page 33<br />Strong cultures<br />ORGANIZATIONS TEND TO FOCUS ON:<br />Building employee morale through incentive and trai...
Page 34<br />Great places to work<br />
Page 35<br />Great places to work<br />Trust<br />Pride<br />Camaraderie<br />Nature of relationships<br />
Page 36<br />Gaps between what employees seek and experience<br />
Page 37<br />Gaps between what employees seek and experience 1 of 6<br />Managing talent<br />Ensuring understanding<br />...
Page 38<br />Gaps between what employees seek and experience 2 of 6<br />BEHAVIOURS<br />Exercising self discipline<br />L...
Page 39<br />Gaps between what employees seek and experience 3 of 6<br />BEHAVIOURS<br />Exercising ethical discipline<br ...
Page 40<br />Gaps between what employees seek and experience 4 of 6<br />BEHAVIOURS<br />Generating directions<br />Guidin...
Page 41<br />Gaps between what employees seek and experience 5 of 6<br />BEHAVIOURS<br />Making decisions<br />Pre-involvi...
Page 42<br />Gaps between what employees seek and experience 6 of 6<br />BEHAVIOURS<br />Securing delivery<br />Managing t...
Page 43<br />Drill B<br />
Page 44<br />Drill B <br />
Page 45<br />Case study A<br />
Page 46<br />Case study A  <br />
Page 47<br />Case study B<br />
Page 48<br />Case study B  <br />
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Getting the culture right June 2011

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Half day open interactive workshop in Toronto on organizational culture.

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Getting the culture right June 2011

  1. 1. Getting the culture right<br />by Toronto Training and HR <br />June 2011<br />
  2. 2. 3-4 Introduction to Toronto Training and HR<br /> 5-6 Questions to ask<br /> 7-8 Drill A<br /> 9-11 Changing the culture<br /> 12-13 Assessing cultural fit<br />14-15 Retaining key people<br />16-17 Culture in smaller employers<br /> 18-19 Different types of company culture<br />20-22 Atmosphere of blameless error<br /> 23-24 Developing a sustainable organizational culture<br /> 25-26 Elements critical to company culture<br /> 27-28 Generating a positive corporate culture<br />29-31 Building a winning culture<br />32-33 Strong cultures<br />34-35 Great places to work<br />36-42 Gaps between what employees seek and experience<br />43-44 Drill B<br />45-48 Case studies<br />49-50 Conclusion and questions<br />Contents<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden <br />10 years in banking<br />10 years in training and human resources<br />Freelance practitioner since 2006<br />The core services provided by Toronto Training and HR are:<br /><ul><li>Training course design
  5. 5. Training course delivery</li></ul>- Reducing costs<br /><ul><li>Saving time
  6. 6. Improving employee engagement & morale
  7. 7. Services for job seekers</li></li></ul><li>Page 5<br />Questions to ask<br />
  8. 8. Page 6<br />Questions to ask<br />What is culture?<br />What is the current organizational culture?<br />Where does the culture need to be for the survival and growth of the organization?<br />How do we move from the present to the desired culture?<br />
  9. 9. Page 7<br />Drill A<br />
  10. 10. Page 8<br />Drill A <br />
  11. 11. Page 9<br />Changing the culture<br />
  12. 12. Page 10<br />Changing the culture 1 of 2<br />Don't waste excessive time and money trying to<br />change culture by taking a 'scattergun' approach<br />- trying to change everything when some areas<br />are perfectly okay is foolish<br />Understand the functional and dysfunctional<br />parts of the culture<br />Find out where they exist within the organization - is it in one subculture or across all subcultures?<br />Be focused - this will make it more cost-effective and money will not be expended unnecessarily<br />
  13. 13. Page 11<br />Changing the culture 2 of 2<br />STEPS TO BE TAKEN<br />Assess the current culture(s) in categorical detail<br />(e.g. leadership, communications) across and<br />down the organization<br />Define the gaps between the current and the<br />desired culture categories<br />Create plans that target only the areas of the<br />organization and the categories of culture that<br />need to be improved and changed<br />
  14. 14. Page 12<br />Assessing cultural fit<br />
  15. 15. Page 13<br />Assessing cultural fit<br />Pre-interview<br />Observe everything<br />Question everything<br />Post interview<br />
  16. 16. Page 14<br />Retaining key people<br />
  17. 17. Page 15<br />Retaining key people<br />IMPORTANCE OF CULTURE<br />Socializers<br />Achievers<br />Protectionists<br />Materialists<br />True believers<br />
  18. 18. Page 16<br />Culture in smaller employers<br />
  19. 19. Page 17<br />Culture in smaller employers<br />Communicate!<br />Job descriptions<br />Regular performance evaluation<br />Regular team meetings<br />Opportunities for professional development<br />Responsibility<br />Team building<br />Coach, mentor, succession planning<br />Make work-life balance part of your corporate culture<br />Have a HR Policy (and use it)<br />
  20. 20. Page 18<br />Different types of company culture<br />
  21. 21. Page 19<br />Different types of company culture<br />All hands-on-deck culture<br />Process culture<br />Work-hard/play-hard culture<br />Tough-guy macho culture<br />
  22. 22. Page 20<br />Atmosphere of blameless error<br />
  23. 23. Page 21<br />Atmosphere of blameless error 1 of 2 <br />Motivating through errors<br />Capitalizing on errors<br />Learning from errors<br />
  24. 24. Page 22<br />Atmosphere of blameless error 2 of 2 <br />CREATING AN ATMOSPHERE OF BLAMELESS ERROR<br />Stay objective<br />Determine what happened<br />Ask for suggestions<br />Use employee suggestions<br />Agree on the suggestion together<br />Follow up <br />
  25. 25. Page 23<br />Developing a sustainable organizational culture<br />
  26. 26. Page 24<br />Developing a sustainable organizational culture<br />Understand the context in which the change is happening<br />Understand who is involved in the process and to what extent<br />Identify key structural and behavioural factors to ensure they are consistent with the culture aspired to<br />Be aware of different people’s responses to change, leading to action when appropriate<br />Promote authentic leadership<br />
  27. 27. Page 25<br />Elements critical to company culture<br />
  28. 28. Page 26<br />Elements critical to company culture<br />Employee attitudes<br />Effective management<br />Strong trust relationships<br />Customer focus<br />High accountability standards<br />Commitment to training and development<br />Compensation and reward programs<br />Support for innovation and new ideas<br />Useful resources, technology and tools<br />Emphasis on recruiting and retaining outstanding employees<br />
  29. 29. Page 27<br />Generating a positive corporate culture<br />
  30. 30. Page 28<br />Generating a positive corporate culture<br />Make customer satisfaction a way of life<br />Do not play favourites-treat everyone fairly<br />Make employee development a major objective<br />Allow employees to have a voice in major changes<br />Promote cooperation between organizational subunits<br />Base employee salary and promotions on performance<br />Set individual goals that are realistic for each employee<br />Always respect employees and take time to give encouragement<br />
  31. 31. Page 29<br />Building a winning culture<br />
  32. 32. Page 30<br />Building a winning culture 1 of 2<br />Define 3-4 guiding principles that define who you are as an organization<br />Use the principles to guide every business discussion and decision going forward<br />Build the principles into all your people performance and management systems<br />
  33. 33. Page 31<br />Building a winning culture 2 of 2<br />Create a 2-3 day leadership development experience that reinforces the behavioursand<br />values consistent with the principles, and insist all senior leaders attend<br />Expect resistance, but stay the course with passion and patience-changing culture means changing people, and that takes time<br />
  34. 34. Page 32<br />Strong cultures<br />
  35. 35. Page 33<br />Strong cultures<br />ORGANIZATIONS TEND TO FOCUS ON:<br />Building employee morale through incentive and training programs<br />Clearly defining values through mission and vision statements<br />Putting strong leaders in place that set the tone and empower others<br />Encouraging better relationships with both employees and customers<br />
  36. 36. Page 34<br />Great places to work<br />
  37. 37. Page 35<br />Great places to work<br />Trust<br />Pride<br />Camaraderie<br />Nature of relationships<br />
  38. 38. Page 36<br />Gaps between what employees seek and experience<br />
  39. 39. Page 37<br />Gaps between what employees seek and experience 1 of 6<br />Managing talent<br />Ensuring understanding<br />Admitting mistakes<br />Displaying consistency<br />Contextualising success<br />Deciding implementation moment<br />Handling dilemmas<br />Pacing control<br />
  40. 40. Page 38<br />Gaps between what employees seek and experience 2 of 6<br />BEHAVIOURS<br />Exercising self discipline<br />Listening to ideas<br />Ensuring understanding<br />Questioning self<br />Admitting mistakes<br />Receiving feedback<br />Responding to objections<br />
  41. 41. Page 39<br />Gaps between what employees seek and experience 3 of 6<br />BEHAVIOURS<br />Exercising ethical discipline<br />Displaying consistency<br />Demonstrating morality<br />Transmitting organizational values<br />Securing behaviour<br />Contextualizing success<br />Encouraging transparency<br />
  42. 42. Page 40<br />Gaps between what employees seek and experience 4 of 6<br />BEHAVIOURS<br />Generating directions<br />Guiding others<br />Processing ideas<br />Setting objectives<br />Pacing control<br />Contextualizing change<br />Handling dilemmas<br />
  43. 43. Page 41<br />Gaps between what employees seek and experience 5 of 6<br />BEHAVIOURS<br />Making decisions<br />Pre-involving others<br />Contextualizing announcement<br />Supporting top-down<br />Deciding implementation moment<br />Refusing requests<br />Arbitrating conflicts<br />
  44. 44. Page 42<br />Gaps between what employees seek and experience 6 of 6<br />BEHAVIOURS<br />Securing delivery<br />Managing talent<br />Co-defining development goals<br />Delegating considerations<br />Monitoring processes<br />Giving feedback<br />Supporting execution<br />
  45. 45. Page 43<br />Drill B<br />
  46. 46. Page 44<br />Drill B <br />
  47. 47. Page 45<br />Case study A<br />
  48. 48. Page 46<br />Case study A <br />
  49. 49. Page 47<br />Case study B<br />
  50. 50. Page 48<br />Case study B <br />
  51. 51. Page 49<br />Conclusion & Questions<br />
  52. 52. Page 50<br />Conclusion<br />Summary<br />Questions<br />

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