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Building-Process-of-Strong-Corporate-Culture

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Building-Process-of-Strong-Corporate-Culture

  1. 1. Building Process of Strong Corporate Culture
  2. 2. Corporate Culture
  3. 3. Corporate Culture  Corporate culture refers to the beliefs and behaviors that determine how a company's employees and management interact and handle outside business transactions. Often, Corporate Culture is implied, not expressly defined, and develops organically over time from the cumulative traits of the people the company hires
  4. 4. Elements of a Strong Corporate Culture If you are starting a business or running an existing one, the culture that it has is essential to the overall success of your company. Several elements contribute to a strong corporate culture.  Clear Mission When a company has a clearly defined mission statement and everyone in the company understands it, this is a sign of a potentially strong culture. Many successful companies know what they are trying to accomplish and are moving in a clear direction.
  5. 5. Elements of a Strong Corporate Culture  Respect Another sign of a strong corporate culture is respect among employees. The upper management of a business should treat its lower-level employees with respect and strive to make them happy in their jobs. When employees feel respected by management, they tend to perform better and stay actively engaged in their jobs.
  6. 6. Elements of a Strong Corporate Culture  Solid Communication Another common thread found in companies with strong organizational cultures is solid communication. This means that upper-level executives freely communicate with lower-level employees and vice versa. These companies often implement an open-door communication policy with their employees. When a company has good communication between its employees, it can often avoid conflict as employees work through problems they may have.
  7. 7. Elements of a Strong Corporate Culture  Superior Performance While this may not always be the case, many companies with a strong culture also tend to produce superior results. When a culture is strong, it leads to happy employees and happy managers. When communication is strong, it helps departments and employees work together better. With these factors in play, many companies perform better and put out better results
  8. 8. Great Corporate Culture
  9. 9. Great Corporate Culture The corporate culture is the set of beliefs that an organization holds and it influences every area of a business. If you are starting a business or running an existing one, the culture that it has is essential to the overall success of your company. Several elements contribute to a strong corporate culture.
  10. 10. Components of a Great Corporate Culture  Thorough Hiring Process For The Brightest And The Best  Google receives over 1 million resumes each year, with less than 0.5% of all applicants actually being hired.  Assessing not only a candidate’s technical skills and intellect, but also his creative thought process and quick thinking abilities.
  11. 11. Components of a Great Corporate Culture  Clear Mission And Values: Why You Do What You Do  Google's mission statement is “to organize the world's information and make it universally accessible and useful.”  Google’s vision statement is “to provide access to the world’s information in one click.”
  12. 12. Components of a Great Corporate Culture  Practicing Transparency And Open-Door Environment  Google Door “Default to open” Knowing That Good Decisions Can Come from Anywhere  Sharing information through weekly meeting establishes transparency in the office, creating an environment where everything is up for debate.
  13. 13. Components of a Great Corporate Culture  Employee Recognition For Small And Big Contributions  Google recognizes that appreciation is the best way to reward employees for their contributions.  Goolge is equally willing to celebrate failure as well.  Google products are known to always be in Beta – mistakes are praised.
  14. 14. Components of a Great Corporate Culture  Casual, Democratic Atmosphere  Afternoon volleyball breaks  You don't need to be at your desk to need an answer.
  15. 15. Components of a Great Corporate Culture  Voice and Value  Freedom over How and When Work is Completed  Flexibility  The need for information crosses all borders.  Food is Pretty Easy to Get – 150 Feet from Food Rule  Fun is a Regular Aspect of Work  There are pajama days, dress up days and a Halloween costume party. Every April Fool’s Day,
  16. 16. Components of a Great Corporate Culture  Organizational Culture Boosted By Community Engagement Outside Of Work  Commitment to community is one of the leading indicators of a great corporate culture.  Google has contributed $1.2 billion to the Berkeley County data center facility as a long-term investment, along with close to $1 million for charitable causes in South Carolina.
  17. 17. Components of a Great Corporate Culture  Making HR Into A Science  When google found that women were leaving the company at twice the rate, their HR department identified the main issue to be the maternity leave plan for new mothers.  When they changed the plan so new mothers could get 5 months paid time off instead of 12 weeks, Google’s attrition rate for women dropped by 50%!  Making Human Resources into a science Google has become the country’s best employer.
  18. 18. ELEMENTS OF BUILDING AN ORGANIZATIONAL CULTURE
  19. 19. ELEMENTS OF BUILDING AN ORGANIZATIONAL CULTURE 1. Teach It The more and more effectively we teach people what we are looking for in our culture, the more likely it will become the reality. Talk about the informal ways in which you envision the group working together, the way you want the customer experience to feel, etc. One of the best ways to teach the culture is to tell stories. There’s something solid that resonates when people hear nice tales of how things were handled in a difficult situation, or how the organization has successfully progressed to where it is.
  20. 20. ELEMENTS OF BUILDING AN ORGANIZATIONAL CULTURE 2. Define It If you have a number of leaders running your organization, you may not immediately have full agreement on what your desired culture is. In that case, there must be hard discussion amongst the key decision makers so that you can reach a consensus.
  21. 21. ELEMENTS OF BUILDING AN ORGANIZATIONAL CULTURE 3. Live It This is especially critical for the leaders in our organizations; the staff sees everything we do. I remind myself that every action I take and every word I speak will have an impact on how our organizational culture develops. Pretending that my words, actions and attitudes don’t impact it significantly would be to live in denial.
  22. 22. ELEMENTS OF BUILDING AN ORGANIZATIONAL CULTURE 4. Measure It Once we’ve identified the key elements of our desired culture and written them down, we must measure our success in making them a (cultural) reality. Many will argue that you cannot measure things like fun or supportiveness or camaraderie; I think you can. If you want to have a results-oriented organization, you are more likely to succeed if you measure your success at putting the culture into place.
  23. 23. ELEMENTS OF BUILDING AN ORGANIZATIONAL CULTURE 5. Reward It A common problem in every organization is the mismatch between what it says it wants and what’s rewarded. In some cases, the issue is just an absence of rewards. They say that they want people to learn but the only reward is that they know more than before a seminar.
  24. 24. The 12 Attributes of a Strong Culture  Respect/Fairness
  25. 25. The 12 Attributes of a Strong Culture  Trust/Integrity
  26. 26. The 12 Attributes of a Strong Culture  Change/Adaptability
  27. 27. The 12 Attributes of a Strong Culture  Results Orientation
  28. 28. The 12 Attributes of a Strong Culture  Teamwork
  29. 29. The 12 Attributes of a Strong Culture  Employee Engagement
  30. 30. The 12 Attributes of a Strong Culture  Responsibility/Accountability
  31. 31. The 12 Attributes of a Strong Culture  Learning Opportunities
  32. 32. The 12 Attributes of a Strong Culture  Meaning/Purpose
  33. 33. The 12 Attributes of a Strong Culture  Communication
  34. 34. The 12 Attributes of a Strong Culture  Decision Making
  35. 35. The 12 Attributes of a Strong Culture  Goals/Strategy
  36. 36. Keys To Building A Strong Corporate Culture
  37. 37. Keys To Building A Strong Corporate Culture  Build an Awareness of Culture and Commit to Refine Your Strategies and Plans Organizations often start by clarifying some of the key challenges they have as an organization. Think about frustrations about “the way things work around here” that are holding your organization back from reaching its potential. It also helps to define strengths you need leverage in support of your vision or strategy as you understand how to further improve your culture.
  38. 38. Keys To Building A Strong Corporate Culture Measure your Culture and Engage the Organization in Understanding the Results at a Deeper Level. Some organizations think they may be covering this measurement through an engagement, climate, satisfaction or other survey but they are actually only evaluating a fraction of the overall culture. Use a research-based tool with a substantial benchmark database so you will be compared to many other organizations. Engage your organization in the process to move from the fog of opinions and lack of clarity about your culture to a clearly defined picture of what you are all about.
  39. 39. Keys To Building A Strong Corporate Culture  Engage the Organization in Feedback and Prioritization Utilize feedback and prioritization techniques to understand your culture assessment results and to identify the top improvements to leverage strengths and improve weak areas that are holding you back. Many organizations obtain feedback but then employees are left wondering what will happen next. The key is prioritization as a team and not just more feedback.
  40. 40. Keys To Building A Strong Corporate Culture  Measure Progress Consistently and Refine Improvements There will need to be regularly scheduled feedback and prioritization routines to identify and build on what’s working and to adjust actions that aren’t having the desired impact. The organization will see what’s working and what’s not and will spread the good ideas of your new operating model to areas outside of the 1-3 priorities you originally identified. You’ll know at that point you have the flywheel of culture change moving and gaining momentum.
  41. 41. What it Takes to Build a Strong Corporate Culture
  42. 42. What it Takes to Build a Strong Corporate Culture  Define your legacy “Decide what kind of organization you want to have, Many people leave the corporate environment and join a small business because they were treated poorly. Think about what you want people to say about your company when they leave and then work backwards.” suggests Roberta Chinsky Matuson, president of Human Resource Solutions, an HR consultancy in Northampton, Massachusetts
  43. 43. What it Takes to Build a Strong Corporate Culture  Hire Smartly Hiring is perhaps the key or one of the foundational keys to success. It is important to hire good people who are the “right people” for the job. Why is this important? The people you hire will determine for the most part your company’s future.
  44. 44. What it Takes to Build a Strong Corporate Culture  Be ready to change. Nothing stays static in business today, and the corporate culture that works when your company is in the early stages may need to evolve as your business grows. If your corporate culture needs a tune-up, don’t be afraid to make changes.
  45. 45. What it Takes to Build a Strong Corporate Culture  Keep it authentic. Corporate culture should be a natural outgrowth of your business’s mission, your industry, your customers and even your Personality. Don’t try to “force” a corporate culture that’s not authentic. • IBM has one corporate culture, Zappos has a very different one. Each is authentic to the business involved.
  46. 46. What it Takes to Build a Strong Corporate Culture  Involve your team. Although you are a key driver of your business’s corporate culture, that doesn’t mean you can impose it from the top down. Involve your employees in fine- tuning your mission statement and determining what kind of culture they want to create.
  47. 47. THANKS

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