Hr Org Culture


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Hr Org Culture

  1. 1. 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
  2. 2. HR In A Non-Profit Setting <ul><li>Usually no specified department </li></ul><ul><li>“One size fits all” philosophy </li></ul><ul><ul><li>Or whomever has the HR hat on is </li></ul></ul><ul><ul><li>the Director! </li></ul></ul><ul><ul><li>That person may also be the Accountant, Executive Director, Plumber and Security! </li></ul></ul>
  3. 3. HR’s Conflicting Roles <ul><li>HR person is in leadership position </li></ul><ul><li>Leaders help determine culture </li></ul><ul><li>HR administers benefits, personnel assistance and ‘friend’ to staff </li></ul><ul><li>HR must balance which ‘hat’ to wear at what time </li></ul>
  4. 4. 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.
  5. 5. Understanding Organizational Culture <ul><li>Personality of organization </li></ul><ul><li>Customs and rights </li></ul><ul><li>Shared beliefs </li></ul><ul><li>Systemic with feedback from society, laws, stories, heroes, values, etc. </li></ul>
  6. 6. Understanding Organizational Culture <ul><li>Members of organization and behaviors </li></ul><ul><ul><li>Assumptions-hypothesis becomes reality </li></ul></ul><ul><ul><li>Values-initially started by Founder/Leader and then assimilated </li></ul></ul><ul><ul><li>Norms-how things are done around here </li></ul></ul><ul><ul><li>Tangible signs or artifacts-include language, technology, products, styles (clothing, salutations, myths, stories) </li></ul></ul><ul><li>Structural stability-implies there is stable environment </li></ul><ul><li>Integrated patterns-repetitive nature </li></ul>
  7. 7. How Do You Identify Culture? <ul><li>Observe Behavior </li></ul><ul><ul><li>Language, customs, traditions </li></ul></ul><ul><li>Groups norms </li></ul><ul><ul><li>Standards & Values </li></ul></ul><ul><ul><li>Espoused Values (published, announced) </li></ul></ul><ul><li>Rules of organization </li></ul><ul><li>Habits of thinking, acting & shared knowledge </li></ul><ul><li>Metaphors and/or symbols </li></ul><ul><li>See, hear, feel </li></ul>
  8. 8. Varied “Types” of Culture <ul><li>Academy Culture </li></ul><ul><ul><li>Highly skilled employees </li></ul></ul><ul><ul><li>Work way up ranks </li></ul></ul><ul><ul><li>Stable company environment </li></ul></ul><ul><li>Examples: </li></ul><ul><ul><li>Universities, hospitals, large corporations </li></ul></ul>
  9. 9. Varied “Types” of Culture <ul><li>Club Culture </li></ul><ul><ul><li>Employees “fit in” </li></ul></ul><ul><ul><li>Start at bottom & stay with organization </li></ul></ul><ul><ul><li>Company promotes from within </li></ul></ul><ul><ul><li>Values seniority </li></ul></ul><ul><li>Examples: </li></ul><ul><ul><li>Military, law firms </li></ul></ul>
  10. 10. Varied “Types” of Culture <ul><li>Baseball Team Culture </li></ul><ul><ul><li>Employees are “free agents” with highly prized skills </li></ul></ul><ul><ul><li>In high demand </li></ul></ul><ul><ul><li>Fast-paced, high-risk organizations </li></ul></ul><ul><li>Examples: </li></ul><ul><ul><li>Investment banking, Advertising, </li></ul></ul>
  11. 11. Varied “Types” of Culture <ul><li>Fortress Culture </li></ul><ul><ul><li>Uncertainty with employees </li></ul></ul><ul><ul><li>High skills (college grads) </li></ul></ul><ul><ul><li>Massive re-organization with companies </li></ul></ul><ul><li>Examples: </li></ul><ul><ul><li>Savings and loans; large car companies </li></ul></ul>
  12. 12. Where Does Non-Profit Fit? <ul><li>Combination of all </li></ul><ul><li>Some skilled employees </li></ul><ul><li>Working way up (and all over) in organization </li></ul><ul><li>Easy to find other jobs if you can juggle </li></ul><ul><li>Important to fit in while helping others </li></ul><ul><li>Never know when the next paycheck will come…or not! </li></ul>
  13. 13. Leader’s Create Organizational Culture <ul><li>Beliefs, values & assumptions of founders are basis for organization </li></ul><ul><li>Organizations don’t form accidentally </li></ul><ul><ul><li>Single person has idea </li></ul></ul><ul><ul><li>Brings in more than one and creates group </li></ul></ul><ul><ul><li>Group works together to raise funds </li></ul></ul><ul><ul><li>Others are brought into existing history </li></ul></ul>
  14. 14. HR “Nurtures” Culture <ul><li>Leaders assumptions are taught to group </li></ul><ul><li>As leadership changes, HR, becomes pivotal in sharing shift information </li></ul><ul><li>HR pivotal in hiring for the shift </li></ul><ul><li>HR must be in sync with Leadership (i.e. Executive Director) </li></ul>
  15. 15. HR Defines Culture <ul><li>Pay attention to measures and controls </li></ul><ul><ul><li>What does the leader notice </li></ul></ul><ul><ul><li>Is the leader clear or confused </li></ul></ul><ul><ul><li>What are leaders emotional reactions </li></ul></ul><ul><ul><li>How do they deal with crisis </li></ul></ul><ul><ul><li>What is perceived as crisis </li></ul></ul>
  16. 16. HR Shifts Culture <ul><li>Role Modeling, Teaching and Coaching </li></ul><ul><ul><li>Act the part of the culture you want </li></ul></ul><ul><ul><li>Show the culture to staff (i.e videos) </li></ul></ul><ul><ul><li>Send messages through informal and formal means </li></ul></ul><ul><ul><li>Observe rewards, status and punishment </li></ul></ul><ul><ul><li>Use clear criteria for new hires </li></ul></ul>
  17. 17. HR’s “Shift” of Organizational Culture <ul><li>Make sure routines are visible </li></ul><ul><li>Systems and procedures give consistency </li></ul><ul><li>Design of space and building is important </li></ul><ul><li>Symbolic purposes should be clear </li></ul><ul><li>Stories of past integrated with present and future culture </li></ul>
  18. 18. Does Your Organization Need a Change in Culture <ul><li>Nothing in life is constant but change </li></ul><ul><li>Change is good </li></ul><ul><li>But if it “ain’t broke” why fix it </li></ul><ul><li>And . . . . . </li></ul><ul><ul><li>I don’t want everybody hating me! </li></ul></ul>
  19. 19. 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
  20. 20. Ready to Change Some Culture? <ul><li>Be ready for a fight </li></ul><ul><ul><li>Mature organizations are hard to change </li></ul></ul><ul><ul><li>Be ready for a fight </li></ul></ul><ul><li>Unfreezing-motivation to change </li></ul><ul><ul><li>Disconfirming data - Cognitive restructuring - </li></ul></ul><ul><ul><li>Refreezing </li></ul></ul><ul><li>Systems and procedures give consistency </li></ul>
  21. 21. Does the Mission Match the Vision? <ul><li>Who the organization says they are and whom they serve should match where they are going </li></ul><ul><li>Decide the type of organization you are and methodize how to present </li></ul><ul><li>Get leadership consensus prior to employee by-in </li></ul>
  22. 22. Leadership is the Key! <ul><li>No matter what you do, be sure that you are in a leadership capacity to influence change! </li></ul><ul><li>Those in less than leadership roles can ‘instigate’ change but it is not formalized structuring of culture. </li></ul>
  23. 23. When There Is A Disconnect <ul><li>When all else fails…back to basics </li></ul><ul><li>There was a culture … go back to it … with the entire staff </li></ul><ul><ul><li>Do a coat of arms describing culture </li></ul></ul><ul><ul><li>Do team play projects & individual </li></ul></ul><ul><ul><li>Define people with culture of place (i.e. dress code, hours of operation) </li></ul></ul>
  24. 24. Practical Methods to Resolve Culture Issues <ul><li>Staff meetings </li></ul><ul><li>Listen to all sides </li></ul><ul><li>See, hear and learn </li></ul><ul><li>Ask staff to provide solutions </li></ul>
  25. 25. Practical Methods to Resolve Culture Issues
  26. 26. Is Everybody Happy? <ul><li>Everyone will never be happy! But if you can get most of the staff happy, some of the time…you are beating the odds! </li></ul><ul><li>Complainers will eventually ‘weed’ themselves out. </li></ul>
  27. 27. Evolution from Leadership to Culture to “It’s HR’s Problem!” <ul><li>Nothing is changed overnight </li></ul><ul><li>As HR professionals, you can change small things at a time </li></ul><ul><li>Start in the bathrooms (i.e. clean from the bottom up) </li></ul><ul><li>Listen to your staff in who they are and who they want to become </li></ul>
  28. 28. References <ul><li>Organizational Culture and Leadership by Edgar H. Schein </li></ul><ul><li>Downsizing and Organizational Culture by Thomas A. Hickok </li></ul><ul><li>Organizational Culture by Carter McNamara, Ph.D </li></ul><ul><li>What is a company for? Courtesy of Michael Shanks Memorial Lecture reprint (13 pages) </li></ul><ul><li>“ Employee involvement in declining organizations, Human Resources Management 22(4) pp. 445-465 by S.A. Mohrman and A.M. Mohrman, Jr. </li></ul><ul><li>Work and Motivation by V. Vroom </li></ul>