Transforming Culture

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AITD National Conference
Melbourne Convention Centre
April 13, 2011

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Transforming Culture

  1. 1. AITD National Conference April 13, 2011 Lorraine Salloum Manager, Organisational Performance NSW Workers Compensation Commission
  2. 2. “Significant change only occurs when it is driven from the topic”
  3. 3. Agenda  Setting the context - NSW Workers Compensation Commission  The Cultural Agenda  Developing the Cultural Transformation Strategy  Key initiatives     Positive Culture Program Leadership Strategy Review, Recognition & Development Systems  Results so far & lessons learned
  4. 4. NSW Workers Compensation Commission  Statutory Tribunal established in 2002  Major organisation restructures 2004  Dec 2007 Announcement of comprehensive review (Bendelta Review) Purpose Access opportunities for improvement to better position the Commission to meet user expectations Key Message ‘Move from being good to better’ Scope  Dispute Resolution Model  Case Management Practices  Corporate Services, Support and Governance  Resourcing
  5. 5. Performance Improvement Initiatives  Revised internal Structure – implemented Oct 2009  People strategies (Teamwork, Performance Management, Reward and Recognition)  Review of Arbitrator Engagement – implemented June 2010  Introduction of Professional Development Framework for Arbitrators and Approved Medical Specialists  Key Performance Indicators Framework – output and outcome focused, internal / external
  6. 6. Personal Accountability Taking responsibility for own actions and focusing on what actions can be taken at an individual level to improve performance of the organisation WCC had signs that personal accountability was an organisational issue:  Blame  Victim thinking  Procrastination  Creativity Problems Conflicts with existing values and objectives
  7. 7. Personal Accountability Initiatives focused on increasing personal accountability for the Commission’s culture and performance If an individual embraces personal accountability they will be focused on what they can control and what they can do to change culture for the better  What can I do to best adapt to change?  How can I help the organisation change for the better?  What can I do to better communicate with those around me?
  8. 8. Translating personal accountability to the cultural agenda Cultural agenda = desired culture Personal accountability is about taking action to improve the situation  Identifying ways to take action  Avoiding blame  Eliminating victim thinking  Stopping procrastination Without personal accountability individuals waste time, lower levels of morale and performance Doesn’t matter what the desired culture is – personal accountability is important.
  9. 9. Setting the foundations.. CLARIFY • Undertake Staff Survey & Cultural Audit (include Climate Survey) • Develop and document Cultural Agenda SUPPORT • Form Organisational Performance Steering Group • Develop People, Performance and Culture Statement 2009 -2011 • Set People Performance Indicators MEASURE • Develop Cultural Transformation Evaluation Framework
  10. 10. Cultural Audit - Staff  Cultural Climate Survey  Small group sessions  How would you describe the Commission’s culture?  What would you like the Commission’s culture to be?  Individual Interviews
  11. 11. Cultural Agenda “A high performance culture that collaborates within and across teams” Themes* Leadership, Teams, Empowerment, Communication, Performance Management Blame = individual accountability – organisation/mgrs * Common between managers and staff
  12. 12. Measurement  Simple, minimal cost  Survey using Commitment – Apathy Scale (managers)  Cultural Climate Survey (Staff)  Cultural Transformation Evaluation Framework
  13. 13. The Baseline Surveys Staff cultural climate survey - 8 question survey focusing on motivation, engagement, teamwork and values Managers Apathy-Commitment scale – asked to plot on a apathy – commitment scale where they believed the level of commitment of staff to behaviors demonstrating 1. Performance Culture 2. Collaboration within and across teams
  14. 14. Manager Apathy-Commitment Scale Apathy Non compliance Malicious compliance Grudging compliance Formal compliance Geniune compliance Enrolment Commitment 1 2 3 4 5 6 7 8
  15. 15. Communicating the Cultural Agenda  Importance of communication from Senior Management  Visible commitment to personal and organisational change  Recognition staff had set the cultural agenda  All WCC people strategies link back to the cultural agenda
  16. 16. Cultural Transformation Strategy  Aim to increase employee commitment to a number of desired behaviours ‘Cultural Agenda’  Plan of initiatives and activities to move the organisation from actual culture to desired culture.
  17. 17. INDIVIDUALS LEADERSHIP CULTURAL TRANSFORMATION TEAMS SYSTEMS
  18. 18. INDIVIDUALS TEAMS LEADERSHIP SYSTEMS How individuals impact on Culture How teams impact on Culture How leadership impacts on Culture How systems impact on Culture Clarify Clarify Clarify Clarify •Awareness •DISC Profiles •Positive Culture Guide •Expectations •People Performance Indicators •Individual Performance Interviews •Business Planning •Internal Communication Matrix •Collection of Positive Stories •Leadership Charter •Leadership Development Framework •Positions and Organisational Structure •Performance Management •Rewards and Recognition •Professional Development Policy •Learning and Development Budget Support •Dealing with Change workshops •Form Change Champions Group •Individual Development Plan's •Development Opportunities •Introduce Talent Pool Program •Measure • Staff Survey •Cultural Climate Audit •Support •Collaborative Problem Solving (Action learning activities ) •Team Building Support tools •Cross-Unit Project Teams •Facilitate cross team communications •Social Club and across organisation activities •Measure •PIs •Staff Survey •Cultural Climate Audit •Support •Leading Change workshop •Leadership Development Program including mentoring and coaching •Leadership Team Action Learning activities •Leadership / Facilitation Support tools •Measure •PI’s •Staff survey results •Cultural Climate Audit •Support •Organisational Performance Reference Group •Systems implementation strategy •Measure •Systems review and evaluation •Staff survey results •Cultural Climate Audit
  19. 19. REVIEW, REWARD & RECOGNITION POSITIVE CULTURE PROGRAM Aim: ↑ individual & team motivation by: clarifying team & individual goals & connection to corporate & strategic plan; ensure development is targeted to meet individual & organisational goals; and team and individual goals are appropriately rewarded and recognised.’ Aim: ↑ individual awareness & motivation to empower staff to take ownership of culture & performance PERFORMANCE IMPROVEMENT FOCUS High Performance Culture LEADERSHIP STRATEGY SYSTEMS Aim: ↑ WCC leadership capability to empower & motivate the leadership group to: drive performance improvement; develop their teams; and encourage teamwork within & across WCC Aim: Clear common goals across the WCC which incorporate and promote a performance improvement focus
  20. 20. People, Performance & Culture 2009 - 2011 PEOPLE & PERFORMANCE FOCUS Fostering commitment & strengthening people capacity KEY STRATEGIES Implement the capability framework into people planning activities Encourage continuous learning for all staff Develop and implement a performance management approach which fosters skilled and committed people CULTURE A positive and cohesive workplace culture that supports the achievement of WCC vision, mission and goals Nurture initiative Develop and implement a cultural transformation strategy that meets staff and managements cultural agenda Build and strengthen teams using business-focused activities Improve internal communications
  21. 21. Performance Improvement “Performance is Personal before it is Organisational” Key focus – 2009-2010 Awareness and Accountability Need to link personal transformation to organisational transformation Improved workplace performance requires productive relationships with peers, managers, staff, customers, clients, vendors, suppliers and the community
  22. 22. Bottom-up initiatives  Involves those affected in the change process  Avoids pitfalls of imposed change by allowing individuals to come to terms with the change  Takes time to diffuse throughout the organisation, particularly to higher up  Collective decision making approach  Importance of building productive relationships  Effective communication + mutual accountability + responsibility
  23. 23. Positive Culture Program  Establishment of change champions group  Development of Positive Culture Guide  Branding ‘Positive Input = Positive Culture’  Positive Culture Launch
  24. 24. Change Champions Group  23 staff – representatives of every level and unit / branch  Gauge of Commission culture & reality testers  Fortnightly meetings - facilitated discussion ‘ToP method’ – weekly topics around areas identified in the cultural agenda  Group developed ‘Positive Culture Guide’  Build momentum – shift mindset from ‘blame’ to personal accountability
  25. 25. WCC POSITIVE CULTURE GUIDE Guidelines about behaviours that promote and foster the achievement of the cultural agenda, and behaviours that hinder it. Key focus areas: 1. Respect and Values 2. Empowered Staff 3. Accountability and Responsibility 4. Communication 5. Teamwork 6. High Performance Culture
  26. 26. Organisational Review Launch Video
  27. 27. ‘Positive Input = Positive Culture’
  28. 28. ‘Positive Input = Positive Culture”  Visibility of messages promoting personal accountability (Screen savers, posters, staff newsletter header, intranet)  Monthly themed communications – reminders of behaviours contributing to achieving cultural agenda  Part of induction
  29. 29. Leadership Strategy Aim*: Strengthen leadership capability to drive performance improvement, meet cultural agenda & encourage personal accountability  Leadership Program Supervisors – Middle Management  Business Coaching Individual middle management  Executive Coaching – individual Individual senior management  Executive Coaching – team Team senior management *Change champions identified leadership as the biggest barrier to achieving the cultural agenda
  30. 30. Leadership Program University of New England Partnerships Pty Ltd - Sustaining out Business 2011: Driving Performance Improvement Program Workplace program –Diploma of Government 12 month program, workshops, coaching & on the job tasks & Focus on: individual accountability, providing leadership; facilitating change; managing individual and team performance Integration into business  Collaborative problem solving  Development of Leadership Charter  Cross organisation business improvement projects – individual and group Use of group workshops to apply theory to practice using current Commission challenges managers face in the workplace.
  31. 31. Leadership Charter ‘a concise and positive statement about the qualities and behaviours that we value in leaders in the Commission. It is a reference point for managers and leaders to reflect on their role and to remind us of the principal things to keep in mind as we get on with our jobs’.
  32. 32. Organisational Performance Reference Group  Renewal of change champions group  Representative from each unit / branch, as well as a cross-section of Grades.  Provide input into initiatives aimed at improving organisaitonal performance.  Initiatives include: Performance Management system; Reward and recognition; and Learning and Development Development
  33. 33. Review, Recognition & Development  Development of fully integrated online performance management system – implementation 1 July 2011  Development of policy  Consultation document – key questions, issues to consider, preferred position  Clear identification of risks and reasons for resistance  Explore personal accountability for implementation
  34. 34. Business Planning Review Unit business planning review Identification of ‘business as usual’ or ‘performance improvement’ Promote consideration of all strategic focus areas and encourage suggestions for organisational projects and improvements, as well as possible individual contributions. Coaching of managers Guide on how to facilitate business planning activities to provide individual accountability within the team
  35. 35. Results so far.. Staff Survey
  36. 36. More promising results... Since 2008, more staff believe:  They understand the Commission values  They have opportunities to develop skills and knowledge for career progression  The processes they follow to do their work is efficient  Management has a clear view of where the organisation is going and how to get there  Staff in the Commission are consulted adequately about proposed changes  Staff in the Commission have the opportunity to have input into planning processes
  37. 37. Cultural Climate Survey
  38. 38. Apathy – Commitment Scale Cultural Agenda – priority area March 2009 March 2010 – the range March 2010 – the critical mass Performance culture (engagement and motivation) Grudging compliance to formal compliance (3-4) Grudging compliance to commitment (4-8) Formal to Genuine Compliance (5-6) Collaboration – within and across teams Non compliance to grudging compliance (2-4) Non compliance to commitment (2-8) Formal to Genuine Compliance (5-6) • March 2009 - Desired range established as 6-7 for critical mass • 93% of managers in 2010 believed the organisation was more positive and moving towards the cultural agenda
  39. 39. Lessons learned  Time issues with bottom up strategies  Participative approaches to change can be derailed by resistant managers, unions and workers further lengthening the process of change.  Collective decision-making is by nature a lengthy process as compared to those decision made by only a select few.  Mismatch where the bottom-up change process meets the top levels of the organisation - where a different process has been at work.  Lower levels may lack strategic perspective.
  40. 40. Lessons learned  Substantial energy to get bottom-up initiatives started and keep it focused  Difficulty of incorporating all perspectives.  Raises questions about the motivation and skill of employees to develop an ambitious solution that will force them to change.  Don’t always need expensive metrics and measurements. Save budget for initiatives if you have a limited budget.  Adopt a business approach.  Initiatives to enable personal insight and shifts in mindset.
  41. 41. Lessons learned  Top-down efforts alone are not sufficient to achieve transformational change.  When to use top-down or bottom-up strategies  Bottom-up – where innovation and collective decision making is required (e.g. positive culture  Top down – direction to create focus and conditions for performance improvement  Blend with broad-base, bottom-up performance improvement to get people at all levels to take a fresh approach to solving problems and improving performance(e.g. Review, Recognition and Development)
  42. 42. Looking forward  Implementation of the Review, Recognition and Development system  Next phase – focus on collaborative problem solving, action learning and teams  Maintain broad involvement and use of teams to tackle issue and promote buy-in  Challenge – to keep up the momentum!

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