Getting the culture right June 2011

Getting the culture rightby Toronto Training and HR June 2011

3-4 Introduction to Toronto Training and HR 5-6 Questions to ask 7-8 Drill A 9-11 Changing the culture 12-13 Assessing cultural fit14-15 Retaining key people16-17 Culture in smaller employers 18-19 Different types of company culture20-22 Atmosphere of blameless error 23-24 Developing a sustainable organizational culture 25-26 Elements critical to company culture 27-28 Generating a positive corporate culture29-31 Building a winning culture32-33 Strong cultures34-35 Great places to work36-42 Gaps between what employees seek and experience43-44 Drill B45-48 Case studies49-50 Conclusion and questionsContents

Introduction to Toronto Training and HRToronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:Training course design

Training course delivery- Reducing costsSaving time

Improving employee engagement & morale

Services for job seekersPage 5Questions to ask

Questions to askWhat is culture?What is the current organizational culture?Where does the culture need to be for the survival and growth of the organization?How do we move from the present to the desired culture?

Changing the culture 1 of 2Don't waste excessive time and money trying tochange culture by taking a 'scattergun' approach- trying to change everything when some areasare perfectly okay is foolishUnderstand the functional and dysfunctionalparts of the cultureFind out where they exist within the organization - is it in one subculture or across all subcultures?Be focused - this will make it more cost-effective and money will not be expended unnecessarily

Changing the culture 2 of 2STEPS TO BE TAKENAssess the current culture(s) in categorical detail(e.g. leadership, communications) across anddown the organizationDefine the gaps between the current and thedesired culture categoriesCreate plans that target only the areas of theorganization and the categories of culture thatneed to be improved and changed

Assessing cultural fitPre-interviewObserve everythingQuestion everythingPost interview

Retaining key peopleIMPORTANCE OF CULTURESocializersAchieversProtectionistsMaterialistsTrue believers

Culture in smaller employers

Culture in smaller employersCommunicate!Job descriptionsRegular performance evaluationRegular team meetingsOpportunities for professional developmentResponsibilityTeam buildingCoach, mentor, succession planningMake work-life balance part of your corporate cultureHave a HR Policy (and use it)

Different types of company culture

Different types of company cultureAll hands-on-deck cultureProcess cultureWork-hard/play-hard cultureTough-guy macho culture

Atmosphere of blameless error

Atmosphere of blameless error 1 of 2 Motivating through errorsCapitalizing on errorsLearning from errors

Atmosphere of blameless error 2 of 2 CREATING AN ATMOSPHERE OF BLAMELESS ERRORStay objectiveDetermine what happenedAsk for suggestionsUse employee suggestionsAgree on the suggestion togetherFollow up

Developing a sustainable organizational culture

Developing a sustainable organizational cultureUnderstand the context in which the change is happeningUnderstand who is involved in the process and to what extentIdentify key structural and behavioural factors to ensure they are consistent with the culture aspired toBe aware of different people’s responses to change, leading to action when appropriatePromote authentic leadership

Elements critical to company culture

Elements critical to company cultureEmployee attitudesEffective managementStrong trust relationshipsCustomer focusHigh accountability standardsCommitment to training and developmentCompensation and reward programsSupport for innovation and new ideasUseful resources, technology and toolsEmphasis on recruiting and retaining outstanding employees

Generating a positive corporate culture

Generating a positive corporate cultureMake customer satisfaction a way of lifeDo not play favourites-treat everyone fairlyMake employee development a major objectiveAllow employees to have a voice in major changesPromote cooperation between organizational subunitsBase employee salary and promotions on performanceSet individual goals that are realistic for each employeeAlways respect employees and take time to give encouragement

Building a winning culture

Building a winning culture 1 of 2Define 3-4 guiding principles that define who you are as an organizationUse the principles to guide every business discussion and decision going forwardBuild the principles into all your people performance and management systems

Building a winning culture 2 of 2Create a 2-3 day leadership development experience that reinforces the behavioursandvalues consistent with the principles, and insist all senior leaders attendExpect resistance, but stay the course with passion and patience-changing culture means changing people, and that takes time

Strong culturesORGANIZATIONS TEND TO FOCUS ON:Building employee morale through incentive and training programsClearly defining values through mission and vision statementsPutting strong leaders in place that set the tone and empower othersEncouraging better relationships with both employees and customers

Great places to workTrustPrideCamaraderieNature of relationships

Gaps between what employees seek and experience

Gaps between what employees seek and experience 1 of 6Managing talentEnsuring understandingAdmitting mistakesDisplaying consistencyContextualising successDeciding implementation momentHandling dilemmasPacing control

Gaps between what employees seek and experience 2 of 6BEHAVIOURSExercising self disciplineListening to ideasEnsuring understandingQuestioning selfAdmitting mistakesReceiving feedbackResponding to objections

Gaps between what employees seek and experience 3 of 6BEHAVIOURSExercising ethical disciplineDisplaying consistencyDemonstrating moralityTransmitting organizational valuesSecuring behaviourContextualizing successEncouraging transparency

Gaps between what employees seek and experience 4 of 6BEHAVIOURSGenerating directionsGuiding othersProcessing ideasSetting objectivesPacing controlContextualizing changeHandling dilemmas

Gaps between what employees seek and experience 5 of 6BEHAVIOURSMaking decisionsPre-involving othersContextualizing announcementSupporting top-downDeciding implementation momentRefusing requestsArbitrating conflicts

Gaps between what employees seek and experience 6 of 6BEHAVIOURSSecuring deliveryManaging talentCo-defining development goalsDelegating considerationsMonitoring processesGiving feedbackSupporting execution

Getting the culture right June 2011

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