In a tight labor market, a distinct culture can distinguish two otherwise equal organizations when both are offering competitive pay and benefits, career growth, office perks, etc. However, defining what your culture is and measuring how it impacts key outcomes – such as attrition and retention – has long seemed like mission impossible. During this webinar, people analytics expert Lecayle Hubert will share how a data-driven process enables you to establish a definition of culture that fits your organization and brings to light the employee experience that resonates most with your workforce. You’ll come away with practical ways for you to start measuring and making meaning of the culture of your business. Learn how to: Define what culture is, why it matters, and how it can impact business costs Explore key metrics related to measuring culture Acquire some tools to make your data work for you, wherever you’re starting from Join this webinar to uncover the driving factors of organizational culture and delve into ideas on how to connect your culture to business impact.

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Measuring complex things: a look
at “datifying” organizational
culture
Lecayle Hubert
Sr. Customer Education Manager @ Visier
August 2018

6. 6
Agenda
● Objectives
● What is organizational culture?
● Why do we want to measure this?
● Activity - what are your organizational
values?
● How do we get started?
● How will my current analytics tool
support my efforts?
● Business case: a culture of learning,
and development at Bluesphere
● What else is already being done to
study this?
○ Are there any pioneers to watch?
● Wrap up/Q&A

7. Objectives
• Define organizational culture
• Explain how measuring culture can
positively impact your bottom line
• attract talent
• retain talent
• save money
• Discuss what is currently being
done re: culture research
• Apply analysis to enhance your
assumptions/understanding of
culture’s impact
7

8. 8
What is culture?

9. Culture is
• Shared
• Pervasive
• Enduring
• Implicit
10

10. “In a 2016 survey leaders
said culture is a top issue
they face—with 86% touting
it as “very important” or
“important” and 82%
believing culture to be a
competitive advantage.”
12

11. 13
Schein’s Model of culture
Assumption
(Unconscious
behaviours)
Espoused Values
(standards, values, policy)
Artifacts (structure, location,
branding, logos, clothing,
language)

12. 14
“Only 51% of
managers say
they know what
to do about
gender
diversity”
➔ Women in the Workplace (2016)

13. Assumptions...
• What is the truth?
• Human nature
• Unconscious behaviours
• Hard to measure
• Inform our values
15

14. “60% of executives strongly
agreed that they know what
their company stands for
and what makes its brand(s)
different from its
competitors, compared with
46% of managers.”
16
Do you know your values?

15. Visier’s Values
17
● We aspire to greatness
● We delight our customers
● We innovate
● We win as a team
● We realize our potential
● We act as owners

16. 18
“A mismatch between structure and culture is a recipe for a major disaster.
A software company that has to move quickly cannot have the hierarchical
structure of a bank.”
➔ Brighton School of Business and Management

17. Artifacts
19
● Structure
● Location(s)
● Branding
● Events
● Employee perks
● Technology
● Partnerships
● Sponsors

18. 20
Take a moment to write down at least two
of the following that affect your
organization:
● Assumptions
● Values
● Artifacts

19. How can we
start to dig
deeper?
21

20. How do we measure culture?*
• Measuring culture progress
• Telling a story
• Knowing subcultures and patterns
• Identifying skill gaps
• Discover Role Models for Culture
22
*Source: Analytics in HR

21. How do we measure culture?*
• Measuring culture progress
• Telling a story
• Knowing subcultures and patterns
• Identifying skill gaps
• Discover Role Models for Culture
23
*Source: Analytics in HR

22. Telling a Story
• Demographics
• Exits
• Hires
• Locations
• Remote offices/employees
• Learning activities
• Hiring activities
• Performance
24

23. Employee NPS Score - Do you like working
here?
26
● Based on the original NPS
framework
● Measure of “employee loyalty”
● Will an employee recommend your
organization as a place to work?
● Simple, fast, and easy to distribute
● A good place to start
● Too simplified

24. Bluesphere is an
organization that values
innovation and wants to
foster a culture of learning
and leadership development.
27
What artifacts could we use to provide insight?

25. What are the measures for learning and
leadership development?
• Discover existing talent
• Attract new talent
• Retain high performers
28

26. What can you discover
with analytics?
29

27. What drives participation in learning today?
30

28. Are employees that participate in learning
promoted?
31

29. Where can our employees go?
32

30. How do our candidates rate our
hiring experience?
33

31. Does our hiring process reflect
our diverse workplace culture?
34

32. Does learning participation impact the
resignation rate?
35

33. Which employees are at risk of leaving?
36

34. Digging deeper, is learning a factor?
37

35. 38
What next?

36. What is being done today?
• Employee NPS Scores
• Would you recommend working here?
• Engagement studies
• Myers briggs, DISC, OII
• Independent research
• Test your own hypotheses!
• Analytics tools
• Academia
• Schein
• Myer
• MIT
• Great Place to Work 39

37. Thank you
40

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Register for the next webinar!
IMPACT EMPLOYEE ENGAGEMENT AND BUSINESS
SUCCESS WITH EMPLOYEE LEARNING
Tuesday, October 23, 2018
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