This is a 90 minute session that covers some of the key elements of culture and strategy in a business context. It's understood today that culture is a critical part of business success, but when used as part of an overall business strategy, companies will see amazing results. If you'd like to learn more or have Ben speak at your event, please contact ben@upstarthr.com

1. Creating a Self-Sustaining Culture
CULTURE VS STRATEGY
HOW TO BEAT THE COMPETITION

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3.  Culture
 Defining
 Leveraging
 Changing
 Strategy
 Developing
 Aligning
 Implementing
 Case Studies/Resources
 Wrap Up
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5.  Competing on pay is a losing game
 Your talent and culture are your differentiators
 People take the job for money, stay for culture
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6. Defining

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10.  Leaders can’t be everywhere.
 Employees have to know the backstop.
 Employees make decisions like owners.
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13. Leveraging

14.  DO define values in behavioral terms
 DO consider the true cost of HP-LF employees
 Resource:The Culture Engine
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15.  Develop your own stories/legends.
 Core value -- Action -- Story
 For example, tell me a time someone went
above and beyond…
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16. 1. Job ads (ex: 1 vs 2)
2. Interviews
3. Orientation (ex: GATR)
4. Onboarding
5. Performance management
6. Communications (ex: 867-5309)
7. Newsletter (both)
8. All Hands/Town Hall meetings
9. Social awareness
10. Events
11. Everyday actions (ex: big
ideas)
12. Language (ex: washing the car)
Practical Examples of Culture In Action
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17. Homework
 Think about your own organization and what examples might apply.
 Who is responsible for those culture elements (*touchstones)?
 How often do you share? Why not more or less?
 What is the purpose? What does it reinforce?
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19. Case Studies

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22. What it’s all about

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24. Moving from reactive to proactive takes a plan.We call that your HR strategy.
HR planning is a process that identifies current and future HR needs for an
organization to achieve its goals. HR planning should serve as a link between HR and
the overall strategic plan of an organization.
Here’s the simplest way to define
strategy:
A planned, doable sequence of
actions designed to achieve a
distinct, measurable goal. 24

25. 70% of HR pros want to know
how to develop an HR strategy
67% want to align it with
business objectives
50% want help implementing
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27. Purpose
Plan
Actions
Measurable goals
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28. It all starts with a plan…
Example
Purpose: Improving culture
Plan: Focus on employee relations
Action items…
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29.  Want examples? Colleges are great at this!
 http://www2.kent.edu/hr/upload/hr-strategic-plan-2013.pdf
 http://hr.umich.edu/strategicplan/
 http://humanresources.tennessee.edu/docs/HR_5yr_strategic_pla2.pdf
The Division of Human Resources Strategic Directions
align with Kent State University’s Strategic
Plan in support of Kent State University’s Excellence
Agenda... 29

30. If an HR pro develops a
strategy without business
input, does anyone care?
If a tree falls in the forest
and nobody is around,
does it make a sound?
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31.  How does your organization make money?
 What is the biggest concern of front line supervisors?
 What motivates your line staff to do their jobs every day?
 What causes your CEO to lie awake at night?
 What drives the best performance for your people?
 What is the pain point your company’s product/service is trying to
solve for customers?
 What is your marketing, finance, sales, or operations VP most worried
about?
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32. This is where the plan, action,
and goals are carried out.
Tips:
 Stealth change management
 Organizational partners
 Shift from HRBP to consultative
role
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33. Metrics=measurement
But which ones?
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34. Your company recently began an initiative to improve
customer service scores.
What metrics, data, or support can you provide to help
drive this business goal?
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35. You know sales turnover is high but can’t get the VP on
board to address the issues.You set up a meeting to
discuss.
What information can you present to sway this VP’s
opinion?
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36. After more than a year of errors, issues, and grief, you
believe the organization would be better off by selecting a
new payroll technology platform.
How do you make the pitch? What information do you use?
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37.  What if, instead of measuring and reporting on last year’s turnover, you could
predict turnover for the coming year?
 What difference would that make for the business?
 For planning purposes?
 For HR’s credibility?
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39. ben@upstarthr.com | @beneubanks
Kristina.minyard@dynetics | @HRecruit